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This case is related to HR because it deals with matters such as conflict management. Judging from the three’s characters, it is easy to see why their current problem occurred. As vice president, McDonald became too trusting with Green’s abilities despite only having minimal experience in the position he sought for.
Another reason how the case is related to HR is that it deals with the organizational structure and manager/subordinate relationship. In telling Green to keep quiet of his forecasts being overstated not only is Davis misusing his power as a superior, but he is also being close-minded. When superiors are reluctant in having their decisions challenged, subordinates are less encouraged to throw out ideas and suggestions.
This case of Dynamic Displays Company describes the problem of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based on "creative accounting" and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and Green is concerned that Davis is building a case to fire him. Green's situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is Green's relationship with the vice president, Shannon McDonald as they both are graduates of the same university.
The ideal solution to solve this conflict situation is to have a face to face meeting where each of the three main characters express his views and all come up with a win-win situation for the common interest of their company.
- Creating a win-win situation.
- Green training and assessment
before starting the new job .
- Avoiding conflict .
- HR department and recruitment.
This case occurs in the marketing department
of Dynamic Displays Company . However,it's related to HR Department .
In the case of Thomas Green, the best possible solution would be to set up a meeting with McDonald. As the company Vice President, it would be best for Green to speak directly to the head of the department, especially since it was McDonald herself who granted Green’s promotion. In this meeting, it would also help for Green to request Frank Davis’ presence, so that there are no hidden or mixed messages between the two employees.
• Focus on the process, not on the result only.
• Understand organizational chart logically.
• Don’t take sides.
• Don’t get personal.
• Think win-win.
- In 1990 / Dynamic Displays was found as a full service provider.
- In 1994 / Dynamic Displays launched a new division aimed at 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 over 1,500 self-service kiosks in use at more than 75 airports.
- In 2006 / Experts estimated the average cost for an airline passenger to check in through an agent was $ 3.02 , versus a range of $ 0.14 to $0.32 for kiosk check-in .
- The main issues are conflict management ,authority power and office politics.
- The case describes the dilemma of Thomas Green who works in a company called Dynamic Display.
- Thomas was recruited as an account executive , he was promoted as a Senior Market Specialist directly by the President Shannon McDonald .
- Frank Davis - Thomas's boss - emailed McDonald about his concerns about dissatisfied with Green's work style and performance .
- Green is willing to achieve a high selling growth for the company .
- He decided to avoid interactions with Davis.
- Example : " The environment in Dynamic Displays lacked trust "
Thomas Green: Office ,Politics and Career in Crisis