Thomas Green Essay

Words: 1340
Pages: 6

Thomas Green: Power, Office Politics, and a Career in Crisis
Individual Case Analysis

Kay Saeteurn
BUSA 305-01
Dr. Catherine Pratt
November 17, 2008
Thomas Green: Power, Office Politics, and a Career in Crisis
Individual Case Analysis Power is the capability that A has to influence the behavior of B so that B acts in accordance with A’s wishes,[1] especially dependency power where a certain individual has something of importance, scarcity, and non substitutable, that another person seeks for. Thomas Green and Frank Davis both display individual power over one another causing a conflicting relationship without completing their task, which lead to a political war involving outside group members. In March of 2007, Thomas Green
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On numerous occasions, Green has expressed concerns about Davis to managers and friends outside his scope of work. It is clear that there are no work incentives or clear performance feedback evaluation systems installed at that organization. Green’s lack of trust in Davis’ evaluation and McDonalds’ intentions caused a higher level of defensive behavior. At one point Thomas was avoiding contact and interactions with Frank. Green has negative feelings toward the organization is skeptical about the changes McDonald might make. This calls for improvements in the organization. Some recommendations Thomas Green and Frank Davis should take are setting a structured organization and providing a better use of power tactics. Exhibit 14.2 in Robbins and Judge’s Organizational Behavior text book explains that in order to positively influence by direction, a person and organization needs to experience rational persuasion. Evaluating logical arguments and explanations toward a behavior will decrease a downward influence on direction. The most effective power tactics are collaborating between rational persuasion, inspirational appeals, and consultation.[4] Another strong recommendation is to set organizational goals and rules to govern power and initiate flow. Setting goals in an organization decreases role ambiguity. When there are fewer limits and employee behaviors are not clearly defined, employees