thomas green
EXECUTIVE SUMMARY
After working for five months as an account executive, Thomas Green was directly promoted as the Senior Market Specialist by the vice president of the company, Shannon McDonald, because of immense potential exhibited by him. However, Frank Davis, Green’s boss, did not intend to choose Green as the new senior market specialist. Green and Davis disagreed on work styles and market projections. Green believed that the sales goals set by Davis are based on "creative accounting" and he grossly overstated the existing market environment. A mood of silent conflict developed quickly between them. Davis was very unhappy about Green’s performance and working attitude even after three months of his promotion. Green was concerned that Davis was building a case to fire him. Green, after learning that Davis had sent a mail to McDonald regarding his performance, was very worried about the situation and did not know how he should explain his perspective to McDonald.
In order to salvage his professional carrier, Green could either compromise by changing his work style and working in conformity with Davis’ requirements or escalate to McDonald the problems and concerns faced by him and prove his point with credible data.
We recommend that Green should choose to compromise as he was appointed as senior market specialist despite being less experienced. He was also under heavy financial burden. In order to become a successful manager, he should learn to deal with this kind of situations in his professional life.
Contents
1. SITUATION ANALYSIS
Thomas Green, a 28 year old account executive at Dynamic Displays, was promoted to the position of Senior Market Specialist by Vice President Shannon McDonald. Green was proactive, dynamic, enthusiastic and hardworking but was inexperienced in managerial skills. His immediate boss, 45 year old Frank Davis was promoted as Marketing Director and wanted to bring
After working for five months as an account executive, Thomas Green was directly promoted as the Senior Market Specialist by the vice president of the company, Shannon McDonald, because of immense potential exhibited by him. However, Frank Davis, Green’s boss, did not intend to choose Green as the new senior market specialist. Green and Davis disagreed on work styles and market projections. Green believed that the sales goals set by Davis are based on "creative accounting" and he grossly overstated the existing market environment. A mood of silent conflict developed quickly between them. Davis was very unhappy about Green’s performance and working attitude even after three months of his promotion. Green was concerned that Davis was building a case to fire him. Green, after learning that Davis had sent a mail to McDonald regarding his performance, was very worried about the situation and did not know how he should explain his perspective to McDonald.
In order to salvage his professional carrier, Green could either compromise by changing his work style and working in conformity with Davis’ requirements or escalate to McDonald the problems and concerns faced by him and prove his point with credible data.
We recommend that Green should choose to compromise as he was appointed as senior market specialist despite being less experienced. He was also under heavy financial burden. In order to become a successful manager, he should learn to deal with this kind of situations in his professional life.
Contents
1. SITUATION ANALYSIS
Thomas Green, a 28 year old account executive at Dynamic Displays, was promoted to the position of Senior Market Specialist by Vice President Shannon McDonald. Green was proactive, dynamic, enthusiastic and hardworking but was inexperienced in managerial skills. His immediate boss, 45 year old Frank Davis was promoted as Marketing Director and wanted to bring