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Relevant Facts and Background in the Case

One of the relevant facts and backgrounds in the case is that since its establishment in the

1990s. Dynamic Displays managed to make steps from what it was dealing with initially. It

managed to set up its initial self-service check kiosk after deciding to venture into the travel and

hospitality sector four years after its creation. The company drastically expanded in that it

secured positions in about 75 airports and had a market share that amounts to 60% with more

than 1500 self-service kiosks. Additionally, how Dynamic Displays was handling its operations

promoted its vast expansion. For instance, the company kiosks reduced customer costs and

enhanced its customer service by reducing the wait time.

The other relevant fact is that Thomas Green managed to become the youngest senior

personnel in Dynamics Displays (28 years). Born in 1979 in Brunswick, Georgia, he managed to

attain a bachelor’s degree in Economics at the University of Georgia. Green used to work part-

time at the university warehouse and wash cars when he was still in school. He worked as a

salesperson for National Business solutions in Atlanta before being recruited for an account

executive position by Dynamic Displays company. While working in Dynamics, Green’s

performance was outstanding, which made him noticed. The excellent skills that Tom displayed

to his clients positively influenced his performance.

Another relevant fact is that though Thomas had no managerial skills, he was promoted

to a senior marketing specialist position. Tom and Dynamics Vice president (McDonald) studied

in the same university, which attributed to her considering Tom for the senior position without

having any managerial skills. His responsibility constituted establishing goals, pointing out
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various market trends, and reviewing particular new crucial business chances. Tom was to report

to Davis, who was his supervisor.

Furthermore, Davis had a negative perception of the selection of Tom as the Senior

Market specialist. McDonald even told Tom that he needed to put more effort into his work

because Davis could not have recommended him for that senior post. Davis was worried

concerning how Tom was handling clients without giving them documented information on the

business plan. He thought that Tom’s work strategy could negatively influence the Dynamics

company outcomes, affecting its productivity.

Additionally, Tom started having a negative attitude towards his senior hence influencing

his work negatively. Whenever Davis corrected Tom or even asked him questions concerning

particular issues that appear unsuitably done, he felt offended. For instance, Davis interrogated

Tom about why he does not always keep him posted, but Tom negatively interpreted his

concerns.

Essential Issues in the Case

 One of the most critical issues discussed in the case is that employers must ensure that

their employees are adequately trained before giving them a job. Tom had well-

developed skills in account executive that enable him to have significant relationships

with his clients. Besides, excellent performance as an account executive had made him

more famous and even led to his promotion. On the other hand, the senior specialist

position that Tom was promoted to required excellent managerial skills to boost

productivity.

 The Vice president made Tom be promoted to this position without any formal interview

to evaluate his competent skills required for a manager position. He was not even
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provided a formal training for his job. As a result, Tom did not manage to perform as his

position required of him a few months after his promotion, which was the company’s bad

sign.

 The other important issue is that employees should always obey their seniors and there

should be a good collaboration and communication between them.

Davis was Tom’s senior, and Tom’s duty was to report to him how the company was

operating regarding responsibilities designated to him. However, Tom was doing

precisely the opposite of what was required of him. For instance, during the Budget Plan

meeting in 2008, a 10% growth was estimated in Davis’s Eastern region, but Tom

challenged him openly instead of a polite private discussion.

 Also, concerning the meetings that Tom and Davis had, the issues that Davis raised was a

clear indication that Tom was not doing what was required of him. Davis advised Tom to

have his work documented and his Outlook calendar updated of his schedule of travelling

to avoid missing any important meeting, but Tom ignored this advice.

Organizational Behaviors that Need to be Considered

 Promoting employees to positions that they do not adequately qualify for without

following the company’s due process of formal interview and training is an

organizational behavior issue that needs to be considered. Tom was promoted to the role

of a senior market specialist without having any managerial skills or relevant experience

for this role.

 Favoritism to promote an employee should be avoided at all cost at a workplace. For

instance, McDonald, the company’s vice president, considered that they studied with
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Tom in the same university and the fact that he performed excellently as an account

executive. However, McDonald seemed to ignore the idea that managerial skills are

crucial for the senior marketing specialist. Due to poor organizational and behavioral

skills, Tom was not in the position of conducting his operations as required of him.

Whenever he was corrected, he developed a negative attitude, which impacted how he

ran activities.

 Poor communication, collaboration and feedback also needs to be considered.

Communication is a crucial aspect in every organization, and it needs to be adhered to

adequately. Effective communication in a company has been associated with productivity

since it stimulates positive energy among workers. However, poor communication and

feedback can negatively influence the company outcomes, especially among the

company’s senior personnel. In the Dynamics company, there is poor communication and

feedback between Tom and Davis, who are at the company’s senior position, impacting

Dynamics operations negatively. For instance, from the meeting that Tom and Davis had,

Davis complained that it is usually difficult for him to reach Tom when he needs to be

informed about the company’s progress.

Short-Term and Long-Term Implications of the Issue

 The short-term implication of the issue is that poor communication and feedback can

result in conflict and disagreements. The existence of poor communication and feedback

between Davis and Tom is more likely to result in conflict in that Tom does not want to

be accountable for mistakes that he commits. He feels offended whenever he is corrected,

and he even talks negatively about Davis to other employees. On the contrary, having

stayed in Dynamics for 17 years and has been in Tom’s position before being promoted,
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Davis has a deeper understanding of what Tom’s role needs from him. He does not get

tired of evaluating Tom’s work, hence resulting in their differences since Tom perceives

that Davis is not happy with him holding that position. However, conflicts between these

two personnel can be corrected through mediation or other conflict solving strategies.

 The long-term implication of the issue is that the productivity of the company is likely to

be affected. McDonald put Dynamics operations at risk by appointing a senior marketing

specialist who was not adequately trained. The implications of her actions started

becoming evident a few months after Tom took the company’s senior position. He was

unable to meet the company’s expectations. This action can affect the company for an

extended period. The number of clients might reduce due to Tom’s nature of not

documenting business plan information for the client to view, affecting its productivity.

Recommendations

 I will recommend for a dialogue to be made between the three top personnel. A meeting

should be held between McDonald, Tom, and Davis, and Tom should clarify his position

on why he does not fulfill what is required of him.

 In the meeting, McDonald and Davis should come up with appropriate solutions on how

to handle Tom’s situation. For instance, Tom can be summoned about developing a

positive attitude concerning what he is told by his senior and not performing

appropriately on his duties. Also, Tom can be asked about his opinion concerning his

performance; hence solution can be reached.

 Additionally, McDonald’s can offer Tom with a managerial training to develop excellent

skills for his position.

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 McDonald’s should also learn from his mistake and going forward he should hire

employees with due process of formal interview, skill evaluation and training.

 Davis should also try to change his over-intense behavior towards his employees and try

to collaborate with his employees with empathy and resolve the issues within team than

escalating it to senior level.

Consequences of Recommendation

 The consequence of the recommendation that I made is that it can promote behavioral

changes. Through a dialogue, crucial information regarding Tom’s behavior can be

discussed, and correcting measures can be taken. For instance, Tom can be put on

probation, and his behavior monitored, hence changing from what he used to practice.

 Also, various advice given to Tom, if appropriately implemented, can result in positive

behavioral change.

 If the senior management of the company also improve their leadership skills by

following the guidelines on organizational behavior, the collaboration among employees

at different levels would increase, thereby enhancing the productivity.

Case Questions

Question 1

Thomas Green’s situation is that he is confused about what to do concerning how he has

performed at work since he could not meet the company’s expectations. For instance, Tom

showed a negative attitude towards his senior, and he did not take corrections given to him

positively. Also, he was absent most of the time, making it difficult for Davis to access crucial

information from him.

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Question 2

The work style of Thomas Green involves working without documenting the strategies used for

review purposes. His personality consists of a confident, innovative and ambitious person having

an attitude to work on own terms without considering any criticism or suggestions.

The work style of Frank Davis involves working hard while implementing techniques such as

documentation to promote accountability. His personality constitutes of disliking being

challenged and an intense behavior towards employees working under him.

Question 3

The actions of Thomas Green vary from the expectations of Frank Davis in that Tom

performs his work without documenting the strategies used. In contrast, Frank Davis’s

expectations involve having documentation to show specific methods utilized to enhance

outcomes. Tom also tends to be absent at times without informing Davis, while Davis expects

him to be punctual, updated and available at all the time for any important information or

meetings. Davis also expects Tom to be more professional and accomplish the sales goal set for

him without any question.

Question 4

Analysis of Green’s job performance :-

 He is hard working and committed towards his work and clients like his ideas.
 He is innovative and good at winning customers.
Mistakes:

- Failing to follow supervisor’s instruction on work style like documentation, updating

outlook calendar and be available for important calls and meetings.

- Creating communication gap with the supervisor by intentionally avoiding him.

- Talking ill about Davis with other junior employees.
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- Lacking self-discipline to obey seniors and expressing polite disagreement with them
in private. For instance, he opposed of Davis’s 10% sales forecasting in front of
everyone in the meeting.

Question 5

Davis’s possible underlying agenda is to prove his point to McDonald’s that she was wrong in

hiring Tom to serve her personal favorite and to take away the chance from Davis to hire

someone more deserving of his choice on merit basis. Davis has the opportunity to highlight the

weakness of VP to increase his chance of promotion to the post of VP.

McDonald’s underlying agenda would be to improve his network in the company by hiring

people well connected with him. She would have promoted Tom to senior position in Davis’s

team to influence Tom and fetch information about Davis’s team and underlying politics.

Question 6

McDonald’s power constitutes having the ability to appoint and fire employees at any given

time. In contrast, Davis’s power comprises evaluating and monitoring employee’s performance

and report issues that need rectification to McDonald.

Question 7

One of the actions that I will take if I was Thomas Green is that I will try by all means to correct

how I perceive people and things at the workplace. The other action is to accept corrections

positively and implement the advice given by seniors to promote productivity.

Question 8

 The potential plan of action to correct the problem involves Tom accepting his mistakes

and make a promise to change. By admitting mistakes, Davis and McDonald will see how

accountable he is, giving him a second chance.

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 As Tom possess excellent sales skills, it’s not a good idea to fire him. Instead, he should

be put on probation and provided with proper training to fit in the job role.

 Also, going further due process of evaluation should be followed to promote an

employee.

Question 9

The tip that I will suggest for a significant boss-subordinate relationship should come

with ways that will encourage both the boss and the subordinate to interact and get to know each

other better to prevent misinterpretation and unnecessary conflict - for instance, coming up with

team building activities that will promote the formation of healthy relationships. Boss should be

empathetic towards employees working under him, provide fair feedback and discuss challenges

from time to time. A Subordinate should obey his boss and coordinate effectively with them.