Thomas Green: Power, Office Politics, and a Career in Crisis Case Study Solution
Dynamic Displays offered its services as a provider of self-service options to banks through ATMs – Automated Teller Machine. The approach to web check-ins had demonstrated a dramatic growth i.e. an increase from less than 45 percent to around 64 percent in 2006. In the year 2007; the organization had captured around 60 percent market share of the travel and hospitality industry, followed by the use of 1500 self-service kiosks in not less than 75 airports. The failure of Green’s performance was basedon his lacking, change in the communication style, and understanding of the power and office politics led to the development of an extremely poor relationship with Davis. Frank Davis was found to be more detail oriented on projects regarding the sales projections, and development of strategic approaches based on the availability of data. Thomas Green on the other hand, was found to be less structured because he preferred to communicate with clients, with the provision of any data or back-up documentation.Furthermore, rather than focusing on influencing or changing others’ behavioral responses; he should work on his actions, and so should be accountable for his responsibilities.
Dynamic Displays was primarily founded in the year 1990, which began to offer its services as a provider of self-service options to the banks, through ATMs – Automated Teller Machine. In the year 1994, a new division based on the travel and hospitality industry was launched and the deployment of the first self-service check-in kiosk was for Discover Airlines. In the year 2006;the average check-in cost for an airline passenger through an agent was around $3.02 in comparison to the kiosk check-in range of $0.14 to $0.32. The approach to web check-ins had demonstrated a dramatic growth,i.e. an increase from less than 45 percent to around 64 percent, in 2006.
In the year 2007, the organization had captured around 60 percent market share of the travel and hospitality industry,followed by the use of 1500 self-service kiosks,in not less than 75 airports. The organization’s potential customers mainly included:regional, national, carriers of an international airline, car rental agencies, and various hotels. During the same year; around eighty percent of the travel and hospitality industry was from the clients of airline carriers, 15 percent from the hotels, and the remaining 5 percent from the car rental agencies.The organization significantly offered maintenance, engineering, software, and hardware support. (Beckham, 2008)
Considering the rapid promotion of Thomas Green to the position of a senior market specialist;he experienced a big career crisis because of a lack of managerial experience. Due to this reason, he received harsh criticism from Frank Davis – his immediate boss. This was primarily because of the difference in the working styles and overly optimistic market projections by Davis according to Green. The failure of Green was led by his unawareness regarding what he was lacking, change in the communication style and understanding of the power and office politics, which led to the development of an extremely poor relationship with Davis.
The causes behind the occurrence of such issues were the lack of management competencies. Such as:the lack of self-awareness about the skills and abilities of Green made him unable to realize his weak performance areas,and so did the limitations in the working capacity. Similarly, ineffective communication between Green and Davis led to the onset of communication conflict. Little understanding of the politics in the office and lack of change management skills, made Davis extremely infuriated.. The combined factors led to the deterioration of the relationship between Davis, which northeastwards an increased probability of career disaster. Thus, such issues are required to be resolved, in order to bring clarity in dilemma faced by Thomas Green.
Analysis of leadership styles
Frank Davis – the marketing director of Dynamic Displays was known to be a transactional leader, because he presented the practice of setting goals and sales targets for the workforce under his supervision. He valued working in a team and promoted good communication, which was primarily required for providing quick responses to the queries or actions, and provision of a status update on a project. He was found to be more detail oriented on projects, regarding the sales projections and development of strategic approaches based on the availability of data, which significantly served as the backup data of his work associated with the preparation of meetings, proposals, or the use of memos.Thus, the leadership skills of Frank Davis were known to be:
- Goal setting.
- Forecasting sales.
Thomas Green joined Dynamic Displays as an Account Executive in the travel and hospitality industry. He was then promoted to the position of senior marketing specialist – as a leader with no managerial experience. He was the only one working at such position at the age of 28 as compared to other senior marketing specialist who were mostly in their forties. Although his key responsibilities were to identify the industry trends, evaluate new opportunities of business, and establish new goals,but his style of independent working led to the poor communication with the boss, team members and the sub-ordinates. His leadership and personal skills were found to be less structured because he preferred to communicate with clients, with the provision of any data or back-up documentation. Thus, he turned out to be a poor leader because of him lacking managerial experience.
The behavioral theory:
Shannon McDonald was serving as the director of National Sales for the division of Travel and Hospitality, in Dynamic Displays from 2000-2006. She was promoted to the position of Division Vice President, after which she was responsible for all the activities of the division. The leadership skills of Shannon were found to be more focused on the impact of environment over the behavioral response of the individual,because she was not found to be more focused on the competitiveness of the market, to lead the growth of the organization……………
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