Answer -1:

Frank Davis, marketing director, is an excellent strategic player. He sorts through all of the possibilities,

though short term, and find the best effective way to move forward. As he had just been promoted from

the position of a senior market specialist he for sure was competent and experienced in the way things

should be done. He got used to a precise planning of an every detail, schedule and documentation. That

depicts him as a highly organized person with perfect managerial skills. Davids strong analytical strength

mixed with his 15 years of experience in Dynamic Displays enabled him to visualize 10% growth rate.

Davis has authoritarian leadership style who keeps strict, close control over followers by keeping close

regulation of policies and procedures given to followers. Davis seems to be direct and to the point, as well

as being very well adjusted to the bureaucracy at this level of management. When it comes to work style

he is meticulous in details and requires that recommendations and strategies be justified using hard data.

He prefers to stay in a positive mindset in order to keep moral up. Davis pays much attention to the office

politics, strong efforts and enthusiasm of the employee. Davis is more of the initiating structure, which is

proven to increase job performance. As a supervisor, it is Davis expectation that Green comply with

provided recommendations for changes in attitude, behavior, and communication.

Thomas Green is portrayed as visionary. He could see where market is going in the long term and he

could think of related ideas that should be implemented. This is illustrated by Green's focus of

developing new up-selling software. He commented "the only way for us to capture growth is if we can

convince the airlines that our products have revenue generating opportunity and other advantages over

web check-in". McDonald, division VP, also complimented Green that he has a great rapport with his

clients. After all he was able to convince McDonald that he is a better fit for the new senior marketing

specialist position. Green leads with significance by sharing an ambitious attitude. He wanted to come in
and dazzle people at Dynamic Displays. He likes to work independently. Green's self-assurance talent is

expressed by his overly self-confidence and bold behavior. Green is more of a face to face guy. He

delivers his ideas to the clients and expect them to jump on board just by trusting his ideas. Greens

leadership style is being inventive. Greens leadership style is more productive when it comes to execute a

task. While he is a hard worker and self-motivated he has trouble taking direction from others. He would

prefer face to face communication, building rapport with other employees, and cultivating strong

relationships. He listens to the comments others are making and responds to them on the spot with little

or no preparation or forethought. In essence, he would like to under-promise and over-deliver. Green was

interested in the end result of the performance, not in the detailed plan or a structure of the job. Green

seemed to expect that he would just be accepted because the McDonald vouched for him personally. He

felt he deserved because of his status with the higher ups of the company. Green wants to have authority

and then work independently without following certain standards that other require. He would like to be

more focused towards producing the results.

Answer 2

Davis was unhappy as he recommended some other candidate for role of senior market specialist in place

of Green Davis was always assessing Green negatively and escalated the matter to Mc Donald without

giving much time for Green to change and adapt new working environment. Daviss agenda was very

clear as he wanted Green to move out because he feels that Green was not competent enough for the role.

Davis never motivated Green and not working in coaching style. There were multiple instances in short

span which made things worse for Green.Davis was unhappy with Greens working style as his approach

was entirely different. Davis always preferred documenting meeting and focused on hard data &

presentation to justify his claims unlike Green who consider documentation secondary. Davis was also

upset with Green as he openly challenged his sales goal estimate for Eastern region that is handled by

Green. Davis sometimes felt that Green was still trapped in his previous job profile and need to work on

developing strategies as required by new job profile. Mc Donalds promoted Green into a new role as she

wanted fresh perspective in team compromising on managerial experience. Using her authority, Mc

Donald ignored the fact that Davis was not happy with Greens movement in his team which made

situation difficult for all of them. It is also observed that Mc Donald climbed organizational/career ladder

at faster pace than Davis and was supporting Green in following her foot prints for the same, ignoring

Greens lack of competencies. Mc Donald and Green had college & native connections which benefitted

Green, as he was moved to a better role without much training & induction.
Question 3

If I were Thomas Green, I would have taken following actions: I would have immediately responded to

McDonalds email & informed about my recent performance in the company and also asked for an

appointment to meet him at her office to discuss the matter in detail. During meeting with her, I would

have informed McDonald that I was working on a new up-selling and cross-selling software program that

would benefit the airline passengers. By using this new technology, the passengers would be able to

upgrade seating, to choose the books or magazines delivered to the flight and also to book hotels or cars

as per their choices etc. For this purpose, I spent and worked independently most of the times of last three

months and travelled to meet various market specialist and clients. 7 | P a g e I would have informed her

that the sales targets Frank Davis set for my region were totally impossible to meet and also those targets

had been developed without input from me. Because of the financial distress in the Air Line industry and

preference for web check in, I did not foresee a lot of growth in the next year. As I raised my doubt on the

projected figures that Davis presented in the Budget Plan meeting, he was very upset that I openly

challenged him at the meeting. I would have given justifications against each point what Frank Davis

communicated to McDonald through emails regarding my performance and asked for her

recommendations on all those issues I had with Davis. I would have documented the hard data on which

I was working for last few months and kept it ready before meeting Frank Davis next time and updated

him on my progress then onwards.