Thomas Green

Topics: Organization, Behavior, Evaluation Pages: 5 (1327 words) Published: September 12, 2010
Thomas Green: Power, Office Politics, and a Career in Crisis Individual Case Analysis

Kay Saeteurn
BUSA 305-01
Dr. Catherine Pratt
November 17, 2008
Thomas Green: Power, Office Politics, and a Career in Crisis Individual Case Analysis
Power is the capability that A has to influence the behavior of B so that B acts in accordance with A’s wishes,[1] especially dependency power where a certain individual has something of importance, scarcity, and non substitutable, that another person seeks for. Thomas Green and Frank Davis both display individual power over one another causing a conflicting relationship without completing their task, which lead to a political war involving outside group members.

In March of 2007, Thomas Green was recruited by Dynamic Displays for an account executive position. In just four months, Green completed a contract for Journey Airlines. Four months after the completion of his contract, he attended a week long training session at Dynamic Displays’ headquarters for promotion opportunities. After meeting with Shannon McDonald, Travel Division Vice President, she promoted Thomas Green to Senior Marketing Specialist. Within one week, Green met Marketing Director, Frank Davis. On October 8th, Green attended Davis’ Budget Plan meeting. After a disagreement about Davis’ regional sales goals, Davis emailed McDonald regarding Green’s personality issue. Green and Davis’ rocky relationship continues to escalate after Davis gives Green a poor informal evaluation. There was nothing left for Green to do except to express his negative feelings about Davis to people outside the group while avoiding Davis.

The main problem becomes obvious that Frank Davis and Thomas Green both believe that they posses the power to perform their job better in accordance from one another. Frank Davis becomes dependent upon Thomas Green because in order for Davis to perform his task, he needs information from Green, who is responsible for identifying industry trends, evaluating new opportunities, and establishing sales.

Along with the main issue, there are numerous key issues with the case. There are conflicts between Green’s work environment and his personal life as well as his trust in the organization and his relationship with his boss. Each individual displayed a unique personality and evaluation of how their job was to be completed. These factors caused a problem between Thomas Green and Frank Davis.

There are numerous reasons contributing to Davis’s and Green’s problems. Both Davis and Green hold different values and beliefs. Frank Davis was previously a Senior Market Specialist so he has had experience with the job and has strict expectations that Green would do the same. Although Thomas has been promoted to Senior Market Specialist, he believes he is capable enough to fulfill this role with out any previous managerial experience. On his previous jobs, he has displayed strong willingness for ambition and growth in the company. Green’s willingness to except his role and the lack of skills he possesses to fulfill his task created a conflict between Davis and himself. Thomas and Frank both use different working styles and have different personalities. Frank Davis prepares memos and proposals when meeting clients, while Thomas Green delivers to clients as he thinks of ideas.[2] The organization Thomas and Frank work in has no clear structure. Green spent his first week as a Senior Marketing Specialist reviewing year-to-date sales while Davis expects Green to spend his time preparing for client meetings and developing proposals. Frank Davis uses his formal power to dictate Green, and in response, Green shows characteristics of defensive behaviors.

As marketing director, their roles are dependent upon gathering information from senior marketing specialists. Thomas Green has a dependency power over Frank Davis. The information Green has about regional sales are extremely important to Davis and there are no...

References: Beckham, H., & Sasser, E.W. Thomas Green: Power, Office Politics, and a Career in Crisis. Boston, MA: Harvard Business School Publishing.
Judge, T., & Robbins, S. (2009). Organizational Behavior. Upper Saddle River, New Jersey: Pearson Education.
[1] Definition provided in chapter 14, page 451 of Robins and Judge’s Organizational Behavior text book.
[2] According to a market specialist who had accompanied Green on his meetings said, “Thomas is great when it comes to selling the clients on his idea. He is very charismatic and can think quickly on his feet.” (p.5, “Thomas Green: Power, Office Politics, and a Career in Crisis.”)
[3] Robbins and Judge ( p. 456 to 457)
[4]Robbins and Judge (p. 458)
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