Airline kiosks represent a mature, saturated market. Web services do the same thing but cheaper. It was almost too easy. Our client airlines have invested heavily in our kiosk hardware and infrastructure. If you turn your attention to developing market strategy, you could put kiosks in every hotel and car rental agency in your region.
A lot. Those industries have nothing like the appetite that airlines had in the early years. Hotels are high-touch services: Customers want a human, not a kiosk. Car rental companies need no more than a few kiosks, even at high-volume airports. At last, Frank spoke. Now, does anyone object to moving on to South Central? Yes, sometimes Tom liked to shoot from the hip, but that style had helped him land some big accounts. Unfortunately, it roiled Frank.
From day one, Tom had felt like Frank was out to get him. But the problem is bigger than bad manners. This job requires more than your sales smarts. Your Outlook calendar said you were in Boston, and I got shunted to your voice mail when I called.
I will need to see your specific client-communications strategies before your sales calls, and to review all sales collateral in advance. You will stop making client calls purely to meet people. Five years ago, only about half of U. Do you know what the figure is today? End of discussion. As Tom scanned his Outlook calendar and gloomily considered updating it, he spotted an alarming new e-mail in the queue. The misunderstanding between them results in termination of Green. In , 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.
These kiosks not only reduced costs but also improved customer service, shortened passenger wait times, and provided valuable information to these travelers. But now due to web check-in facility is kiosk is facing a danger of lacking behind.
He joined the company in as an account executive with the Financial Services Solutions Division. He also held the positions such as market specialist and senior market specialist witht eh Travel and Hospitality Division. He is currently the marketing director for the Travel and Hospitality division. Davis his micromanaging his jobs. He also stressed on the fact that Mr. Green was not ready to take advise from him when he was shown previous documents and labeled all as fancy presentations and political.
He also emphasized in mail that Thomas 2 Green has been given 30 days to turn things around or there is a need for a competent replacement at his position. The situation may have arisen because Mr. Thomas Green has always performed brilliantly as an individual but for the first time he was working in a team.
He was also busy to do things in his own way rather than broadening his outlook. He also had a prior negative impression about Mr. Davis and always circumspect that Mr.
Davis was micromanaging his job as he was not allowed to choose his subordinate and was not happy with Mr. Davis could also have managed the situation pleasantly by having a one on one conversation discussing the cause of this behavior rather than pointing them out to him. Both could have rest their ego problems aside and could have worked together for the betterment of the organization. Problem Statement How can Thomas Green mend bonds with his boss and other senior for the betterment of the organization?
Making TG aware of general etiquette of being more adaptable to situations rather than taking up confined approach Making FD to be more communicative with his junior colleagues Options Close up the communication gap between Thomas and Davis through mediation by McDonald Talk personally to Davis and clear the differences between them Training to be given to Thomas Green with respect to his new position Thomas should start looking up for a different job Evaluation of options Close up the communication gap between Thomas and Davis through mediation by McDonald Thomas green and Davis had conflicting ideologies.
One was trying to bring in innovation to kiosk technology and other was trying to follow the conventional method and setting a sales target to his team. The communication gap between them has extended to a situation that there werent any talks between them. So there needs to be an arbitrator between them so that each of them can hear out each other and resolve the issue. She would be the best option as mediator into this conflict. Talk personally to Davis and clear the differences between them If Thomas was to directly head towards Davis and try to resolve the differences to save his job.
Firstly, Davis wouldnt care for Thomas because initially Thomas hurt Davis ego by open challenging him in a meeting and also Thomas didnt respond to the Daviss requests.
So, in the end Thomas would have to surrender to Davis and drop his plans of innovation on kiosks which proved to inspire his clients. Green was more focused and concerned in the problems of selling to current and prospective clients, whereas Davis expected him to invest his Page 5 Thomas Green: Power, Office Politics, and a Career in Crisis time in developing strategic marketing approaches and effective sales tactics.
As a supervisor, it is Davis expectation that Green comply with provided recommendations for changes in attitu de, behavior, and communication. McDonalds use of legitimate power may have been abused in the promotion of Green without consulting Davis.
McDonald assumed that Green will compensate for lack of experience through seeking guidance from veteran managers. He also assumed that Green work style will conform to organization's culture.
Green seems to ignore McDonalds reservation about his lack of experience and suggestion to seek out guidance from other managers. Also, Green assumed that since he had McDonalds endorsement, she would be looking out for him, and would not let him fail. Answer 5] Green doesnt have much to show for after his first five months on the job. I feel Green was most effective during the first few weeks after his promotion. He was able to accomplish a lot before the Budget Plan Meeting on October 8, Just in the second week of his promotion, Green was able to impress Davis when it came to selling his ideas to the clients.
In the first 3 months, Green spent most of his time working independently on his special software project and travelling to meet with his market specialist and clients.
According to one of the market specialist who accompanied Green to several meetings, "Thomas is great when it comes to selling the client on his ideas.
He is very charismatic and can think quickly on his feet. I can tell he has put a lot of thought into his strategies and I really like working for him. They require memos, presentations but Green does not really work that way. One of Greens biggest mistakes was publicly disagreeing with Davis sales growth projections. Greens performance decreased drastically after this meeting. During Greens second month performance evaluation, Green and Davis spoke about several things Green had been doing wrong.
Some of these problems were: not keeping an updated schedule, not following up when information is requested, and a lack of enthusiasm. Because Green felt like he was being micromanaged he was very reluctant to do what Davis had suggested. Green later received feedback from several of his sales associates that this hard data was going to be essential in closing the sales with many of the prospective clients.
Green has not been able to adapt himself well to the new role. He has not cultivated well with his superiors and did not pay much attention needed when the situation with Davis started going wrong. Answer 6] Mr. Greens first plan of action should be to complete the self-evaluation of his performance that Davis and McDonald asked him to complete.
Green should manage up by understanding Davis expectations, strengths and weaknesses, priorities, and work style. Green should evaluate and alter his attitude about authority. Green needs to talk with Davis and be clear about the goals he needs to achieve and expectations he needs to fulfill for the growth of the company.
Green needs to understand that he should conform to company standards in order be relative and involve in his team. He knows he is excellent in executing the tasks but struggle in initial structured preparation. He needs to change his perspective toward this weakness and manage it up to conform to Davis suggestions. He should consider Davis point of view that he should change his approach to his current position, be strategic, and look at a bigger picture. Following what Davis want will only provide him more insight towards his role and will help his overall development.
If he follows this attitude, Davis may not have any legitimate concerns towards his performance and may end up liking his performance. If Davis has negative intentions, he may use his power to downgrade Green but then Green can include McDonald into the conversation and McDonald will inclined towards him as he is the one who promoted Green to his current role.
This very conflicting working nature of Mr. Green made many mistakes as follows: a During the Budget plan meeting, he had given the open statement that his bosss target was totally unrealistic and impossible to meet. Most of all he is interested in the end result of the performance, not in the detailed plan or a structure of the job. He should start by apologizing to Frank for challenging him in public, then follow up by doing exactly what Frank asks and keeping him in the loop on all developments. Jeffrey Pfeffer is the Thomas D. Green was called by Mr.
Greens first plan of action should be to complete the self-evaluation of his performance that Davis and McDonald asked him to complete. What different talents and strengths are required in the new position?
Be sure to explain WHY these are the actions he should take. He commented "the only way for us to capture growth is if we can convince the airlines that our products have revenue generating opportunity and other advantages over web check-in". So there needs to be an arbitrator between them so that each of them can hear out each other and resolve the issue. Green spends a great deal of time complaining about his situation and believes and Mr.
Unfortunately, it roiled Frank. To engage Thomas in more training programs relevant to his job as he is bit inexperience for this post. Effectively managing up: Do the right thing with the right intent: You do sometimes need to help the boss develop a sense of urgency but not manipulate for your own selfish needs.
As a result, the boss got vexed with his lack of documented numbers and updating his scheduler properly. Catching his breath, he squeezed in at the long oval table, planting his iPad before him. Five years ago, only about half of U.
The room was silent. He should start by apologizing to Frank for challenging him in public, then follow up by doing exactly what Frank asks and keeping him in the loop on all developments. One of Greens biggest mistakes was publicly disagreeing with Davis sales growth projections. Action Plan 1. Green has not been able to adapt himself well to the new role.
Page 9. This didnt go well with Mr. Green wants to have authority and then work independently without following certain standards that other require. Thomas Green and Frank Davis use different working styles, and their personalities are also very different. What does he expect from his colleagues and direct reports? There is very little visibility of Greens work in the organization which also accounts for his lack of alias in the organization and his low-influence.