Thomas Green Career In Crisis

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Thomas Green Career in Crisis Douglas South Grand Canyon University August 15, 2011 Thomas Green Career in Crisis Thomas Green entered a new job and encountered a new organizational culture of power, politics, and influences. Green found he was unprepared for the career he had chosen. According to McShane and Von Glinow (2101) contingency of power are needed for real power; substitutability, centrality, discretion, and visibility. Thomas Green was lacking real power. There are three key figures that created the crisis that Green feels his career is in; McDonald, Vice President, Davis, Marketing Director, and Green, Senior Marketing Specialists, each with a different power base. According to French and Raven (1960) there are five power base; legitimate, coercive, reward, referent and expert powers. McDonald as demonstrated in the article by Sasser (2008) use legitimate and referent power bases. She appeared to take Green under her wing and used her power to give him his new position (Sasser, 2008). Davis as the marking director power bases are; legitimate, expert, coercive, and referent. Davis demonstrated this to help Green with his new position; first meeting with him, encouraging and outlining his expectations. The coercive power base is used when Green does not meet the expectations of Davis (Sasser, 2008). This was demonstrated by the e-mails that were sent to McDonald about Green’s performance (Sasser, 2008). Green was promoted to senior marketing specialist; giving him legitimate power. He also has expert and referent power bases. Green is an expert in the field of sales and this is demonstrated by growth in his division. This brought him to the attention at the corporate level. He is well liked and respected by the sales people in his division (Sasser, 2008). Green career crisis is tied to the agendas of McDonald and Davis. Each one wants

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