Ojeifoh Okosun – 900410102
MBA 6213 Management of Organizational Behavior
Thomas Green: Power, Office Politics and Career in Crisis– Week5
Background:
Thomas Green is a marketing manager, who, after being quickly promoted, is severely disparaged by his supervisor, Frank Davis. Green and Davis disagree on market forecasts and work practices. Green thinks the sales goals set by Davis are based on "creative accounting" and totally exaggerate the current market setting (Sasser & Beckam 2009). Silent conflict grows rapidly between the two men, and Green is worried that Davis is building a case to relieve him of his job. Green's condition is one in which his failure to adjust his work style and fully appreciate what his new job role entails may …show more content…
However to get the result Frank needs from his team ‘‘he needs their trust, by projecting warmth’’ Weise (2016), while still maintaining his discipline for adherence to policies.
Thomas Greens new role requires him to develop new skill and become a better team player, there is no information about him being trained for the role or being mentored. ‘‘People in powerful position are likely to reward styles similar to their own,’’ one of the reasons he got promoted is that he finished from the same school as McDonald. With an understanding of the cognitive and emotional dynamics of feedback Green should understand that Frank Davis may have some misrepresentation as well as helpful observations that should be uncovered. Green should request for a face to face meeting where he will ask questions that will help Frank move down the ladder of inference and provide more actionable feedback, an example of a question Green could ask at the meeting
MBA 6213 Management of Organizational Behavior
Thomas Green: Power, Office Politics and Career in Crisis– Week5
Background:
Thomas Green is a marketing manager, who, after being quickly promoted, is severely disparaged by his supervisor, Frank Davis. Green and Davis disagree on market forecasts and work practices. Green thinks the sales goals set by Davis are based on "creative accounting" and totally exaggerate the current market setting (Sasser & Beckam 2009). Silent conflict grows rapidly between the two men, and Green is worried that Davis is building a case to relieve him of his job. Green's condition is one in which his failure to adjust his work style and fully appreciate what his new job role entails may …show more content…
However to get the result Frank needs from his team ‘‘he needs their trust, by projecting warmth’’ Weise (2016), while still maintaining his discipline for adherence to policies.
Thomas Greens new role requires him to develop new skill and become a better team player, there is no information about him being trained for the role or being mentored. ‘‘People in powerful position are likely to reward styles similar to their own,’’ one of the reasons he got promoted is that he finished from the same school as McDonald. With an understanding of the cognitive and emotional dynamics of feedback Green should understand that Frank Davis may have some misrepresentation as well as helpful observations that should be uncovered. Green should request for a face to face meeting where he will ask questions that will help Frank move down the ladder of inference and provide more actionable feedback, an example of a question Green could ask at the meeting