Written Analysis & Communication

Thomas Green: Power, Office Politics, and a Career in Crisis

Submitted By: Section F - Group No 4

Group Members:

Anusha M: 2013PGP061Ashutosh Pathak: 2013PGP082Gaurav Sahu: 2013PGP144Mohd Ashhar Ansari: 2013PGP058Sudarshan Mukherjee: 2013PGP405Vini Arya: 2013PGP445

LETTER OF TRANSMITTAL

A Report on Thomas Green: Power, Office Politics and a Career in

Crisis

January 21, 2014

Prof. Abha Chatterjee

Faculty, Written Analysis and Communication Course

IIM Indore

Dear Ma’am,

We are presenting a report on the case entitled ‘Thomas Green: Power, Office Politics and a Career in Crisis’ as part of the Written Analysis and Communication course requirement.

This case has been analysed in accordance with the instructions imparted in the class, and we’re submitting it for consideration.

Yours sincerely,

Group 4

Section F

PGP 2013-15

IIM Indore

2 | P a g e

Table of Contents

Written Analysis & Communication.......................................................................................................1

Group Assignment.................................................................................................................................1

Thomas Green: Power, Office Politics, and a Career in Crisis................................................................1

Submitted By: Section F - Group No 4...................................................................................................1

A Report on Thomas Green: Power, Office Politics and a Career in Crisis...........................................2

EXECUTIVE SUMMARY:..........................................................................................................................4

CASE FACTS:...........................................................................................................................................4

INTRODUCTION:....................................................................................................................................5

PROBLEM STATEMENT:.........................................................................................................................5

ANALYSIS:..............................................................................................................................................5

RECOMMENDATION & ACTION PLAN:...................................................................................................7

BIBLIOGRAPHY:......................................................................................................................................7

3 | P a g e

EXECUTIVE SUMMARY:

Thomas Green had recently been promoted as senior market specialist in ‘Dynamic Displays’, a company that provided self-service option to Banks, Travel and Hospitality industry. However, he lacked managerial experience and had a different working style which was not in alignment with his immediate lead, Frank Davis’ expectations. Unhappy with the working style of Thomas Green, Frank Davis reported his concern to Travel Division VP Shannon McDonald in a chain of e-mails and suggested that they seek out competent replacement if Thomas Green does not comply.

Thomas Green has to carefully draft the options available before him and evaluate each one of them. On careful analysis of all the options and evaluating the criteria of judgment, we recommend that Thomas Green must collaborate with Frank Davis, thus providing him with the deliverables he requires and yet maintaining his style of work, which has helped him to win over clients in the past.

CASE FACTS:

1. Green proved to be an outstanding employee whose performance was recognised in the organisation in a very short span of time.

2. Shannon McDonald was able to establish a quick connection with Thomas green as they hailed from the same place and university.

3. Despite being ambitious, enthusiastic and innovative, Green lacked essential managerial skills required for the position of senior market specialist.

4. Normal corporate ladder followed by the organisation was: Account executive to Market specialist to Senior Market specialist.

5. Green knew that he wasn’t the first choice for the senior market specialist position as Davis wanted to appoint an expert that he recommended.

6. Green witnessed the budget planning meeting for the first time, and it was presided over by Davis. He wasn’t consulted regarding the growth potential and targets which were presented and Green confronted Davis openly at the meeting.

7. Green felt that Davis was upset with his vehement opposition in the Budget planning meeting.8. Green’s performance reviews were based on the targets set by Davis when he occupied the

senior market specialist position.9. During his first performance review, Davis had prepared a list of problems he was facing with

Green. One of his main concerns was that Green didn’t support his strategies and ideas with concrete data.

10. He didn’t adhere to the requirements of his new position and was adamant on his working style.11. Green was involved in developing a new up-selling and cross-selling software program.12. Green was under the presumption that McDonald would continue to defend him.

4 | P a g e

INTRODUCTION:

Thomas Green was an ambitious young man who started his career at Dynamic Displays as an Account Executive with the aim of getting noticed immediately and climbing up the corporate ladder. With his early performance, he caught the attention of the senior executives. He leveraged the connection he shared with Shannon McDonald, the division vice president. Impressed by his abilities of winning the clients, Shannon McDonald promoted him despite the lack of experience. This was a major achievement for Thomas Green because an Account Executive interested in joining the marketing team usually moved first to a market specialist position and then put in a number of years in the field before reaching the “senior” status.

Thomas Green walked into a tricky situation as he had to report to Frank Davis, who would have otherwise been given the opportunity to choose the Senior Market Specialist. In the very first Budget Plan meeting, Green was surprised by the inflated sales targets given to him by Davis. In the first informal evaluation meeting, Davis made clear his displeasure with Thomas’ working style. In addition, Thomas had a more hands-on approach and didn’t believe in making documents and presentations.

After the next evaluation meeting, Frank Davis apprised Shannon McDonald of his disappointment with Thomas’s work through an email. In response, Shannon McDonald wanted Thomas Green his point of view on the situation. Thomas felt that Frank Davis was setting him up for his dismissal. Moreover, Thomas had to save his job since he had to clear his dues the coming week.

PROBLEM STATEMENT:

How should Thomas Green analyze and respond to the inter-personal & job conflicts that he is facing in his new role as a Senior Market Specialist?

ANALYSIS:

The Thomas-Kilman framework can be used to analyse the possible solutions to the problem.

Using the above framework, the possible options could be:

5 | P a g e

a. Accept: Accept the blame for his non co-operation with Davis, do what Davis tells him and remain aloof.

b. Collaborate: Meet with Davis, try to find a middle path – not compromising on his working style and freedom on the whole yet providing Frank Davis with the deliverables as in addition to avoiding future confrontations.

c. Justify: Meet Shannon McDonald and substantiate his concerns over the unrealizable projections of Frank Davis and voice out the support extended by other managers from Dynamic Displays.

d. Retaliate: Give a written detailed memo to Shannon McDonald, explain his perspective of his own performance and his inability to co-operate with Davis in addition to revealing Davis’ intentions of setting him up for dismissal.

e. Alternate assignment: Write to Shannon McDonald explaining his perspective regarding his own performance and request for a change in department or assignment.

The criteria that should be used for evaluation of the alternatives from Green’s perspective are as follows (in decreasing order of priority):

a. Retain the current job b. Retain autonomy for his style of workc. Sustain opportunities for growth up the career ladderd. Maintain synergy with Frank Davis

Evaluating the options:

Alternative a May result in detrimental effect on his long term opportunities

Alternative b Defensive approach, might maintain his style of work but no relation with Frank Davis

Alternative c Head-on aggression which might jeopardize his job and hamper relations with Frank Davis

Alternative d Lead to signs of uncertainty and hence might not stand the test of the evaluation criteria

Retain the Current Job

Retain autonomy for his style of work

Sustain opportunities for growth

Maintain synergy with Frank Davis

Alternative a Yes No Not Sure YesAlternative b Not Sure Yes Not Sure NoAlternative c Not Sure Yes Not Sure NoAlternative d Not Sure Not Sure Not Sure No

6 | P a g e

RECOMMENDATION & ACTION PLAN:

On the basis of foregoing analysis, it appears that Alternative 2 i.e. to collaborate with Davis by finding a middle path would probably meet all necessary criteria of evaluation and hence is recommended.

Thomas Green should follow the following action plan:

a. Respond to Mc Donald’s mail assuring her that he would align his working style with that of Frank Davis and the problem between them would be solved internally.

b. Set up a meeting with Frank Davis, with the aim of finding a middle path. c. Start by apologizing for out-rightly rejecting Davis’ growth forecast in the first meeting

itself; however provide substantial facts and figures of his views and oppositions.d. Negotiate with Davis to get a middle way out between his and Davis’ working styles –

Agree on few things such as providing documentation and updating his outlook calendar regularly and in turn ask for more freedom in taking decisions.

e. Set up a meeting with Shannon McDonald and Frank Davis together to confirm them of the final situation.

BIBLIOGRAPHY:

7 | P a g e