Thomas Green: Power, office Politics and a Career in Crisis

Thomas Green: Power, Office Politics and a Career in Crisis

1: What are the work styles and personalities of Thomas Green and Frank Davis?

Thomas Green has an individualistic and outspoken working style. Innovation and independence are given high priority by him. Green likes to talk to his clients directly and talk about things, face to face. He dislikes bureaucracy and likes to work in an environment where he can freely express his ideas. What is visible is that he doesn't trust Davis and believes that Davis wants to get rid of him.

Davis on the other hand, has a participative style of work. He likes to know what is happening and where it is happening, with regard to his subordinates. He is a man, who likes to work on hard facts and data and dislikes when he is kept waiting. It can be seen that he prefers using memos and presentations rather than a face to face interaction when it comes to meetings. Lastly, it seems as if Davis is unwilling to let people question his authority as is visible when he gets upset when being challenged by Green, about the sales forecast.

2: How do Green’s actions differ from Davis’s expectations?

There was a huge disparity in Green's actions and the expectations Davis had from him. Davis expected Green to keep his schedule updates and put all of the work assigned by him as top priority and respond promptly. Davis also wanted Green to follow a 'solid' approach, using data and presentations to swiftly close accounts and develop strategic market approaches and sales tactics, whereas Green spent his time 'selling' to the clients I.E. Agreeing with the clients complaints about the product disadvantages and building a relationship with them using that approach. With regards to his personality and mannerisms Davis was expecting a positive and future-oriented attitude, Green on the other hand was sceptical, slightly negative and questioned his boss’s projections, even during presentations. All in all, from Davis's point of view, Green was using a haphazard approach to tackle this new role, he wanted him to be more mature in the way he handles his work, providing timely feedback and focus his efforts.

3.  What is your analysis of Green’s actions and job performance in his first five months? What mistakes has he made?

Green has been a highly motivated person who likes to perform tasks independently which can be seen by engaging on rapid airline industry client tour, visiting clients, market specialists etc. He was outspoken in his objections, based his projections on hard facts and was conservative in his approach. He also shows individualistic streak when he went to Atlanta without intimating Davis about the same. There were several mistakes which he made during this time. Firstly, he ignored the power politics that happens in the organisation. He should’ve made it the first priority to earn Davis’s trust. He did not consider it important to update Davis about his office assignments or updating his Outlook. He also openly challenged Davis in a meeting which could have been avoided. He neglected impression management which can be seen by him not meeting McDonalds often about his work and maintain that social tie. He should have also shown deference towards Davis and kept office hierarchy in mind.

4. What are the possible underlying agendas of Davis and McDonald?

Being the VP, McDonald’s agendas and intentions seemed reasonable. Here was a bright young man, Green, who wanted to make a mark at Dynamic Displays. McDonald’s promotion of Green was based on his past successful experience, his unique insights, and his strategies to win clients. Being from the same University may have helped Green break the ice. However, this doesn’t seem to be an important factor in his promotion. On a different note, she might have promoted Green to exert his superiority over Davis. But, in the end as well, she seemed supportive of Green and asked his perspective over the whole issue.