Thomas Green Case Writing

Thomas Green Case Writing

Managing People -MBA 614

Shauna M. Vinson

DeVos Graduate School

Dr. Tara Peters

Problem Statement:  McDonald chooses to hire Thomas Green, as the new senior market specialist without collaborating with Frank Davis, the marketing director over Green’s new position. This has left Davis with concerns on Green’s job performance within the position, and now Green must make a decision on his step, due to his believes there is a chance Davis is going to let him go.

Hypothesis 1:  Green and Davis are not clear of the psychological contract expected of the senior market specialist position. There was no meeting between Davis and Green, prior to Green engaging and accepting the promotion within Dynamic Displays. As referred, to the psychological contract in the article “Note on Managing Psychological Contract”, which states there should be a reciprocal relationship, which defines the mutual expectations of the individual and the organization which is articulated by its managers (HBR, 1985, pg.1). Davis has expectations of Green as the senior marketing specialist, that he wants him to follow within his position. in black and white their possible savings. Green expresses his thoughts about data, and the goals set forth for the department, which brings friction between him and Davis, giving him a chance to expand more on why someone probably should have been place into the senior marketing position vs, Green.

  With the use of a psychological contract the two would have a chance to present expectations from both ends and come to a reasonable agreement prior to Green coming into position. This could have been in the best interest of Green and Davis, that way some of the job performance issues wouldn't have to be addressed as often as they were within the case.

Hypothesis 2:  The "currency exchange" between Green and McDonald.

         The article "Thomas Green Power, Office Politics, and Career in Crisis", there is mention of Green and McDonald both being alums of the University of Georgia (Sasser, W., Beckham, H.; pg. 3). Currency as describe in the article "What it Really Means to Manage",  is the process of influence in exchange for something in return (HBS, 2000). The article speaks of  power  and office politics, in the case of McDonald used her power and relationship of being the same alumni as Green, to mention the opening of the senior marketing specialist position.

   In doing so Green, was able to get the chance to show off his abilities to influence McDonald to offer him the position before any one else. McDonald knowing that Davis wanted to appoint someone he felt would be good for the position would be an issue for Green, so in return from Green she doesn't want to feel she made the wrong decision, so she makes him aware of the difficulties he is about to face,

Hypothesis 3: Green devalues Davis authority and direction for his region.

      Green speaks out against Davis's forecasting numbers into the double digits for the 2008 performance year. This article speaks in reference to all of Green's opposition in reference to Davis forecast of 10% and him been data driven. Davis has several meetings with Green in, due to constant opposition to follow directives given and his him not using data when dealing with clients. Green continues to overlook what is being asked of him by Davis. Green display of opposition goes back to the mask metaphor in the article "Fire, Snowball, Mask, Movie". The article describes the metaphor mask as, one who might try and hide lack of abilities from stakeholders, and one who brings a different persona to work to be successful as part of hiding the truth from those in who we work with (Fuda, P., Badham, R.; 2011).  

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