Thomas Green Case
Case 1: Thomas Green
1. What is your analysis of Thomas Green’s actions and job performance in his first five months? What mistakes has he made? Thomas Green doesn’t have much to show for after his first five months on the job. I feel Mr. Green was the most effective during the first few weeks after his promotion. He was able to accomplish a lot before the Budget Plan Meeting on October 8, 2008. One of Mr. Green’s biggest mistakes was publicly disagreeing with Mr. Davis’ sales growth projections. Mr. Green’s performance decreased drastically after this meeting. Mr. Green, in my opinion, spent the next several months complaining about the inflated sales goal, and trying to get others in Dynamic Displays to see his point of view. During Mr. Green’s second month performance evaluation, Mr. Green and Mr. Davis spoke about several things he had been doing wrong. Some of these problems were: not keeping an updated schedule, not following up when information is requested, and a lack of enthusiasm. Because Mr. Green felt like he was being micromanaged he was very reluctant to do what Mr. Davis had suggested. Mr. Green did not heed his boss’s advice about using hard data and presentations. Mr. Green later received feedback from several of his sales associates that this hard data was going to be essential in closing the sales with many of the prospective clients.
2. What actions, if any, would you recommend for Thomas Green to take? (Be sure to explain WHY these are the actions he should take.) Mr. Green’s first plan of action should be to complete the self-evaluation of his performance that Ms. McDonald, Mr. Davis’ boss, asked him to complete. Mr. Green should use the points Mr. Davis suggested when completing the self-evaluation, because this is how upper management will be viewing him as well. Furthermore, I feel Mr. Green needs to listen to Mr. Davis more. Mr. Davis was in the same position he was just a few months...
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