Power refers to A's ability to affect B's conduct in alignment with A's desires.[l] Dependency power is particularly significant when an individual possesses something valuable, unique, and irreplaceable that another individual desires. Thomas Green and Frank Davis demonstrate independent power that leads to a contentious association, obstructing their job and prompting a political dispute with external group members.
In March 2007, Dynamic Displays hired Thomas Green as an account executive. In a span of four months, Green successfully completed a contract for Journey Airlines. He then attended a week-long promotion training at the company's headquarters, where he met with Shannon McDonald, Vice President of the Travel Division, who promoted him to Senior Marketing Specialist. Shortly after, Green had a meeting with Frank Davis, Marketing Director, and attended Davis' Budget Plan meeting on October 8th.
McDonald receiv
...ed an email from Davis with regards to Green's personality issue, following disagreements about Davis' regional sales goals.
Frank Davis relies on Thomas Green as Davis requires Green's expertise in identifying industry trends, evaluating new opportunities and establishing sales in order to accomplish his task.
The issue between Thomas Green and Frank Davis arose due to these influences.
In his past positions, Thomas Green has exhibited a strong desire for ambition and advancement within the company. However, this enthusiasm, coupled with his lack of necessary skills to fulfill his responsibilities, caused tension between him and Davis. Both Frank and Thomas have distinct working styles and personalities - Frank composes memos and proposals for client meetings, while Thomas presents ideas on the spot. [2] It should be noted that the organization they work for lacks a clear structure.
During
his initial week as a Senior Marketing Specialist, Green dedicated his time to scrutinizing sales for the year-to-date. Meanwhile, Davis anticipates that Green will use his time preparing for client meetings and creating proposals. Davis exercises his formal power to direct Green, resulting in Green exhibiting defensive behaviors. The roles of both individuals, as marketing director and senior marketing specialist, rely on Senior Marketing Specialists for gathering information. Thus, Green possesses dependency power over Davis.
The absence of structure within the organization led to a conflict between Davis and Green as Davis could have reported to the other two marketing specialists for sales information. In terms of power tactics, individuals use various methods to translate power bases into specific actions. Frank Davis relies on Legitimacy and pressure, which are two of the nine distinct influence tactics, to accomplish his goals and get Thomas Green to perform his work to the best of his ability. Legitimacy power involves relying on one's own authority position within the organization. [3]
- Davis is Green's boss.
As per the organizational policies and rules, Davis holds a higher position compared to Green. Hence, it is reasonable for Green to follow Davis' directions. An instance of Davis exerting legitimate power over Green is evident in the various email complaints made to Shannon McDonald. By persuading McDonald that Green isn't fulfilling his duties, Davis prompts her to ask Green for a self-evaluation. Davis continually puts pressure on Green regarding his work schedule.
conflicting relationship, Green engages in political behavior by sharing his negative thoughts about Davis with others outside their work group. The low trust environment, unclear performance evaluation systems, high pressure performance, and zero-sum reward allocation practices at Dynamic Displays all contribute to Green's political behavior.
Green has frequently voiced worries to both managers and friends outside of his work about Davis. The organization seems to lack work-based motivators and effective feedback evaluation methods. Due to Green's lack of confidence in Davis' assessment abilities and McDonalds' motives, he became more defensive. Green even went as far as to avoid any contact or interaction with Frank at one point. As a result, Green harbors unfavorable attitudes towards the organization and regards any changes made by McDonalds with skepticism.
- This calls for improvements in the organization.
There are certain suggestions that Thomas Green and Frank Davis should consider. These include establishing a structured organization and utilizing power tactics more effectively. According to the Organizational Behavior textbook by Robbins and Judge, rational persuasion is required for directing influence in a positive manner. By evaluating logical arguments and explanations pertaining to behavior, the negative influence of direction can be reduced. The combination of rational persuasion, inspirational appeals, and consultation is the most efficient form of power tactics.
- Each individual sought company from outside group members.
The mass conflict between Thomas Green and Frank Davis originated from their issues. Properly using power tactics can be effective, and even employees with lower status can hold a significant amount of power over those with higher status. Both organizational factors and the amount of power an individual holds
can influence their political behavior. It is important to keep power and political differences within the involved group.
References
- Beckham, H. , ; Sasser, E. W. Thomas Green: Power, Office Politics, and a Career in Crisis. Boston, MA: Harvard Business School Publishing.
- Judge, T. ; Robbins, S. (2009). Organizational Behavior. Upper Saddle River, New Jersey: Pearson Education.
- Definition provided in chapter 14, page 451 of Robins and Judge's Organizational Behavior text book.
- According to a market specialist who had accompanied Green on his meetings said, "Thomas is great when it comes to selling the clients on his idea. He is very charismatic and can think quickly on his feet. " (p. 5, "Thomas Green: Power, Office Politics, and a Career in Crisis.
- Robbins and Judge ( p. 456 to 457) [4]Robbins and Judge (p. 458)
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