The case starts with the result of a problem that has been brewing for months-Thomas Green’s faltering career has transitioned from the fast track to a destination of potential unemployment. We sought to analyze the factors leading up to this rapid downward spiral and what other challenges were present in the situation. We identified some of the underlying causes, and developed potential solutions and how to apply them to rectify the challenges Green is experiencing.
The tension has developed between Davis and Green in part because of Green’s very public opposition to Davis’s next year’s projections of the 10% market growth, and in part because Green did not meet Davis’s expectations for the person who will be holding
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The 2008 Budget Plan Meeting did not appear to be an open forum, and Green misjudged it. Normally applicable to managers and coaches, the ‘Praise in public, criticize in private’ concept would have been useful in this case as well. Many of the most successful corporate climbers recognize the benefit of making ones higher-ups look good. Publically disagreeing with Davis in that open meeting was an act of insubordination. If Green knew the subject of the meeting and that Davis would be speaking for him, a certain onus fell on his shoulders to know what the goals were being set at ahead of time and giving him a chance to discuss in a more appropriate setting with Davis.
Power conflict/ Stylistic Differences:
Communication between Davis and Green was not the only issue. There were multiple misunderstandings between Davis, Green, and McDonald in terms of really acknowledging the issues at play. Green was a bit misled with regard to what was most important to his direct manager. The sample PowerPoint slides and organizational charts one of the other market supervisors had created should be something Davis showed Green early on, while setting expectations of those types of reports being created on weekly or monthly basis. Going over communication expectations is also really important, as that varies widely from manager to manager. Green’s autonomous “I’ll get