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Thomas Green Paper

Who is Thomas Green? Thomas Green graduated from college with his Bachelors in Economics he stared his career a t Dynamic Displays as an account executive with their south west division for travel and hospitality division. Green started his career there ad showed great promise to climb the adders of the company fast. Not only was Green good at his job he was promoted at the age of only 28 to Senior Marketing Specialist only after working for less than a year with the company.
Actions of Green vs. Expectations of Davis
When Green took the position of Senior Marketing Specialist his directives were to identify industry trends and develop new business opportunities and also establish sales goals Sasser & Beckham (2008). Davis expected him to communicate with him on his projects and travel schedule he also wanted his presentations to be back up with market data. Green on the other hand acted independently visiting prospective clients and not following any directives given to him by Davis to ensure that he used data as well in is meeting with clients.
Individual agendas of Davis and McDonald
Frank Davis was not happy with the promotion of Thomas Green and to Senior Marketing Specialist as he was not someone that he would have chosen for the position as he was only with the company one year prior to his promotion. Davis felt that Green lacked the experience for the job; however his concerns were over ruled by the vice president McDonald. Davis agenda in this situation was to prove that his reservations about Green were correct and that they should go with and candidate of his pickings he had his own biases also he was challenged by Green at the first meeting he felt that Green had a negative attitude and he also felt that he would not be a god fit due to that. He wanted him to think more like senior management and less like a sales excutive.
McDonald met Green at the companies training in July of 2007 and Greens performance as an account executive was something that McDonald was aware of as the senior executives had taken notice of. After meeting Green McDonald discovered that they were both alumni from University of Georgia and Georgia natives this is allowed her to be instantly connected to Green. McDonald believed that Green had what was necessary to develop the markets in which they were had to further develop them. Her bias here was that she believed the position needed new blood and that Green was the one to bring that to the team.
How does each person want to be treated? Davis expectations from Green were to report to him on his travel plans and the projects he was working. He expected to be more involved in his day to day activity. He wanted Green to prepare supporting detail for their meetings with clients Sasser & Beckham (2008). He wants Green to look to him for guidance on how he should conduct himself as far as his position goes. Davis wants Green to use data to support his sales projections for his clients as well as his sales skills. Green wanted to be independent in his actions and not have to answer to Davis as he felt after his first review from Davis that he had it out for him based on his bold statements in the first meeting. Green felt that Davis projections were off and challenged him on them publicly thus casting more concerns with Davis that Green was the right candidate for the job. Green wanted Davis to trust him and let him run his position.
What personal bases of power were used? According to French and Raven (1959) there are many power bases used within leadership how it is used and by whom makes the difference in the company success. In this cases study there were a few power bases used. Legitimate, reward, expert and referent power bases were used at different parts of this study. Davis personal bases of power were the legitimate power bases; he believed that he had the formal right to choose someone other than Green for the position of Senior Marketing Specialist. Having been in this position Davis felt that he was the only one who knew what type of person needed to be in that position the to grow the markets in the direction of that the company wanted. With that believe Davis expected Green to do as he said and not give any push back on his demands.
McDonald on the other hand seemed to have more than one power bases were Expert and Reward she had heard about Greens successes and after meeting him she believed that he had the drive that the department was needed She also felt that Greens ideas were fresh and with the right training he would be a good choice to head up the Marketing division.
Green knew that he wanted to be an important asset to the company and worked hard from that day he was hired. He was a charismatic person and was not shy he had a good relationship with his clients and knew that he could charm his way into any situation. Once he met McDonald he was determined to make himself noticeable which he did. Even though he had a lot to learn he seemed to think that his charm would win him every time Greens power bases is Referent.
Conclusion
In conclusion each person in this case study had personal bases in my opinion McDonald abused her personal bases by hiring Green without really knowing what other candidates had go offer or their experience that might have made them a better choice than Green. Greens lack of experience in management affected his performance in his new role. Green decided to own his position and not follow any directives from Davis which ultimately could lead to his demise and dismissal from his dream job.

References
Baldwin, A. S., Kiviniemi, M. T., & Snyder, M. (2009). A subtle source of power: The effect of having an expectation on anticipated interpersonal power. The Journal of Social Psychology, 149(1), 82-104. Retrieved from http://search.proquest.com/docview/199822278?accountid=7374

Sasser, W. Earl, Jr., and Heather Beckham. "Thomas Green: Power, Office Politics and a Career in Crisis."Harvard Business School Brief Case 082-095, May 2008.
French, J., & Raven, B. (1959, January 1). French and Raven's Forms of Power. The Bases of Social Power.…...

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