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THOMAS GREEN: POWER, OFFICE

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THOMAS GREEN: POWER, OFFICE

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DISCUSSION

Thomas Greens situation.

1. The differences in work styles, personalities,and expectations of Green and Davis.

2. Analysis of Greens o! performance to date.

". #ossi!le underlyin$ a$endas of Davis and

%cDonald.

&. #otential plan of action to correct the pro!lem.

'. (oncludin$ thou$hts ) Tips for effective !oss*su!ordinate relationships.

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1 +oun$, am!itious, a$$ressive, arro$ant individual

2 uccessful track record as an account executive

" Dealin$ with a variety of personal -e.$., movin$,physically distant $irlfriend and professionalchan$es in a short period of time

& /eceived dou!le promotion and felt he was on thefast track to a promisin$ career

' Durin$ first five months on the o!, $iven two poorperformance reviews

0

Disa$rees with sales proections made !y his !ossand now !elieves his !oss is tryin$ to fire him

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DIFFERENT WORK STYLES, PERSONALITIES,

AND EXPECTATIONS OF DAVIS AND GREEN?

1 Green is am!itious, -a$$ressive pursuit of adou!le promotion to senior market specialist.

2 eems overconfident and !rash. %ost of the peopleworkin$ around him have si$nificantly more experience,and many have %As.

" snt insecure a!out !ein$ the youn$est in this position andwithout $raduate trainin$.

& 3ork style* independent in nature, not overly concernedwith detailed plannin$, was successful in his previous sales

positions which allowed him a $reat deal of autonomy.' 4xpects rapid advancement and not to have to adapt

his work style to his new role.

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Davis is very detail*oriented, a team player, who wentalon$ with %cDonalds hirin$ of Green even thou$h he

was not involved in the selection.

1 5ikes to !e informed a!out the activities ofsu!ordinates and prefers to have thin$s in writin$.

2 4xpects documented pro$ress, commitments to !ekept, and follow*throu$h on his su$$estions.

" Greens management style -freewheelin$, !usy,seemin$ly unor$ani6ed, personality -!rash and a !itarro$ant, and lack of commitment to deadlines arethe opposite of his !osss.

& Greens and Daviss personalities and styles are at odds.There is also a disconnect !etween theirrespective expectations.

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GOALS IN CONFLICT

1 3ilmot and 7ocker have stated in the SeventhEdition of Interpersonal Conflict that8conflict ismore than a disagreement; it iswhen peoplebelieve that another interferes with theirinterestsand goals.

2 3hen considerin$ conflict, focus is on interestsand $oals. There are four $eneral types ofinterests and $oals which are topic o co!t"!t,"#$tio!$#, i%"!tit& 'o ($c")o*+, $!% poc"9these to$ether are easily remem!ered !y usin$ theacronym T/#-3ilmot, 2::;.

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T+#4

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ANALYSIS OF GREEN0S ACTIONS AND 1O2

PERFORMANCE TILL DATE

1 Green spends his time in a predicta!ly hi$h*ener$y fashion,meetin$ account execs and market specialists, visitin$ clients,participatin$ in development of a marketin$ plan, and movin$to oston* ?A##/

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1 Greens openly ne$ative attitude in the ud$et #lan meetin$perhaps si$nals to others that he is not a team player and is not

as positive as the rest of the $roup.2 After the initial ud$et #lan meetin$, Green makes no further

attempt to prove to Davis or %cDonald his !elief that the salesforecasts are overstated. Green does not provide his !oss withspecific information a!out the forecast inaccuracies. o far,

we have no evidence that Greens suspicions are valid.

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1 Greens strate$y for dealin$ with the pro!lem is avoidance anddissociation. The alliances he !uilds with

8mana$ers outside the $roupB are accepta!le, $iven thiso!, yet he has not esta!lished any in his own departmentwhere he really needs them.

2 Green missed a !i$ opportunity !y not reachin$ out to%cDonald to develop a deeper connection. %cDonaldpromoted him !elievin$ him to !e capa!le. Green couldhave translated this initial relationship into somethin$stron$er.

" Daviss second email a$ain points out Greensindependence, lack of enthusiasm, and a!sence oftan$i!le work product. Green had done nothin$ yet toimprove these areas, althou$h they are o!viously

important to Davis.

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Despite knowin$ that Davis prefers to have information in

writin$, Greens ne$lectin$ to do so results in Daviss

assessment that he has not produced. Daviss assessment,

in fact, seemed to !e accurate. Green shows lack of

definitive output, and had documented no new marketin$

strate$ies in four months.1 4ver independent, Green feels that Davis is out to $et

him and does not try to reach any common $round. 7edoesnt try to understand his !osss needsC pressures,and to help him with these issues. Green neither

perceives nor understands Daviss needs, nor does hedevelop the relationships re@uired to survive atDynamic Displays.

2 4xpert power and referent power could have !een used toGreens advanta$e.

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1 Referent Power Greens main failin$ was to not exploit this power !ase

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1 Referent Power) Green s main failin$ was to not exploit this power !ase.

As we can infer from his impressive sales record and positive

impression made on %cDonald, Green has the a!ility to persuade othersand is charismatic. Green could have made vital linka$es !etween himself

and %cDonald, key clients, and others in the or$ani6ation.

2 Legitimate Power ) As Greens superior, Davis has utili6ed this !aseofpower to evaluate Greens performance.

" Coercive Power) f Daviss ne$ative performance evaluation is a directresult of Greens disa$reement with the ud$et #lan forecasts, then Davis

is utili6in$ this power !ase to try to keep Green in line.& Reward Power) This did not come into play in Greens situation. 7owever,

Davis could have formally offered Green an independent special proectassi$nment to explore the software development opportunity as a rewardfor developin$ innovative marketin$ strate$ies for his re$ion and workin$

throu$h the forecast issues.

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THE POSSI2LE UNDERLYING AGENDAS FOR

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THE POSSI2LE UNDERLYING AGENDAS FOR

DAVIS AND MCDONALD?

1 As with any real*life situation, one can never !e sure of what another

persons a$enda truly is. 3e can analy6e the !enefit in analy6in$ variousscenarios in a political situation. The a!ility to keep your options open and

8cover yourselfB is sometimes vital to survive.

2 Davis) Daviss motivation for writin$ the emails could !e constructive ordestructive. Davis could possi!ly !e tryin$ to develop Green, knowin$ he is

%cDonalds prot$." Alternatively, Green could !e ri$ht in thinkin$ that Davis is tryin$ to make

a case to fire him !ecause he spoke out a$ainst the proections. The case does

not tell us whether Davis does really perform 8creative accountin$.B 3e have

only Greens o!servation on this. This could mean that if Davis did u$$le the

fi$ures, he could !e afraid of exposure and would do anythin$ he could to

discredit Green -e.$., writin$ the emails to %cDonald. f, on the other hand,

Davis has not overestimated the fi$ures consciously, Green should tread very

carefully and try to help Davis throu$h his error.

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McDonald)3e can speculate that she aspires to a o! with more responsi!ility at Dynamic Displays, so her su!ordinates performances

are very important to her. 4xactly why did she promote Green. s she

impressed with Greens style and sales track record> Did she suspectDavis was up to somethin$, and did she put Green into the position to

help expose 8creative accountin$B>

1 %cDonald has left Green on his own to perform. %cDonaldspoke candidly a!out reservations she had promotin$ Green.

%cDonald may have in fact contri!uted to the pro!lem !y failin$to provide ade@uate supportEmentorin$ for Green.2 %cDonald was responsi!le for creatin$ a hi$hly char$ed political

climate. he certainly did not help the relationship !etween Greenand Davis $et off on the ri$ht foot. y !ypassin$ Davis and $ivin$Green a senior o! that should have !een DavisFs to !estow, shecreated a difficult situation for Green to enter. t is possi!le

%cDonald has reali6ed she was out of line in usurpin$ Davissauthority and will try to rectify the situation !y supportin$ hisud$ment of Greens performance.

" 7as Green !een totally a!andoned>

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1 oth elements of compromise and colla!oration can !e hi$hli$hted for

Greens situation.

2 Competition ) (haracteri6ed !y a$$ressive and uncooperative !ehavior.This could entail Green secretly $atherin$ documentation to prove Davisis either incompetent at his o! or deli!erately tried to inflate num!ers.Greens $oal would !e to destroy Daviss career. This is dan$erous for

Green !ecause it is extremely risky and he has few allies in the $roup atthis point.

" Compromise)This results in some wins and some losses. 7ere Greencould adapt his work style more to fit Daviss ideals. 7e could retainsome of his independent style in areas Davis is less concerned a!out.This may !e a wise move, !ecause as lon$ as Davis is his superior, Greenwill need to find a way to work with him.

& Avoidance)Green could continue his strate$y of dissociation. Thisstrate$y will only serve to further alienate him from Davis. Greenmust en$a$e to resolve this conflict.

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1Accommodation)This is a harmoni6in$ approach in

which Green mi$ht 8avoid rockin$ the !oat and do whatDavis tells him.B f Green does not think he can find datato support his perspective on the forecasts, this mi$ht !ea style to consider.

2 Collaboration) This takes into account !oth parties

$oalsEperspectives and works toward an inte$rative

solution. Green could work with Davis to sort throu$h

the forecasts. #rovidin$ Davis with information is the key

for $ettin$ alon$ with him. After all, he could !e unaware

of the pro!lem. 3orkin$ to$ether, they would arrive at a

solution and this would allow Davis to save face.

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