The document summarizes the career crisis of Thomas Green, a senior market specialist, due to office politics at his company Dynamic Displays. It describes how Green was promoted quickly but struggled to adapt to his new managerial role. His independent work style and challenges to his boss Frank Davis's forecasts created conflicts. Davis came to perceive Green negatively and tried to get him fired. The document also analyzes the personalities and behaviors of Davis, Green, and their boss Shannon McDonald that contributed to the political situation. It concludes with suggested actions for Green like self-evaluation and understanding others' perspectives to improve his working relationships.

1. THOMAS GREEN: POWER,
OFFICE POLITICS, AND A
CAREER IN CRISIS
Presented By:
Divya (212)
Udit Pandey
(219)
Ankur Garhwal
(222)
Gagan Vij (223)
Harshita Dalal
(226)

2. Flow of Presentation
 Introduction
 Mr. Green’s Mistakes
 Unraveling Mr. Davis
 Decoding Mrs. McDonald
 Key Lessons
 Possible Solutions

3.  Founded in 1990 as a provider of
self-service options to banks via
ATMs.
 In 1994, Dynamic Displays launched
a new division aimed at travel and
hospitality.
 In 2007, Dynamic Displays' travel
and Hospitality Division had 60%
market share with over 1500 self-
service kiosks in use at more than 75
About Dynamic Displays

4. Some Important Characters
Thomas Green
Senior MarketSpecialist
AGE:28
 Thomas Green graduated from University of Georgia with a
bachelors degree in Economics.
 He started his career as an account executive for National
Business Solutions in Atlanta , Georgia where he worked for 6
years in the Banking Division selling ATMs to regional banks
throughout the southeast.
 He joined Dynamic Displays in 2007 as an account executive
in the Travel and Hospitality Division and is presently the
Divisions Senior Market Specialist for the Eastern region of
Northern America.

5. Frank Davis
Marketing Director
AGE:45
 He graduated from New York University in 1986
with a bachelors degree in History. He also did an
MBA from Suffock university in 2002.
 He started his career as a sales representative for
Advanced telecommunication Services selling PBX
phone systems to large corporations.
 He joined Dynamic Displys in 1990 as an account
executive with the Financial Services Division and
got various promotions over a span of 17 years.

6. Shannon McDonald
Division Vice President
AGE:42
 She graduated from University of Georgia in 1987
with a bachelors degree in marketing.Did her MBA
from Northwestern Kellog School of Management
in 1992.
 She was the director of national sales for Travel
and Hospitality Division from 2000-2006 and was
responsible for deiving Dynamic Displays' self-
service business with the largest airline carriers in
the United States.She was promoted to Division
Vice President in november 2006.She reports to
the chairman, Chief Executive Officer and
President of Dynamic Displays , Sam Costello.

7. Greens' Promotion
 His performance during the frst four months was
very good and this drew the attention of Senior
Executives to him.
 In july 2007, he attended a week long training at
the corporate headquaters
 Had many meetings with Shannon McDonald. He
impressed her with his lenthy explanations of
client opportunities and his strategies
 .Though McDonald was convinced about his
capabilities and had some reservations about his
managerial experience , she promoted Green to
the position of Senior Market Specialist.

8. After the promotion
 Although Green displayed a good
performance , he could not come up
to Davis' expectations of him.
 On october 8, Green attended the
2008 Budget Plan meeting where
Davis estimated 10% growth in the
eastern region during the next year.
 Green found the target unrealistic
and opposed it at the meeting which
upset Davis.

9. First meeting between Green and
Davis
 The meeting was held on 15 october 2007 for the
informal evaluation of Green's performance.
 Davis had already prepared a list of problems he
saw in Green's work including:
 Green does not keep him updated about his
schedule.
 Green does not provide the information requested
from him.
 Green does not prepare proper charts and memos
to back up his strategies.
 Green lacks enthusiasm and is full of negativity.
 Davis also mailed the same performance report to
McDonald.

10. Second meeting between Green
and Davis
 Green had been working for 3 months on his new
strategy of a new up-selling and cross-selling software.
 He had been avoiding Davis as much as possible.
 On january 28,2008 Green met with Davis for another
performance evaluation.
 Davis continued to point out deficienceies in Green's
work and attitude.
 Davis sent a mail to McDonald focusing on Green's lack
of interest and wrong attitude.Someone sent a copy of
this mail to Green by interoffice mail.
 McDonald mailed Green seeking his perspective on the
issue.
 Green perceved that Davis wants to get him fired and
starts to look for ways to save his job.

11. Green’s Mistakes- Rigid
working style
 Green has not been able to adapt himself well to
the new role.
 Green has begun in his new position much the
same way he would have begun in his previous
position as an account executive, by going out and
speaking with the customers and employees to
begin developing relationships.
 Greenis great when it comes to selling the client on
his ideas but clients ask for hard data to back up
his claims of cost savings. They require market
data, memos, presentations but Green does not
work that way.

12. Green’s Mistakes- Highly individualistic
nature
 Green wants to have authority and then work
independently without following certain
standards that other require and he has
trouble taking direction from others.
 Green is overly confident and too much
focused on his independent working attitude.
He does not conform to the company standard.
 Greenis low on power distance. He openly
challenged Davis’ forecasted growth of 10%
during Budgeting and forecasting meeting.

13. Green’s Mistakes- Role conflict
Davis expected him to
invest his time in
developing strategic
marketing approaches
and effective sales
tactics, keep an updated
schedule and followup
when information is
requested.
Green was havingHighly
individualistic nature
and was more focused
and concerned in the
problems of selling to
current and prospective
client. He was working
independently on his
new up selling and cross
selling software and
avoided interactions
with his boss.

14. Green’s Mistakes- Perceived conflict
 Rather than improving his own working
attitude and being interactive with his boss
Green developed a thinking that Davis’s
criticism of his performance was a result of
his questions which challenged the validity
of Davis’s forecast and started avoiding
interactions with him.

15. UNRAVELLING Mr. Frank Davis

16. A person with high degree machiavellism
 “I know you will need a little time to get up to speed on you
r new position, but I expect you
to start developing some new market strategies for your re
gion soon.”
 The afore mentioned lines clearly display clever use of
words to warn the upcoming newbie that he is directly
under the crosshair from the start
 “I hope these promises materialize in the next 30 days. If n
ot, I recommend we part ways with Thomas Green and quic
kly seek out a competent replacement for this extremely im
portant position”
 Another example of vested interests in use of these lines.

17. A personality with high regards for power distance
 Mr. Green tried to confront Mr. Davis’s
calculation
 Sensing an attack on his power and personal
image, Mr. Davis started to micro manage Mr.
green’s work
 The below mentioned lines clearly state the
degree of micro management performed by Mr.
Davis
 “Thomas, you have not done a good job of keepi
ng me informed of your schedule. For example,
this past Thursday, I was trying to locate you an
d your Outlook calendar said you were in Orland
o.”

18. Additional factors to be considered
 Mr. Davis had toiled for years to reach a
position which Mr. Green achieved by
mere reference
 Appointment of Mr. Green was clearly
against Mr. Davis’s will as it clearly
abolished his appointment power for the
post of specialist

19. Decoding Ms. Shannon McDonald

20. High degree of feminine
characteristics
 She found a sense of connection with Mr.
Davis due to the fact that they belong to
same state and university (Georgia)
 Her considerate and protective nature is
also revealed a the time of appointment
and performance evaluation of Mr. Davis

21. High probability of perceptual errors
 Stereotyping
 The “summa cum laude ” in Mr green may
have led to preconceived notions about his
abilities
• Halo effect
 Considering her experience at Chicago
consulting group we predict that she was
highly impressed by charisma and orator
ship of Mr. Green

22. Factors affecting poltical behaviour

23. Evaluating personalities vis-a-vis
their political behavior
Individual factors Organizational
factors

24. Key Lessons
 This case portrays office politics and if not treated
properly can create problems in an organization.
 This case gives insight how power distance in an
organization can cause problems.
 This case illustrates the importance of proper
communication between the different members of
organization.
 This case is also proves that point that if proactive
action is not taken by leader then it can result in bigger
issues.

26. POSSIBLE SOLUTIONS
McDonald

27. Suggested Action Plan for Mr.
Green
 Mr. Green’s first plan of action should be to complete the self-evaluation of
his performance.
 Green should understand Davis’ expectations, strengths and weaknesses,
priorities, and work style. He should consider Davis’ point of view that he
should change his approach to his current position, be strategic, and look at
a bigger picture.
 He needs to understand McDonald placed him in a delicate spot hence he
cannot ignore Davis’ concerns towards him. Since Green has no experience
with forecasting, Davis should allow him to get more exposure and training.
Once Green has more relevent experience, his ideas would actually have
more basis, and he could even end up agreeing with Davis' original
forecasts.
 Taking responsibility for his actions and being mature about the situation
will help best solve this so he can have good rapport with the colleagues
and continue to develop in the company.

28. Thank You 