What is your analysis of Thomas Green’s actions and job performance in his first five months? What mistakes has he made? Thomas Green doesn’t have much to show for after his first five months on the job. I feel Mr. Green was the 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, 2008. One of Mr. Green’s biggest mistakes was publicly disagreeing with Mr. Davis’ sales growth projections.
Mr.Green’s performance decreased drastically after this meeting. Mr. Green, in my opinion, spent the next several months complaining about the inflated sales goal, and trying to get others in Dynamic Displays to see his point of view. During Mr. Green’s second month performance evaluation, Mr. Green and Mr. Davis spoke about several things he 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 Mr. Green felt like he was being micromanaged he was very reluctant to do what Mr.Davis had suggested.
Mr. Green did not heed his boss’s advice about using hard data and presentations. Mr. 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. 2. What actions, if any, would you recommend for Thomas Green to take? (Be sure to explain WHY these are the actions he should take. ) Mr. Green’s first plan of action should be to complete the self-evaluation of his performance that Ms. McDonald, Mr.Davis’ boss, asked him to complete.
The Essay on Pay for Performance Best Practices
Best practice can be defined as an idea that suggests that there is some sort of technique, method, process, incentive or reward which is considered to be more useful at producing the desired outcome or result for the company than any other technique, method or a reward etc. The performance best practice is mostly done through checklists or rating scales etc. so that the desired outcome can be ...
Mr. Green should use the points Mr. Davis suggested when completing the self-evaluation, because this is how upper management will be viewing him as well. Furthermore, I feel Mr. Green needs to listen to Mr. Davis more. Mr. Davis was in the same position he was just a few months earlier and was successful at what he did. Mr. Davis is trying to be a charismatic and transformational leader when he is setting these lofty and long term goals for Mr. Green.
Mr. Davis has set these goals because he is held accountable for Mr.Green and is trying to make Mr. Green as efficient as he can. I would recommend that Mr. Green begins following the instruction of Mr. Davis because it seems to me that his job security is on the line. Mr. Davis is a very task oriented fact driven leader; Mr. Green will not look very productive to Mr. Davis if he is unable to complete these tasks. Of the two leadership behaviors Mr. Davis is more of the initiating structure, which is proven to increase job performance. When looking at Fiedler’s Contingency Theory it is clear that Mr.Davis is a task oriented leader because of the amount of control he desires.
I feel Mr. Green is more familiar with management having a consideration behavior. He feels that Mr. Davis cannot trust him with handling his job. That being said, Mr. Green, with his job on the line, needs to change his approach to his Senior Market Specialist position. If he is unable to follow the requirements that Mr. Davis seeks of him, I feel he should set up a personal meeting with Mr. Davis and Ms. McDonald to go over some of the problems that are troubling him with this business relationship.
