Case Study Thomas Green: Power, Office Politics, and a Career in Crisis”

During the conversation between Ron Davis – the relatively new general manager of the machine tooling group at Parker Manufacturing and Mike – a plant manager who reported to Ron, Ron had violated some principles of supportive communication and supportive listening. First of all, Ron had violated Descriptive and Problem-Oriented principles. For example, Ron expressed his thinking and opinion about what Mike did and stated Mike’s personalities: “I think you’re too chummy with some of your female personnel” or “I think you’re creating a substandard impression by not wearing a tie” and “Having things in

Candidate Peduto displayed clarity when briefing his complete five paragraph order, however he lacked confidence and often seemed unsure of the details in which he was briefing. Candidate Peduto did not lead by example, and was the last member of his Fire Team onto the platform. His position in the fire team did not allow him to fully understand if his solution was feasible. He asked his Fire Team member “tell me if this board is long enough.” If Candidate Peduto was leading from the front and better positioned he would be able to make decision and assess the problem. It took over five minutes for Candidate Peduto to get all members of his Fire team involved in solving the problem, wasting time and not moving toward mission

2. Evaluate Dan’s evolving relationships with Scott and Henry. What “principles of best practices” did he overlook?

Grey we thought to discuss a budget issue. The meeting left me feeling not only dissatisfied but feeling as if he could have careless about informing us then about hearing himself speak. He failed to inform us about why we were even at the meeting. He rambled about how it was too hot to work outside, why did the General want to change the speed limit down range and how the Red Sox were doing. I feel like he just wasted my time because he never even mentioned the budget. He failed to prepare any set goals of the meeting. “There are three general speaking goals: to inform, persuade, and entertain.” (Elmhorst, Adler, & Lucas, 2013, p.

|Give at least two examples of how other people/team’s political behaviour in the organisation could impact on the | |

Due to a lack of verbal preparation between Andrew and Margaret, the scene becomes uncomfortable. In addition, due to there being physical and psychological noise at the party, successful communication become extremely difficult. Andrew and Margaret unfortunately did not have the important skills required for successful interpersonal communications to occur during this scene. One example of how Andrew and Margaret did not work

In chapter 1, and the videos presented to us, we learned that there are bad decisions being made at all levels of management. We assume that as executives the answers should be straightforward and easy. The reality is such that decisions made by these individuals are flawed from the beginning due to nature of thinking applied to them.

Keeping the lines of communication open will foster a positive working environment. Associates will be able to address concerns with their manager immediately, versus his or her concerns, and thoughts bottled up inside. This causes conflict and disputes to arise within a team, staff, or company. All it takes is one associate to be dissatisfied and his or her feelings can be spread throughout the team as second and third person opinions of a process or manager.

Jamie Turner faces a difficult situation at Modern Lighting Industries Inc. (MLI). The company is struggling financially and has recently been acquired by a larger firm. Turner was hired as Vice President (V.P.) of marketing and sales by company president Pat Cardullo. Turner was all but guaranteed Cardullo’s position in less than two years when he was hired. However, six months later, the young manager’s future at the company is in serious jeopardy. The root cause(s) can best be summarized as: The denigration of their relationship; which can be traced to two main issues.

Green and Davis had fundamentally different working styles. Green had a directorial approach whereas Davis was an analyser. Within two weeks of Green’s promotion, Davis complimented Green on his ideas, but did advise him to concentrate more on preparing for client meetings, developing significant support details for market analysis, which Green ignored.

Carter Racing and NASA examples discussed in the class taught us the value of the voice of dissension. While Stevens acts like the character of Tom from Carter Racing, Jack Bryant from Personnel Audit team would have been the voice of Paul. Carter should have included him on the team and listened to his experiences while talking to the employees and their managers. After all, his “on-the-ground” experience and intuition gained through the audit process was more likely to reveal the real situation than PAS or the brief audit reports. Just as NASA, after the Challenger Disaster instituted a rule that a launch could be vetoed by anyone in the team, including Jack in the conversation would have served as an antidote to overconfidence bias that would otherwise creep in.

2. Dixon did not do a best possible job in setting up an effective team. An essential elements required for a team to be successful is missing. By focusing on the goal of reducing expenses, instead of focusing on the goal of improving financial standing of the division, she made it very hard for Williams to get everyone aligned.

Question 3: What alternatives exist at this point? In Andrew’s position, what would you do? Why?

Thomas Green is an ambitious and bright individual looking to advance his career at Dynamic Displays within the

Recommendation #2: When the organization ignored Howard’s behavior and allowed it to intensify over the course of 18 years, it affected other employees and their motivational levels. His supervisor, Frank Silverton, gave up trying to get him to work on time, and he settled for getting some good work done. By doing this, it created stress and job dissatisfaction for Dan and Mel, and Vince is displaying signs of Howard’s negative behaviors. Vince is young and right out of high school, so he is learning this behavior is acceptable. Dan and Mel jumped at the opportunity to work on other projects, so they could avoid working with Howard. Dan transferred to work for the manufacturing department, so he did not have to work with Howard in engineering. In addition, Mel has soured on the company over their lack of response to Howard’s incompetent behavior, and he thinks it was wrong that they moved the surveyors out of the plant. Once the pipeline project was over, Mel dreaded working with Howard again.