Management Thomas Green Was an Up Case Study

Pages: 6 (1670 words)  ·  Bibliography Sources: 2  ·  File: .docx  ·  Topic: Business - Management


Thomas Green was an up and coming marketing specialist who found himself in his dream job, only to find things spin completely out of control right before his eyes. Green graduated from the University of Georgia with a degree in Economics. He obtained a position with Dynamic Displays as an account executive. He hit the ground running in his new position and immediately made a good impression on management. Within four months he had been promoted to a Senior Market Specialist position. In order to get this position he had been taken under the wing of the division vice president, Sharon McDonald. She had basically made this promotion happen for him. The promotion had been a big step upward for Green and had not been via the traditional path that most Senior Account Executives follow. Once he had been promoted he began reporting to a new supervisor, Frank Davis. Unfortunately, Davis had not been included in the promotion of Thomas Green and thus was not overly receptive of having Green on his team. This was the beginning of Thomas Green's downfall.

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Once Green had received his promotion, McDonald basically threw him to the wolves. She told him that he had been given an unusual opportunity with his promotion. She informed him that he was walking into a tricky situation with his new boss and that if Frank Davis had been able to choose a new employee it wouldn't have been him. She told Green that he would have to deal with any fall out that occurred because of this. She gave him no plan on how he was to deal with this or even what kind of fall out that he might expect. Green and Davis deviated on work styles as well as market projections. Green believed that the sales goals set by Davis were based on creative accounting and grossly overstated the current market environment. An atmosphere of silent conflict developed quickly between the two men, and Green was worried that Davis was building a case to fire him. Green's circumstances are one in which his failure to adjust to his work style and fully recognize the demands and boundaries of his new position might lead to his release.

TOPIC: Case Study on Management Thomas Green Was an Up and Assignment

Power is the ability that one person has to influence the behavior of another so that the other person acts in accordance with the first person's wishes, especially dependency power where a certain individual has something of importance, scarcity, and non-substitutable, that another person seeks for (Power and Organizational Power, n.d.). Thomas Green and Frank Davis both established individual power over one another. This caused a conflicting relationship between the two of them, which led to a political war that involved people outside the immediate work group. The main problem is that Frank Davis and Thomas Green both thought that they possessed the power to perform their job better than the other. Frank Davis is reliant upon Thomas Green in order for Davis to perform his job; he needs information from Green, who is responsible for recognizing industry trends, evaluating new opportunities, and establishing sales. Along with the main issue, there are numerous other key issues with this case. There was a conflict between Green's work environment and his personal life as well as his trust in the organization and his relationship with his boss. Each person displayed a unique personality and evaluation of how their job should be done.

There were many reasons that contributed to Davis's and Green's problems. Both Davis and Green held different values and beliefs. Frank Davis was formerly a Senior Market Specialist so he had experience with the job and had strict expectations about what Green should do in order to be successful. Although Thomas had been promoted to Senior Market Specialist, he believed he was able to fulfill this role with out any previous managerial knowledge. In his previous position, he displayed strong willingness for aspiration and growth within the company, which led to his quick promotion. Green's motivation 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 present different working styles along with different personalities. Frank Davis prepared memos and proposals when meeting clients, while Thomas Green delivered them to clients as he thinks of ideas. Green spent his first week as a Senior Marketing Specialist reviewing current sales data while Davis expected Green to spend his time preparing for client meetings and developing proposals. Frank Davis often used his formal power to dictate to Green, and in response, Green showed signs of defensive behavior. A marketing director is dependent upon gathering information from senior marketing specialists in order to perform their job. The information Green had about regional sales was extremely important to Davis and there was no current substitutable information on which to back it up. This fashioned a conflict between Davis and Green that grew completely out of control.

Power tactics are behaviors that people use to convert power bases into specific actions. The power tactics that Frank Davis used in order to get Thomas Green to complete his work were legitimacy and pressure. Legitimacy power relies on a person's position of authority that is provided within the organization. Under the organization and the scope of the organizational policies and rules that existed in Dynamic, Davis is Green's higher chain of command and it is reasonable that Green should follow direction from Davis. An obvious example of legitimate power that Davis employed with Green is the numerous email criticisms to Shannon McDonald. Davis persuades McDonald that Green is not fulfilling his position, therefore causes McDonald to send an email asking Green for a self-evaluation. The continuous pressure that Davis showed towards Green was based around his working schedule. He expected Green to be in the Atlanta office on certain days and did not allow time for any flexibility in his schedule. Davis did not use rational persuasion when presenting McDonald with an e-mail in regards to Green's evaluation. This resulted in a downhill pressure and did not provide Green with any appropriate expectations. Because of Davis and Green's conflicting relationship, Green practiced political behavior with people outside his working group by making comments about his thoughts and feelings about Davis.

Dynamic Display had a low trust environment, very unclear performance evaluation systems, high pressure performance expectations, and zero reward allocation practices being used. This is what caused Green to practice political behavior. On numerous occasions, Green expressed concerns about Davis to managers and friends outside his immediate work group. It is clear that there were no work incentives or clear performance feedback evaluation systems in place. Green's lack of trust in Davis' evaluation and McDonalds' intent caused a higher level of defensive behavior from everyone involved. Thomas ended up avoiding contact and interaction with Frank. Green had negative feelings towards the organization and was very skeptical about the changes that McDonald might make in the end. Ultimately there needs to be improvements within the organization itself.

One recommendation that Thomas Green and Frank Davis could do is to set a structured organization policy that provides for a better use of power tactics. In order to positively manage by direction, a person along with an organization needs to understand the concept of rational persuasion. Evaluating logical arguments and explanations toward a behavior will decrease a downward influence on direction (McShane and Von Glinow, 2010). The most successful power tactics are collaborating between rational persuasion, inspirational appeals, and discussion. Another recommendation would be for the organization to set goals and rules in order to govern power and initiate work flow. Setting goals in an organization diminishes role uncertainty. When there are fewer limits and employee behaviors are not clearly identified, employees partake in politicking.… [END OF PREVIEW] . . . READ MORE

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APA Style

Management Thomas Green Was an Up.  (2010, August 3).  Retrieved July 31, 2021, from

MLA Format

"Management Thomas Green Was an Up."  3 August 2010.  Web.  31 July 2021. <>.

Chicago Style

"Management Thomas Green Was an Up."  August 3, 2010.  Accessed July 31, 2021.