organizational behavior

1. Q.2 How do the actions of Thomas Green differ from the expectations of
Frank Davis?
We see that Green and Davis are from two opposite school of thoughts; while
Green portrays to be a fresh/quick thinking, too self confident, and believes in
his ideas too strongly to take any other perspective in account, Davis is a
professional with 20 years of experience, who is used to being very systematic,
disciplined, and has a conservative style of working. Such different style of
working are bound to clash.
Davis expected the following from Green:
• Focus on regional strategy development
• Be a team player
• Clear communications up and down the chain of command
• Change his attitude and try to adjust to the working style that already exists
for a smoother
and efficient output
• Align his goals with organizational/team goals
Green's actions were far from the expectations Davis had from him. Davis laid
out his expectations of Green from the very beginning and reinforced them during
their first performance meeting and email to McDonald such as spending time to
prepare for client meetings and develop supporting details for his proposals.
In addition, Green openly challenged Davis’s sales projections, which Davis
considers key in Green’s strategic planning; however, Green disregarded Davis’s
input and complained continually to his co-workers about expectations. Davis
expects his Senior Market Specialists to keep him in the loop of what they are
working on, but Green continually fails to do so. Another shortcoming of Green’s is
that he does not answer Davis’s calls in a timely fashion making him look unavailable
to “the Company.” Davis expects Green to fulfill the same requirements expected
of the other Senior Market Specialists such as developing market and client
strategies, but Green has refused to accommodate the request.
In general Thomas Green has not been willing to follow Davis’ guidelines, nor has
convinced him that the he is the right person for that position.

2. Thomas Green's actions significantly differed from the expectations of Frank
Davis, his superior at Dynamic Displays. Their contrasting approaches and
attitudes towards their roles and responsibilities within the company led to a
tense and ultimately unsustainable working relationship.
 First and foremost, Thomas Green's management style deviated from what
Frank Davis had envisioned. Davis expected Green to conform to a more
traditional and hierarchical approach to management, where decisions were
made methodically and within the established chain of command. However,
Green exhibited a more autonomous and assertive style, often making
decisions independently and challenging the existing protocols. This clash
in management philosophies created friction between the two.
 Another notable difference was in their communication styles. Frank Davis
expected regular, formalized updates and reports, while Thomas Green
preferred a more informal and direct approach. Green's willingness to
bypass traditional channels and interact directly with clients, such as
Janice Spenser, violated Davis's expectations and hierarchy, causing him
to view Green as insubordinate.
 Furthermore, their perspectives on the sales strategy diverged. Davis
favored a conservative and risk-averse approach, focusing on maintaining
existing client relationships and incremental growth. In contrast, Green
advocated for a more aggressive and expansion-oriented strategy, seeking
new business opportunities and challenging the status quo. This
disagreement in strategic vision further strained their working
relationship.
 Lastly, Thomas Green's rapid rise within the company, coupled with his
willingness to challenge Davis's authority, triggered jealousy and
resentment from Davis. This divergence in ambition and career trajectory
intensified the conflict between them.

3.  Thomas Green's actions differed from Frank Davis' expectations in terms of sales
approach, client relationships, communication style, performance metrics, and
decision-making autonomy. These differences in approach and priorities led to
conflicts and ultimately impacted their working relationship.
 In summary, Thomas Green's actions and attitudes, characterized by his
independent management style, direct communication, aggressive sales
strategy, and rapid career advancement, were at odds with Frank Davis's
expectations for a more traditional, hierarchical, and risk-averse approach.
These differences in their approaches and philosophies ultimately led to a
breakdown in their working relationship, highlighting the importance of
aligning expectations and communication styles within a professional
setting.