verde problema
THOMAS GREEN:
POWER, OFFICE POLITICS, AND A CAREER IN CRISIS
Another long day at the office had drawn to a close. Thomas green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside dynamic displays corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster. When green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one- year anniversary with the company. His boos, frank Davis, had sent the division vice president, Shannon McDonald, two scathing emails criticizing green´s performance. Green and Davis had yet to see eye to eye on work styles or market trend. Tension had also risen when green did not enthusiastically endorse the sales forecast made by Davis. Green felt the forecasts were either overly optimistic or outright fabrications.
Before he left for the day, green had reread the series of emails regarding his performance and was certain that Davis was setting him up to be dismissed. Davis´s most recent email had made it clear to green that his position as a senior market specialist was in jeopardy. He did not have much time to rectify the situation. McDonald had emailed a formal request to him that afternoon, asking for his perspective on his performance and how he was going to improve the situation. With this in mind, green started his commute home and began to analyze what went wrong and what he could do save his job.
Company and industry background
A dynamic display was founded in 1990 as a provider of self-service options to bank via automated teller machines. In 1994, dynamic displays launched a new division aimed at the travel and hospitality industry, and deployed their first self-service check-in kiosk for discover airlines. In 2007, dynamic displays travel and hospitality division had 60% market share with
POWER, OFFICE POLITICS, AND A CAREER IN CRISIS
Another long day at the office had drawn to a close. Thomas green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside dynamic displays corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster. When green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one- year anniversary with the company. His boos, frank Davis, had sent the division vice president, Shannon McDonald, two scathing emails criticizing green´s performance. Green and Davis had yet to see eye to eye on work styles or market trend. Tension had also risen when green did not enthusiastically endorse the sales forecast made by Davis. Green felt the forecasts were either overly optimistic or outright fabrications.
Before he left for the day, green had reread the series of emails regarding his performance and was certain that Davis was setting him up to be dismissed. Davis´s most recent email had made it clear to green that his position as a senior market specialist was in jeopardy. He did not have much time to rectify the situation. McDonald had emailed a formal request to him that afternoon, asking for his perspective on his performance and how he was going to improve the situation. With this in mind, green started his commute home and began to analyze what went wrong and what he could do save his job.
Company and industry background
A dynamic display was founded in 1990 as a provider of self-service options to bank via automated teller machines. In 1994, dynamic displays launched a new division aimed at the travel and hospitality industry, and deployed their first self-service check-in kiosk for discover airlines. In 2007, dynamic displays travel and hospitality division had 60% market share with