Thomas Green Case Study

Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed to the problem. For example, Davis prefers using memos or presentations when a meeting is set up, while Green would rather talk to his client directly or talk about things face to face. In addition, lack of communication further deteriorated the situation between Davis and Green. Despite Green’s relationship with Davis as a subordinate, they were less connected with each other for their job progress and they didn’t communicate well. Lastly, the most important thing we need is trust when working in a company or collaborating with other people. The environment in Dynamic Displays lacked trust. On the one hand, Davis required his subordinates to keep him informed of their progress and schedules. On the other hand, Green didn’t trust Davis’s evaluation and he suspected that Davis had an intention to get rid of him. One of the problems that arose was the inconspicuous promotion of Thomas Green. Shannon McDonald promoted Green partially due to the fact that they graduated from the same college and were both from the same state. They shared a similar background, which gave McDonald more incentive to promote Green, although he lacked managerial experience. The personal relationship between these two became another source of conflict, which altered Shannon’s judgment. Shannon also seemed to lack interest in Davis’s performance reviews of Green. To avoid conflict, she should have provided Green with suggestions on how to improve his work ethic.