Thomas Green Case

Running head: Thomas Green

Thomas Green

Kellie Napper

Grand Canyon University LDR 610

Power, Politics and Influence

November 11, 2012

Thomas Green

Ones achievement within an organization is based upon how well you interact with others, time management, and level of emotional intelligence. In order to gain success within a corporate organization one has to be able to manage interpersonal relationships in the within the organization and understand how power and dominant structures have to be understood within the organization. If one develops effective work relations this will cause, high production on the job, boost staff morale and avoid conflicts. This case study is a great example of how work characteristics and politics in an organization can result in a career crisis.

Thomas Green was a young college graduate who landed a great job as an account executive for the National Sales Solutions in Atlanta Georgia. In 2001 Green graduated from the University of Georgia with his bachelor's degree in Economics. After landing the position of account executive within the company green became close to the division Vice president who was Shannon McDonald. The two shared some similarities such as attending the University of Georgia. Shannon McDonald had given Thomas green a great opportunity. This opportunity would not come this way for everyone. He was offered the senior market specialist position. This was a big leap from being account executive. Once green accepted the position he wanted to present all his ideas without taking time to learn the policies and procedures of the company. Frank Davis who was the marketing director and greens supervisor did not agree with how Thomas was doing things. Davis expected Thomas to be humble with his new position and look for direction and guidance from him but instead spoke against his growth projection in an open meeting and did not agree on how he should do things within the company.

Within an organization staff is promoted not only because they may qualify for a position but because of whom they may have formed relationship with. In the Thomas green case Thomas was alumni friends with a fellow co-worker. Shannon McDonald informed green of an opening for a position. Green attended several meetings and trainings in order to prove to Shannon that he could do the job. Shannon's agenda was to look out for a fellow graduate, who had attended the same university as she had. Thomas Greens agenda was to move up within the company and the position of Frank Davis was to prove that Thomas green did not have enough experience on the job to hold that position.

Each individual Green, McDonald, and Davis all wanted to be respected for the positions they held and the knowledge they offered. Green assumed because he was in this position of leadership and had close ties within the company that he may have had the upper hand and did not have to follow protocol. Thomas was acting on his rights to be able to speak his opinions that an increase in percentage growth for his region is not a possible. Davis wanted to show a greater growth in the regions and wanted to keep track of Thomas's day to day schedule. If it was up to Davis, Thomas Green would