Analysis of the case Thomas Green: Power, Office Politics and a Career in Crisis

A report submitted to Professor Madhusri Shrivastava in partial fulfillment of the

requirements of the written analysis and communication
By
Group 10
Akshay Agarwal

(2013PGPM003)

Charudatta Masodkar

(2013PGPM015)

Mathan Anto Marshine P

(2013PGPM036)

Rachit Devendra Pradhan

(2013PGPM039)

Ravada Surendra Dikshith

(2013PGPM045)

Letter of Transmittal
Group 10,
PGP (Mumbai),
IIM Indore,
Mumbai.
February 17, 2014
Madhusri Shrivastava,
IIM Indore.
Subject: Report submission on case Thomas Green: Power, office and a career in crisis
Dear Madam,
As per your instructions, we have prepared a report to analyze the problem Green is facing with
Frank Davis and how to improve his relationship with Davis.
We have recommended that Green should negotiate in a friendly and amicable way with Davis
regarding sales forecast and also about his own working style. This will help Green in maintaining a
good relationship and could imbibe new working habits in his style.
The following steps will give the further and detailed analysis, evaluation of alternatives,
recommendations and action plan.

Sincerely,
Group 10
PGP (Mumbai)
IIM Indore

Executive Summary
Thomas Green, an Account Executive who recently got promoted to the post of Senior Market
Specialist with the recommendation of Shannon McDonald, the Division Vice President of Dynamic
Displays now faces a troubling relationship with Frank Davis, his Marketing Director. Green and
Davis had fallout over the estimated sales projections that Davis had set for him. Adding to this
was an equally unaccountable behavior from Green towards his responsibilities that compelled
Davis to complain McDonald over email for the shortcomings in Greens working style.
Considering his current financial situation, Green has few options to tackle this situation. One of
them could be accepting and following Davis suggestions and instructions straightaway by
following systematic work style like providing the clients with market data on a timely basis,
keeping Davis informed of his schedule, updating his outlook calendar regularly, attending to
Davis calls on travel, preparing organizational charts on clients. The second option could be
countering Davis projections to McDonald by citing his reasons on why the projections are
unfeasible considering the financial slowdown in 2008. This might enable Green to gain support
from McDonald if he is successful in convincing her. However if she disagrees, Green will end up
facing opposition from both ends. The third option for Green could be negotiating with Davis over
his current work style, citing reasons for the efficacy and discussion with Davis on what he believes
are inflated sales projections looking at the current recessionary trends in the industry. This option
would help Green and Davis clear their misunderstandings about each other and agree for an
achievable sales target. It could also help Green build a positive and amicable relationship with
Davis which is crucial from a long-term point of view.

Our recommendation for Green would be to negotiate in a friendly and amicable way with Davis
over the projected sales and also negotiate regarding his work style. Considering the importance
of basic concerns like keeping Davis informed about his whereabouts during his travel, updating
his outlook calendar and providing the client with market data, we think Green should make an
effort to imbibe these new habits in his daily routine. Seeing an improvement in the work style of
Green, Davis might become a little mellowed down and revise the targets for Green.

Table of Contents
Situational Analysis.5
Problem Statement.5
Options.6
Criteria for evaluation6
Evaluations of options6
Recommendations8
Action steps..8
Contingency Plan8

Situational Analysis
Thomas Green, 28, got promoted from the designation of account executive to senior market
specialist and was expected to work under the immediate supervision of Frank Davis, 45,
marketing director of Dynamic Displays. Senior executives, aware of Thomas charismatic
personality and strong sales acumen; were eager to strengthen his relationship with the company.
Green aggressively endorsed himself for the position of senior market specialist in his several
meetings with McDonald. In addition, being University of Georgia alumni and Georgia native
helped Green establish an instant connection with McDonald. Thomas Green was considered for
this responsible position despite lacking managerial experience.
Davis acknowledged Greens ideas. However, he went visibly upset when Green publicly
challenged Davis in one of the budget meetings for overestimating the projected sales growth
figures for the eastern region. Things worsened further when Green didnt inform about his
account report, organization chart of clients and abruptly changed his tour plan citing no further
opportunities in Orlando. Unhappy with Greens approach towards his work and responsibilities,
Davis wrote to McDonald informing problems and corrective steps.
Unaware of the ongoing politics, Green doubted Davis intentions and expressed his dissent
among his peers about the inflated target figures set for him. Seeing no further improvement in
Greens attitude and job performance, Davis decided to raise the issue again requesting McDonald
to search for a competent replacement for this responsible position.

Problem Statement
What should Thomas Green do next to handle the problem reported by Davis to McDonald?

Options
1. Accept: Accept and follow Davis' suggestions and instructions straightaway
2. Counter: Set up a meeting in person with McDonald or write a memo to McDonald citing a detailed
justification for his actions and views.
3. Negotiation: Reach a common ground with Davis, request him to provide his much needed freedom of
executing work through his own style and then agree to deliver expected results.

Criteria for Evaluation

1. Greens financial position: The solution should not have any impact on the Green's current financial
situation.
2. Relationship: The solution should not worsen Green's relationship with Davis.
3. Greens career: The solution should help Green in his career growth.
4. McDonalds assessing ability: The solution should not undermine McDonald's ability to select right
people for right role.

Evaluation of options
1. Accept: Accept and follow Davis' suggestions and instructions straightaway.
Green would be able to safeguard his financial situation in this option. He might also be able to prove that
his selection to the role is correct. In fact, he would be able to smoothen the relationship with Davis by
agree to follow his instructions on work style. However, he would not able to sustain this option for long as
he doesn't seem to believe in instructions provided by Davis. Hence it doesn't adhere to all criteria of
evaluations.
2. Counter: Set up a meeting in person with McDonald or write a memo to McDonald citing a detailed
justification for his actions and views.
By scheduling a discussion, Green will get an opportunity to explain his views and reasons for proving that
Davis sales projections were wrong. He would also get greater visibility in organization for justifying to
McDonald on his view about Davis sales projection. If he is able to convince management on his
projection, there exists a greater scope for his career growth at organization. However a greater risk exists;

this option could cause further deteriorate his relationship with Davis. Also this option might lead to loss of
job, which further endangers his financial position. Hence overall it is not a good option to pursue.
3. Negotiation: Negotiate and reach a common ground with Davis, request him to provide his much needed
freedom of executing work through his own style and then agree to deliver expected results.
Green can negotiate with Davis on his key concerns like work style, projected sales and work schedules;
they can reach towards a common ground. He can convince Davis to seek external audit on sales

projections from consultants. By this option he will be able to maintain good relationship with Davis. He
will also be able to prove if he is fit for the role and also safeguard his financial status.
This option also helps Green to take up senior roles as organization is aware of the fallout between Green
and Davis, hence if Green could negotiate and maintain good relations with Davis that will prove his ability
to handle any critical situation.

Criteria
Green's financial
position
Relationship
Green's career
McDonald's assessing
ability

Accept
Met

Counter
May be

Negotiation
Met

Met
May be
May be

Not Met
May be
May be

May be
Met
Met

Recommendation
Negotiation: Reach a common ground with Davis, request him to provide his much needed freedom of
executing work through his own style and then agree to deliver expected results.

Action Plan
The following steps should be taken by the Green in order to get him out of trouble:

Support his argument for the inflated projections with help of concrete data to Davis.
Convincing Davis to seek external audit on sales projections from consultants.
Request Davis to give him additional time for proving that his style of work would yield
good results.
Assure Davis that he would document the work and submit the same on time.
Inform his schedules and appointments beforehand to Davis.
Request for Mentorship program within organization (To prepare juniors for senior
positions by observations)

Contingency Plan
Green should search for an opportunity of similar capacity elsewhere and leave the current
organization only after confirming the new opportunity.