Thomas Green Case
Thomas Green Case Analysis
Michael Chidiac
Phillip Easley
Terry Knox
Philip Phaypradith
Johnny Roblow
Northwood University
MBA 614
Dr. Tara Peters
Problem Statement Effective September 10th, 2007, Thomas Green was promoted to Senior Market Specialist of Dynamic Displays Inc., following a short stint as an account manager for the company. His manager, Frank Davis, held the position prior to Green. Due to Green’s lackluster performance, Davis must now determine what to do with Green; work with him to improve his performance or terminate his position with Dynamic Displays.
Root Cause Analysis
In order to determine what course of action Davis should take, the root cause of Green’s struggles at Dynamic Display (DD) must be examined. Simply stated the root cause for Green’s struggles stem from a lack of power and influence and a lack of credibility; however, the contributing factors for these causes require deeper examination. To fully understand the lack of power, a brief history of both Green and Frank Davis must be analyzed.
According to the Beckham article, Green’s short professional background included 6 years as an account manager in the banking division of a company selling ATM’s to regional banks in the Southeast. He was recruited to DD as an account manager in their Hospitality and Travel Division selling self-service kiosks. Due to his outstanding performance, Green was invited to a week-long training session at the corporate headquarters where he met Shannon McDonald, the Division VP. After several conversations Green discovered there was an opening for a corporate marketing role and began lobbying for the job (Beckham & Sasser, 2008). Green utilized his time to persuade McDonald that he would be a good fit for this marketing role. According to Jay Conger, the four essential steps process of persuasion are establish credibility, frame goals on common ground, vividly reinforce your position, and connect emotionally (Conger, 1998). Green’s track
Michael Chidiac
Phillip Easley
Terry Knox
Philip Phaypradith
Johnny Roblow
Northwood University
MBA 614
Dr. Tara Peters
Problem Statement Effective September 10th, 2007, Thomas Green was promoted to Senior Market Specialist of Dynamic Displays Inc., following a short stint as an account manager for the company. His manager, Frank Davis, held the position prior to Green. Due to Green’s lackluster performance, Davis must now determine what to do with Green; work with him to improve his performance or terminate his position with Dynamic Displays.
Root Cause Analysis
In order to determine what course of action Davis should take, the root cause of Green’s struggles at Dynamic Display (DD) must be examined. Simply stated the root cause for Green’s struggles stem from a lack of power and influence and a lack of credibility; however, the contributing factors for these causes require deeper examination. To fully understand the lack of power, a brief history of both Green and Frank Davis must be analyzed.
According to the Beckham article, Green’s short professional background included 6 years as an account manager in the banking division of a company selling ATM’s to regional banks in the Southeast. He was recruited to DD as an account manager in their Hospitality and Travel Division selling self-service kiosks. Due to his outstanding performance, Green was invited to a week-long training session at the corporate headquarters where he met Shannon McDonald, the Division VP. After several conversations Green discovered there was an opening for a corporate marketing role and began lobbying for the job (Beckham & Sasser, 2008). Green utilized his time to persuade McDonald that he would be a good fit for this marketing role. According to Jay Conger, the four essential steps process of persuasion are establish credibility, frame goals on common ground, vividly reinforce your position, and connect emotionally (Conger, 1998). Green’s track
References: Beckham, W. E., & Sasser, H. (2008, May 1). Thomas Green: Power, Politics, and a Career in Crisis. Boston: Harvard Business Publishing. Conger, J. A. (1998). The Necessary Power or Persuasion. Boston: Harvard Business School Publishing. Fuda, P., & Badham, R. (2011). Fire, Snowball, Mask, Movie: How Leaders Spark and Sustain Change. Boston: Harvard Business School Publishing. Hill, L. A. (1995, March 22). Power Dynamics in Organizations. Boston: Harvard Business School Publishing. Hill, L. A. (2000, February 15). What It Really Means to Manage: Exercising Power and Influence. Boston: Harvard Buisiness School Publishing.