Frank Davis's Work At Dynamic Displays

Frank Davis has worked at Dynamic Displays for 17 years. He began his career as an account executive and has earned several promotions including his most recent advancement to marketing director (Sasser & Beckham, 2008). One of Davis’s greatest assets is that he has personal work experience in numerous levels within the organization which has allowed him to develop strong strategic and analytical skills over the years. Davis is highly organized and conscientious. He is responsible for providing a strategic strategy for the marketing division. In order to do this, Davis requires excessive detail planning and documentation from the senior marketing specialists. He has high expectations for the senior marketing specialists, and he requires them

He has over 6 years in experience as an account executive, and his aggressive and ambitious nature recently gained him a promotion to a senior market specialist position at Dynamic Displays. Green has no past job or educational experience in management. Green has a very different work ethic than Davis. Green focuses more on the end results of performance rather than the intermediate steps of the job he has been asked to fulfill. He does not think like an executive manager and does not see the importance of charts and data. He ignores office politics and constantly pushes the boundaries of the organization’s cultural norms by publicly challenging his boss. Green prefers to work independently and has spent most of his time working on “developing new upselling software” (Sasser & Beckham, 2008). Green is a lone wolf which has given Davis doubts about Green’s ability to lead his team. Lone wolfs are mainly focused on their personal achievements and do not possess high levels of organizational commitment (Colquitt, LePine & Wesson, 2015). Furthermore, Green loves meeting new people and enjoys the challenge of winning people over. He believes the relationships he has with his clients are more valuable than charts or graphs. He is a hard worker and is self-motivated. However, he has trouble taking directions from others or asking for

McDonald recognized this potential when she gave him the promotion. Since the promotion, Green’s performance has become insufficient and his attitude has become immature and harmful to the organization.

Green’s first step should be to follow orders and complete the self-evaluation. By trying to skip this step, Green would increase tension between Davis and himself, and he would also be proving his inability to follow directions. During his self-evaluation, he should be open and honest. He needs to step back and consider Davis’s point of view. He should admit to any wrongdoings. For example, by the end of the 5 months, Green acknowledged that Davis was right, and the charts would be essential to clients for completing the sale (Sasser & Beckham, 2008). Green needs to take responsibility for his actions.

At the end of the self-evaluation letter, he should compile a list of goals that he personally will fulfill in the next 30 days. He should also ask for a meeting with both McDonald and Davis. During this meeting, Green needs to talk through the issues presented in Davis’s performance evaluation of Green. He needs to suggest having weekly performance evaluations for the next month, and he should ask for more training in forecasting. He should also offer to take a class on how to properly lead his team. In order for Green to keep his position at Dynamic Displays, Davis needs to see that Green is willing to cooperate with