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Please read the case study Thomas Green: Power, Office Politics and a Career in Crisis. Please
submit to Sakai a Word document to answer the following questions:
1. Please evaluate the performance of Frank Davis in the Five Management Roles:
A. Frank Davis was a decent communicator. He did not communicate a lot with his
employees though he preferred to get updates from them often and details.
He wanted to receive emails, power points and schedules from Davis. This what he preferred.
B.
Communicator: Procedures, project info, scheduled meetings, team obj., employee perf.
Listening, speaking/presentations/writing/reading
Verbal vocal visual
Email
Style of communiucation preferred by mangager, verbal sv. Written, detail vs.
simple
Two way street
More information is good
2 scatihing emails criticizing Greens Performance
- Didnt see eye to eye on work styles or market trends
- Green did not enthusiastically endorse sales forecasts made by davis.
- EGO
- Green felt forecasts were opitimistiv and sometimes wrong
- Less expericne 28, 125,000,
Frank Davis didnt get to pick and wouldnt have picked Green. Be careful
- Davis tells him what he did well, then suggests improvement area
- Sets expectations
- Green thinks expectationstoo high, sales goals unrealistic
- Expresses concern against bosses expectations in meeting
o Said it was impossible
o Felt as only one
- Frank Davis stops him in hall and talks one on one about the opportunities
o Green listens politely, but doubts
- Davis didnt like meeting challenge!
o Diddnt like negative attitude eof green
Negative for team
o Davis lists valid reasons for expectations and positive outlook
Feels Green is too conservative in outlook
Feels he is thinking like and account exec, and not like a senior market
specialist
Difference?
They think outside the box and develop strategies to capture
aggressive target
- Green goes for evaluation, he was not worried
o HE WAS SURPRISED
List of things Davis had problems!!
Green likes talking issues out face to face, while clients ask for data
- hE is very charismatic and sells people!
Greeen avoided boss, Davis
- Kept telling People outside he didnt agree with Davis projectins
- He says he doesnt see growth, He steers clear of davis, his mood is terrible, the
excitement is gone from work, Finds support from other managers at company,
- Another meeting with Davis, he lets him know of of defecienies in work and attitude
- Davis sends another mail to McDonald, doesnt CC green this time!
o Green however gets it
- Mcdonald meets with Davis.
o Says hes disappointed in Greens work, intelligent and capable, but not
making a strong effort
o MCdonald sends emailt o green asking for his view!!
o Green TELLS A CLOSE FRIEND
Its clear Davis wants to get rid of me, and is making an argument
together
C. Delegator
Davis delegated chunks of projections by region to different people. We did not receive
too much information about Davis delegating a lot of tasks other than the big task of
meeting the sales projections.
D. Coach( guide, discuss, and encourage others on their journey)
Set goals,
1. Dream with a deadline
2. Clarify roles
3. Provide direction
4. SMART -> specific, measurable, attainable, releveant, timen boudn
Davis was not the greatest as a coach. It did not seem, from the case study, that Davis
provided direction to Green on how to attain a tough goal. He did set goals for his
employees though. One thing he did do well is provide very good feedback to Green in
his emails. He explained things to Green, but didn't really support him or encourage him
in any special way.
E. Mentor
F. Leader
Moving past core managemenet skills
BUILD TREUST
1. empathy
Show compassion
Confidence
Optimism/ inspire hope
Drive action
Touch of paranoia
1. Scan for competitive threats!
1.