A Presentation on Thomas Green Case Study, Organizational Behavior.

1. THOMAS GREEN:
Power, Office Politics And A Career In Crisis
SUBMITTED BY-
GROUP 3
Karan Sachdeva-17A1HP363
Mimansha Bahadur-17A3HP52
Priyal Patodi-17A2HP548
Samridhi Khanuja-17A1HP458
Shruti Jain-17A2HP567
Utkarsh Agarwal-17A1HP278
Varsha Ghawalkar-17A1HP394

2. WHAT ARE THE
WORK STYLES AND
PERSONALITIES OF
THOMAS GREEN AND
FRANK DAVIS?
QUESTION 1 :

3. FRANK DAVIS
• Frank Davis, is the Marketing Director of Dynamic Displays.
• He is a transactional leader.
• He use to set goals and sales target for his employees.
• And expects that people will work according to the given target.
• He was well prepared for the meeting, proposals and used
memos.
• And had sufficient data for backing up his work.

4. THOMAS GREEN
• Thomas Green joined Dynamic Displays as an Account Executive
position in the Southeast territory for the Travel and Hospitality
division.
• He is currently working as a Marketing Director in the company.
• He was a leader with no management experience.
• He is sketched to be very intelligent and talented.
• And makes his image as arrogant and overly confident.
• He is a kind of person who is willing to challenge current practices.
• He is conservative.

5. WHAT IS YOUR ANALYSIS OF
THOMAS GREEN’S ACTIONS
AND
JOB PERFORMANCE IN HIS
FIRST FIVE MONTHS?
WHAT MISTAKES HAS HE
MADE?
QUESTION 2:

6. ANALYSIS OF THOMAS GREEN’S ACTIONS.
• Thomas Green joined Dynamic Displays
on March 2007 as an Account Executive
as it seemed like a great opportunity for
him to climb up the managerial ladder.
• He wanted to get noticed immediately by
showing his ability at work.
• In a very short period, Green had
developed a good understanding of their
market scenario which ultimately helped
him to get noticed by the senior
executives.

7. ANALYSIS OF THOMAS GREEN’S JOB
PERFORMANCE
• In his first four months as an account executive,
he completed a contract for one of the largest
airline carriers to accelerate rollout of kiosks in 20
airports.
• Thomas was very bright and ambitious account
executive, he had a great rapport with his clients.
• By the end of first five months, he was promoted
to the position of Senior Market Specialist.

8. MISTAKES made by THOMAS GREEN.
• Thomas Green had a very negative attitude
towards his work and, he was too
conservative in his outlook as he only
thought like an account executive.
• He failed to give regular updates of his
schedule to Davis which led to a
miscommunication of plans between the two.
• He openly challenged Davis in the very first
meeting due to which he couldn’t gain
Davis’s trust which ideally should’ve been
his priority.
• Green never considered backing his claims
with materialistic data even after being
advised by Davis several times.

9. WHAT SHOULD
THOMAS GREEN
DO?
QUESTION 3:

10. • Thomas Green had a conflicts with Frank
Davis and he also lacks basic knowledge
of his field, Marketing.
• Frank Davis and Thomas Green had a
very different viewpoints and working
styles.
• He ignored Frank’s considerations and
directions, he did not interact with his
team, had a Singular Wolf Behavior.
• He rejected the team’s offer at a crucial
stage of group formation.

11. WHAT THOMAS GREEN
CAN DO..
• He also has to work on his marketing knowledge,
where he can justify his claims with facts and
evidences.
• He should also express his commitments to his team
and build bridges he has created.
• The best way to make up things is be available in
the office and he can develop on the proposal raised
by Frank on marketing.
• Alternatively, he can also improve his working
styles and solve things with Davis.

12. WHAT THOMAS GREEN CAN DO..
• Thomas Green should look over his mistakes that
he has done and communicate his views directly
to McDonalds.
• Build confidence in McDonald.
• Frank’s conscientious expectations have to be
developed.
• Rather changing others, he must focus on himself
and take some responsibilities.