caso thomas green ensayos completos
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Running head: THOMAS GREEN POLITICS AND CRISIS 1
Aileen Tsay, Douglas Wells, Grace Claudio, Jeff Liu
Mgmt 102 – Managerial Org Behavior
Grace McLaughlin
November 17, 2011
Case Study #3 – Thomas Green
Summary: In
“Thomas Green: power, office politics, and a career in Crisis”, It depicts the dilemma of Thomas Green
who works in a company called Dynamic Display. After five months of working as an account executive,
Green was directly promoted as the Senior Market Specialist by the vice president of the company’s
travel division Shannon McDonald. However, Frank Davis, Green’s boss, did not intend to choose Green
as the new senior market specialist and he is very unhappy about Green’s performance and working
attitude three months after the promotion. After Green learned that his boss had been emailing
McDonald regarding his concern about Green’s performance, Green was very worried about the situation
and did not how he should explain his perspective to McDonald.
Analysis:
Although Green is willing to achieve a high selling growth for the company, he concentrated too much
on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have
enough managerial experiences so he was not able to deal with issues based on a structural and long-
term view; that's why he decided to avoid interactions with Davis instead of making improvements or
rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and
THOMAS GREEN POLITICS AND CRISIS 2
personalities also contributed to the problem. For example, Davis prefers using memos or presentations
when a meeting is set up, while Green would rather talk to his client directly or talk about things face to
face. In addition, lack of communication further deteriorated the situation between Davis and Green.
Despite Green’s relationship with Davis as a subordinate, they were less connected with each other for
their job progress and they didn’t communicate well. Lastly, the most important thing we need is trust
when working in a company or collaborating with other people. The environment in Dynamic Displays
lacked trust. On the one hand, Davis required his subordinates to keep him informed of their progress
and schedules. On the other hand, Green didn’t trust Davis’s evaluation and he suspected that Davis had
an intention to get rid of him.
One of the problems that arose was the inconspicuous promotion of Thomas Green. Shannon
McDonald promoted Green partially due to the fact that they graduated from the same college and
were both from the same state. They shared a similar background, which gave McDonald more incentive
to promote Green, although he lacked managerial experience. The personal relationship between these
two became another source of conflict, which altered Shannon’s judgment. Shannon also seemed to
lack interest in Davis’s performance reviews of Green. To avoid conflict, she should have provided Green
with suggestions on how to improve his work ethic.
As described in the case, Thomas Green is a young graduate from the University of Georgia, with
a Bachelor’s degree in Economics and a six-year work experience as an account executive. Although
Green has little experience, he aggressively seeks to advance his position in the organization, using
Shannon to further his goals. Instead of pursuing the goals of the organization, he only looks out after
his own personal gains. Another problem of Green’s was his inability to connect with the organization
and refusal to follow Davis’s instructions. Due to Green’s reluctant behavior, Davis was faced with a lack
of documented numbers and failure to update his schedule accordingly. Therefore, he was unable to
THOMAS GREEN POLITICS AND CRISIS 3
reach the goals of the organization.
Frank Davis’s problem is that he feels that he is much more experienced than Green due to his
long career. Green challenges Davis’s position on the growth rate forecasts for the following year, calling
them unrealistic and unattainable. Davis feels that Green is too inexperienced for his justification.
One solution that could have avoided the problem is that Shannon could have put Green in the
new position, allowing him to fully utilize his sales skills in interest of the organization. Also, she could
have individually spoken to Davis and Green creating a win-win situation for them and aligning their
individual goals with the organization’s goals. Green should have received training so that he could
understand the managerial skills needed for his position.
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. 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. As an aspiring corporate leader,
Green was all too confident in his ideas and determination to see any mistakes in his actions. Finally, as
the marketing director (not to mention, the previous holder of Green’s current position) Davis’ was
more eager to doubt Green rather than to trust him. Collectively, each person made it difficult to have
teamwork, and a sense of unity as a company.
While Green recognizes the different options he has, nothing will benefit him more than
choosing to discuss his performance with his superiors. In doing this, not only will he be able to plead his
THOMAS GREEN POLITICS AND CRISIS 4
case, but a personal and physical discussion of the problem would avoid the possibility of having his
reasons misunderstood, something an impersonal note or email would do. One of the contributing
problems to their current situation is that Frank Davis has all but faith in his newly promoted
subordinate. 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 is a
reason why keeping quiet is not the best option for Green. Although it may not be written that it is his
responsibility to question his boss, just because Davis is Green’s superior does not mean his forecasts
are always accurate.
However, Green should also approach the meeting as a chance to demonstrate his willingness to
meet some of Davis’s demands. Green should come to the meeting prepared with some documented
evidence of what he’s accomplished since his promotion, along with perhaps a factual presentation on
why he believes that Davis’s projections are unrealistic. Green of course needs to be careful not to
offend Davis anymore than he has, but a meeting involving McDonald offers Green the chance to prove
that he is not “negative and unenthusiastic” to a more neutral party. Instead of outright dismissing
Davis’s projections, Green should offer what he considers to be more realistic. Given his background as
an economics major that graduated summa cum laude, he should be more than capable of creating a
quantitative report.
A face-to-face meeting with McDonald and Davis would also allow Green an opportunity to
develop a stronger political position at corporate headquarters. Of all the deficiencies that Davis has
outlined regarding Green’s performance, Green’s unwillingness to “play politics” seems to be what
frustrates his superiors the most. Good or bad, politics are inevitable within human power structures,
and Green needs to do a better job of managing his relationships. A meeting with McDonald and Davis
THOMAS GREEN POLITICS AND CRISIS 5
would allow Green to use his greatest strength, his ability to speak, to leverage a better relationship with
his superiors.
Resumen: En "Thomas Green: poder, política de la oficina y una carrera en Crisis", que representa el dilema de Thomas Green, quien trabaja en una empresa llamada Dynamic Displays. Después de cinco meses de trabajo como ejecutivo de cuentas, verde fue promovido como el especialista de mercado directamente por el Vicepresidente de la división de viajes de la compañía Shannon McDonald. Sin embargo, Frank Davis, jefe de Green, no tenía la intención de elegirlo y está muy contento con el rendimiento y actitud de trabajo tres meses después de la promoción. Después se enteraron que su jefe había enviado un correo electrónico a McDonald con respecto a su preocupación por el rendimiento de Green. Green está muy preocupado por la situación e hizo no cómo él debe explicar su perspectiva a McDonald 's.
Análisis: Aunque verde está dispuesto a lograr un alto crecimiento de venta de la empresa, se concentró demasiado en alcanzar la meta en el lugar de observación de la situación que lo rodea. Por otra parte, Green no tenía suficiente experiencia gerencial por lo que no fue capaz de afrontar problemas con base en una visión a largo plazo y estructural; es por eso que decidió evitar interacciones con Davis en lugar de mejorar o reconstruir su relación con la Davis después de que Davis le criticaron primero. Su divergencia en el estilo de trabajo y personalidades también contribuyó al problema. Por ejemplo, Davis prefiere utilizar notas o presentaciones cuando se configura una reunión, mientras que el verde algo sería hablar con su cliente directamente o hablar las cosas cara a cara. Además, la falta de comunicación había deteriorado aún más la situación entre Davis y verde. A pesar de la relación de Green con Davis como un subordinado, menos fueron conectados entre sí para el progreso de su trabajo y no comunican bien. Por último, lo más importante que tenemos es confianza cuando trabaja en una empresa o colaborar con otras personas. El entorno dinámico muestra carecía de confianza. Por un lado, Davis necesaria a sus subordinados mantenerlo informado de su progreso y horarios. Por otra parte, Green no confiaba en la evaluación de Davis y sospechaba que Davis tenía la intención de deshacerse de él.
Uno de los problemas que surgió fue la promoción discreta de Thomas Green. Shannon McDonald había promovido verde parcialmente debido a que se graduó de la Universidad misma y ambos del mismo estado. Compartieron un contexto similar, que dio más incentivos para promover el verde, aunque carecía de gestión experiencia de McDonald. La relación personal entre estos dos se convirtió en otra fuente de conflicto, que altera el juicio de Shannon. Shannon también se parecía a la falta de interés en evaluaciones de Davis de verde. Para evitar el conflicto, ella debería haberle proporcionado verde con sugerencias sobre cómo mejorar su ética de trabajo.
Como se describe en el caso, Thomas Green es un joven graduado de la Universidad de Georgia, con una licenciatura en economía y una experiencia de seis años de trabajo como ejecutivo de cuentas. Aunque verde tiene poca experiencia, agresivamente busca avanzar su posición en la organización, usar a Shannon para impulsar sus objetivos. En lugar de perseguir los objetivos de la organización, él sólo mira hacia fuera después de sus propios beneficios personales. Otro problema de Green fue su incapacidad
THOMAS GREEN POLITICS AND CRISIS 6
para conectar con la organización y la negativa a seguir las instrucciones de Davis. Debido a la conducta renuente de Green, Davis fue ante la falta de números documentados y fracaso para actualizar su agenda en consecuencia. Por lo tanto, fue incapaz de alcanzar las metas de la organización.
Problema de Frank Davis es que él siente que es mucho más experimentado que verde debido a su larga carrera. Verde cuestiona posición de Davis en los pronósticos de la tasa de crecimiento para el año siguiente, llamándolos irreal e inalcanzable. Davis considera que el verde es demasiado inexperto para su justificación.
Una solución que podría haber evitado el problema es que Shannon habría podido poner verde en su nueva posición, lo que le permite aprovechar sus habilidades de ventas en interés de la organización. También, ella podría haber individualmente hablado a Davis y verde creando una situación de ganar-ganar para ellos y alinear sus objetivos individuales con los objetivos de la organización. Verde debe haber recibido capacitación para que él pudiera entender las habilidades directivas necesarias para su posición.
En el caso de Thomas Green, la mejor solución posible sería establecer una reunión con McDonald ' s. Como el Vicepresidente de la compañía, sería mejor para el verde hablar directamente con el jefe del Departamento, sobre todo porque fue McDonald ' s, misma que otorgó promoción de Green. En esta reunión, también ayudaría a verde solicitar la presencia de Frank Davis, por lo que no hay ningún mensaje oculto o mezclado entre los dos empleados. A juzgar por la de tres caracteres, es fácil ver por qué se produjo su problema actual. Como Vicepresidente, McDonald ' s se convirtió en demasiado confiado con capacidades de verde a pesar de sólo tener experiencia mínima en la posición que él buscó. Como un aspirante a líder empresarial, verde era todo demasiado confiado en sus ideas y determinación para ver los errores en sus acciones. Por último, como el director de marketing (sin mencionar, el anterior titular de la posición actual de Green) Davis estaba más ansioso por dudar de verde en lugar de confiar en él. Colectivamente, cada persona dificultado el trabajo en equipo, y un sentido de unidad como una empresa.
Mientras que el verde reconoce las diferentes opciones que tiene, nada le beneficia más de elegir para discutir su actuación con sus superiores. Al hacer esto, no sólo él será capaz de abogar por su caso, pero una discusión personal y física del problema evitaría la posibilidad de tener sus razones incomprendidos, algo haría una nota impersonal o por correo electrónico. Uno de los problemas que contribuyen a su situación actual es Frank Davis tiene todo pero la fe en su recién ascendido subordinado. En decir verde callar sus previsiones siendo exagerado, no sólo es Davis abusando de su poder como un superior, pero también está siendo cerrado. Cuando superiores son reacios en tener sus decisiones desafiadas, subordinados son menos animados a tirar ideas y sugerencias. Esta es una razón por qué callar no es la mejor opción para el verde. Aunque no se puede escribir que es su responsabilidad a la pregunta de su jefe, que Davis sea superior de Green no significa que sus pronósticos siempre son exactos.
Sin embargo, Green también debería acercarse a la reunión como una oportunidad para demostrar su voluntad de cumplir con algunas de las demandas de Davis. Verde debe venir a la reunión preparada con alguna evidencia documentada de lo que ha logrado desde su promoción, junto con tal vez una
THOMAS GREEN POLITICS AND CRISIS 7
presentación fáctica sobre por qué cree que las proyecciones de Davis son poco realistas. Verde por supuesto necesita tener cuidado de no ofender a Davis ya que él tiene, pero una reunión de McDonald ' s ofrece verde la oportunidad de demostrar que no es "negativo y entusiasmado" a una parte más neutral. En lugar de las proyecciones de Davis descarten absoluta, verde debe ofrecer lo que él considera más realista. Dados sus antecedentes como una economía mayor que se graduó summa cum laude, él debe ser más que capaz de crear un informe cuantitativo.
Una reunión cara a cara con McDonald ' s y Davis también permitiría verde una oportunidad para desarrollar una posición política más fuerte en la sede corporativa. De todas las deficiencias que Davis ha expuesto en cuanto a rendimiento de Green, falta de voluntad de verde para "jugar a la política" parece ser lo que más frustra a sus superiores. Política bueno o malo, es inevitable en las estructuras de poder humanas y verde necesita hacer un mejor trabajo de gestionar sus relaciones. Una reunión con McDonald ' s y Davis permitiría verde con su mayor fortaleza, su capacidad para hablar, para aprovechar de una mejor relación con sus superiores.
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Thomas Green Politics and Crisis
Lance Calkins
Grand Canyon University
Power, Politics, and Influence
LDR 610
Brian Lahargoue
April 05, 2011
THOMAS GREEN POLITICS AND CRISIS 9
Thomas Green Politics and Crisis
Green and Davis’ Differing Expectations
Davis and Green’s expectations were quite different. Davis expected Green to think
more globally, but Green continued to work as if he was an Account Executive versus a
Senior Market Specialist. Green moved into his new position with the same thought process
that was successful for him in the past, not evaluating the new expectations or goals of his
newly assigned position. Green also had the expectation that his personal friendship with
the Division Vice President Shannon Mc Donald would override Davis’ direction. As stated
by McDonald, "This new job will require you to think strategically as well as tactically, and
you will have to coordinate between several different functions and layers of corporate
management." (Sasser, 2008). Unfortunately, Green continued to work one on one with
clients rather than concentrate on how his Account Executives could meet budget sales
expectations through various marketing strategies. As Green did not agree with the sales
projections of Davis, Green focused much of his time on new software technology, which
might impact the following year's sales, but not this year’s expectation (Sasser, 2008).
Davis's expectations included creating market strategy for the region versus meeting
and/or exceeding 2008 sales expectations with existing products, and he also expected
consistent communication from Green regarding information on current clients and reports.
In their first initial meeting to discuss Green’s progress in his new role, Davis was clear as
to his expectations. In their second meeting, Davis again outlined where Green had fallen
short in his performance, and he also explained to Green what his role should be as a Senior
Market Specialist. He even gave him an example from another region (Sasser, 2008).
Green’s expectation was that he did not have to answer Davis’ request as long as he could
justify later his actions.
THOMAS GREEN POLITICS AND CRISIS 10
Individual Agendas
Davis wanted to meet and/or exceed corporate expectations for his regions by
continuing with the 10 % growth of CAGR as had occurred in the previous 5 years (Sasser,
2008). He wanted to continue to be successful to the organization. His agenda may have
also included proving to McDonald that a poor decision was made in the hiring of Green
without his input. Davis wanted respect for his seniority within the organization and
conveyed to Green he is the boss and expected his suggestions are followed through.
McDonald may have been swayed by the college alumni connection and Green's apparent
salesman charm. McDonald simply wanted to see her division succeed and her
subordinates work together for a common goal and for the good of the company.
Green is a very interesting study. He wanted to succeed but on his own terms. He
was young and lacked managerial experience. He wanted to handle his accounts as he did
before his promotion, which may be considered “laissez-faire.” He thought McDonald was
his mentor and protector, giving him a free reign to conduct business as usual. From the
beginning of Green’s relationship with Davis, there was no respect on Green’s part. Green
had very little appreciation for the tenure of Davis in the organization as is evidenced by
his lack of response to several of Green’s requests for information (Sasser, 2008). Green
lacked maturity at the organizational level as well as the leadership level. An example of
this can be seen when Green spoke negatively about Davis to other members of the
corporation that caused division amongst other employees (Sasser, 2008). As a fellow
employee observed who had worked with Green on new product creation, “…clients are
starting to ask me for hard data… Thomas [Green] doesn’t really work that way.” (Sasser,
THOMAS GREEN POLITICS AND CRISIS 11
2008).
Power Bases
McDonald uses legitimate power coupled with reward power (McShane, 2008).
According to McShane, Davis uses coercive power as he is somewhat resentful of Green,
by the way he was hired, but also because he believes he is a fair-haired boy who did not
earn his position. Thus he is going to show Green who is boss and must comply with his
standard or be terminated. He also uses legitimate power as his position puts him in direct
authority of Green. As to Green, he operates in both the referent and expert power at
different times. When he is dealing with McDonald he uses referent power, and when he is
responding to Davis he uses expert power.
Improvement and abuse of Power Bases According to French and Raven
Davis could have turned Green around and made him a more productive employee
by using reward power when dealing with his subordinate. Davis needed to spend more
time mentoring and coaching Green to understand the importance of teamwork and good
communication. Davis also could have influenced Green with his vast knowledge of the
corporation and communicated his past success. Green used McDonald’s legitimate power
to disrespect Davis and flaunt his relationship with McDonald. McDonald could have also
used her expert power by being a better mentor to Davis. As she knew she was taking a
chance on Green, as he lacked managerial experience and was skipping an entire “normal
protocol” level in the organization, she should have been more hands on, checking in
regularly with both Green and Davis.
In the end, Davis used his coercive power to try and bring Green into compliance.
Davis felt he had no other options and due to his frustration with Green, became very
THOMAS GREEN POLITICS AND CRISIS 12
authoritative. The way Davis conducted business with Green and the manner in which
Green dismissed his own boss caused resentment and eventually termination or the
resignation of the employee. Had Green utilized referent power with Davis, there may not
have been quite the rift between the two quite so soon. Had Davis used reward and expert
power, Green may have been more willing to learn.
THOMAS GREEN POLITICS AND CRISIS 13
References
McShane, S. L., & Von Glinow, M. A. (2008). Organizational behavior (5th ed.). New York:
McGraw-Hill
Northhouse, P. G. (2010). Leadership theory and practice (fifth ed.). California: SAGE
Publications, Inc.
Sasser, W., Beckham, H. (2008). Thomas green: power, office politics, and a career in crisis.
Harvard Business Publishing
THOMAS GREEN POLITICS AND CRISIS 14
Helbert Medina Espinoza: definitavamente....en el feedback...el jefe en lugar de evaluar objetivamente...solo se dedica a resaltar lo que no le gusta de su trabajo...
[8:22:39 PM] Helbert Medina Espinoza: cuando se tiene feedback ese tema se toca al ultimo y se enfoca como oportunidades de mejora.
[8:23:14 PM] Pamela Casahuaman Malca: pero como q el solo estuvo viendo el tema d ventas
[8:23:21 PM] Pamela Casahuaman Malca: y ese ya no era su negocio no?
[8:23:43 PM] Helbert Medina Espinoza: definitavemente el jefe esta enfocado en el día a día de Thomas....no evalua sus objetivos...y el hecho de plantear un incremento del 10% en la region oriente en ventas suena a imposible ya que los ejecutivos de ventas comentaban que era...algo dificil de conseguir.
[8:24:35 PM] Pamela Casahuaman Malca: si ese tn es un punto, pero q tal dificil d conseguir sera eso
[8:25:33 PM] Helbert Medina Espinoza: no creo que el director que estaba encargado de esta region momentaneamente pudo haber conseguido incremento de ventas...su prespectiva era solo directriz no de vendedor...
[8:26:27 PM] Helbert Medina Espinoza: por lo general...los directores suelen tener alcances mayores...muchas veces las lineas de referencia son necesarias...coincido que uno debe planetarse planes metas pero basadas en referencias.
[8:26:45 PM] Pamela Casahuaman Malca: si eso si
[8:26:50 PM] Pamela Casahuaman Malca: quizas estuvo un poco alto
[8:27:09 PM] Pamela Casahuaman Malca: pero igual creo q green debio repotar todo lo q su jefe le solicitaba
[8:27:15 PM] Pamela Casahuaman Malca: ahi tb tuvo un error el
[8:27:37 PM] Helbert Medina Espinoza: ah claro...hechos que si debio reportar
[8:28:02 PM] Helbert Medina Espinoza: otro error que considero no considero fue tener en cuenta las politicas de la empresa..
[8:28:27 PM] Pamela Casahuaman Malca: exacto!
[8:30:45 PM] frank alca: yo ceo que su ascenso no fue del todo bueno.
[8:30:53 PM] frank alca: se le debio ascender pero explicando bien el pq y sus nuevas funciones..
[8:31:12 PM] frank alca: el ponerle un tutor implica que tendra a quien reportar y a su vez de quien aprender.
THOMAS GREEN POLITICS AND CRISIS 15
[8:31:41 PM] Pamela Casahuaman Malca: sip dacuerdo con lo q dic frank
[8:31:50 PM] Pamela Casahuaman Malca: green hacia lo q el queria
[8:32:02 PM] Pamela Casahuaman Malca: y se dedicaba solo a sus ventas y no a sus nuevas funciones
[8:32:12 PM] frank alca: Por otro lado.. el tema de reportar. debe estar especificado en algun lado.
[8:32:25 PM] frank alca: a veces se confunde los terminos personal de confianza
[8:32:37 PM] frank alca: .. eso no quiere decir que no reporte..
[8:32:52 PM] Helbert Medina Espinoza: en la lectura no queda claro que tenga un tutor..solo Mcdonalds le dice que le faltaba gestion...pero en realidad la lectura no indica que se le asigno uno...en cambio los gerentes a los cuales les explico el problema le comentaron que se mantenga su posicion.
[8:32:55 PM] frank alca: sino que tiene suficiente capacidad de decisiones sobre algunas acciones..
[8:33:46 PM] frank alca: entiendo que frank david es su mentor o tutor
[8:33:52 PM] frank alca: el encargado de meterlo en el negocio.
[8:34:16 PM] Pamela Casahuaman Malca: claro el es su jefe directo
[8:34:25 PM] Helbert Medina Espinoza: Davis era el director de marketing...a quien tenia que reportar....inclusive Davis no lo queria desde el inicio ya que el teneia en mente a otra persona.
[8:34:29 PM] Pamela Casahuaman Malca: y obvio debe estar enterado d todo lo q hace green
[8:35:24 PM] Helbert Medina Espinoza: deacuerdo que debia reportar...pero quien le daria el enfoque de gestion seria un gerente de linea..
[8:36:27 PM] Pamela Casahuaman Malca: creo q seria el mismo davis
[8:36:41 PM] Pamela Casahuaman Malca: osea los dos debieron sentarse y poner las cartas sobre la mesa
[8:36:47 PM] Pamela Casahuaman Malca: y ver su plan d trabao
[8:36:51 PM] Pamela Casahuaman Malca: trabajo
[8:36:55 PM] Pamela Casahuaman Malca: cosa q no lo hicieron
[8:37:02 PM] Helbert Medina Espinoza: cierto.
[8:37:19 PM] Pamela Casahuaman Malca: bueno y ahora
THOMAS GREEN POLITICS AND CRISIS 16
[8:37:23 PM] Pamela Casahuaman Malca: q debe hacer green
[8:37:47 PM] Pamela Casahuaman Malca: hablar cno davis y pues acatar lo q el le solicita
[8:37:55 PM] Pamela Casahuaman Malca: y no solo ver ventas
[8:38:06 PM] frank alca: yo creo que deben sentarse. y poner cada uno calro su posicion.
[8:38:09 PM] Helbert Medina Espinoza: yo creo que era su responsabilidad reportar las proyecciones de Davis...
[8:38:11 PM] frank alca: y ver que es lo mas conveniente para la empresa.
[8:38:15 PM] Pamela Casahuaman Malca: sino lo q realmente son sus obligaciones al nuevo puesto
[8:38:23 PM] frank alca: bajomi manera de pensar
[8:38:29 PM] frank alca: quien asume la responsabilidad es el jefe
[8:38:34 PM] frank alca: no el subalterno..
[8:38:36 PM] Pamela Casahuaman Malca: sip
[8:38:38 PM] Pamela Casahuaman Malca: asi es
[8:39:07 PM] Helbert Medina Espinoza: igual..el ejefe es el responsable..pero Davis no tiene ese enfoque...porque todo reportar al jefe quejandose..en lugar de manejar el tema con el colaborador..
[8:40:19 PM] Pamela Casahuaman Malca: claro ellos deben hablar y dar soluciones
[8:40:25 PM] frank alca: mm entonces por ahi va el tema,,
[8:40:31 PM] frank alca: una buena gestiond e recursos humanos
[8:40:34 PM] Pamela Casahuaman Malca: ya si no pasa nah pues lamentablemente tendran q cambiar a green
[8:40:34 PM] Helbert Medina Espinoza: si de hecho...
[8:40:37 PM] frank alca: no implica el sacar cuerpoo.
[8:40:51 PM] Pamela Casahuaman Malca: sip
[8:41:09 PM] Helbert Medina Espinoza: entons de acuerdo...conforme con lo discutido chicos..
[8:42:01 PM] frank alca: entonce concluyamos
THOMAS GREEN POLITICS AND CRISIS 17
[8:42:04 PM] frank alca: acciones a tomar
[8:42:37 PM] Pamela Casahuaman Malca: poner las cosas claras con su jefe, ver su plan d trabajo
[8:44:23 PM] Helbert Medina Espinoza: establecer juntos las proyecciones eso le dara enfoque de gestion
[8:45:29 PM] Pamela Casahuaman Malca: claro eso suena mas bonito