Power and Office Politics - Case Study Example

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A Review of the Thomas Green Case Name Institution Date Abstract This paper examines the Harvard Business review case Thomas Green: Power and Office Politics and a career in crisis. The case talks about the situation that Thomas Green, a marketing manager in Dynamic Displays finds himself in due to the criticism by his superior Frank Davis, a few months after a series of rapid promotions…
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Download file to see previous pages The paper also seeks to outline the possible underlying agendas that the superiors of Green may have in relation to the case. As finality, the paper seeks to provide recommendations to use in the resolution of the dilemma through means that benefit all parties. The research focused on the two conflicting professionals and how their differences have affected their relationship. Key words: personality, work style, conflict, superior Introduction Thomas Green was a Senior Market Specialist of the Eastern region in the North America branch of the Travel and Hospitality Division of Dynamic Displays who held the office after his promotion that became effective as of September 10, 2007 at the age of 28. Prior to this, Thomas was an account executive in the company’s Banking Division, where he sold ATMs to Southeast regional banks (Beckham and Sasser, 2013). He held the same post in the Travel and Hospitality Division when he first joined Dynamic Displays in 2007. Thomas Green holds a bachelor’s degree in Economics from the University of Georgia class of 2001 as his qualification. At the same time, Frank Davis held the position of Marketing Director for the organization’s Travel and Hospitality Division, which was senior to the position held by Thomas Green. At the time, he was a 17-year veteran of the organization at the age of 45 having risen through the ranks from the position of an accountant executive. A bachelor’s degree in history from the New York University in 1986 and a Sawyer Business School, Suffolk University Executive MBA in 2002 served as his qualifications for the job (Beckham and Sasser, 2013). Thomas Green is answerable to Frank Davis who in the situation is his boss. After undergoing rapid promotions through the ranks, Green is criticized by Davis. The criticism arises from the differences that the two have in terms of their work styles and personalities that results in the two having differing views on the best methods to use to attain the ends of the required work (Beckham and Sasser, 2013). The situation results in a silent conflict that threatens the success of the division. The conflict threatens to destroy the working relationship of the two, which would impede the attainment of the goals of the company (Pfe?eri and Falcone et al., 2013). The methods incorporated by the two are both convenient for attaining company goals and the conflict is resolvable if only the two take steps to mend the relationship. Work styles and personalities of Thomas Green and Frank Davis The work styles that Davis and Green incorporate in their approaches to achieve the required ends are different. The personality traits of the two professionals also tend to differ. Davis applies the use of facts and hard data in the form of charts, memos, and proposals as well as a strategy in the presentation of proposals in an attempt to sway clients (Beckham and Sasser, 2013). He believes this will assure clients’ confidence in their investments. Green on the other hand is a practical person favoring face-to-face meetings with clients to sell the ideas to them in a manner that sways them into trusting his ideas (Hbr.org, 2013). The idea of using charts, memos, and proposals as the core strategy does not augur very well with Green. Davis also believes in the following of procedure as a style of working requiring Green to ...Download file to see next pagesRead More
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