Tom Green Case Study

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Tom Green, where it went wrong Timothy Whitham Grand Canyon University: LDR-610 September 18, 2013 Introduction Management of resources including people and product is a slippery slope that many managers navigate on a daily basis; some are more successful than others. Navigating the course of their career and managing resources is the edge of the slope is where doing what is right often can tarnish relationships and cause rift. There are those who are lost in the minefield of power and politics, some of these managers suffer not only a career crisis, often they fall on their sword in an act of career suicide. Managing the delicate balance of politics, power and influence can ensure that the manager survives their trip through the minefield. What can influence the way a manager or supervisor navigates this minefield, besides experiencing it firsthand, learning about the short comings of other managers and supervisors who share their story. During the course of the project, Tom Green and his experience at Dynamic Displays is a case study in which a student can see how to better apply power and influence to navigate the workplace and a chosen career. Where did the power players of Dynamic Displays appropriately use and miss use power and information? The Problem No two people are alike; Davis expected his replacement to be as much like he was and use his style when Green took on the promotion. It appears as though Green does everything but the expectations that Davis envisions; however, it is not evident that Davis ever clearly laid out the expectations to the subordinate. Davis having held this position prior to Green’s promotion, had expert power from his experience, skills and knowledge (French & Raven, 1959). With his experience from working many years in Green’s

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