Running head: THOMAS GREEN POLITICS AND CRISIS

Aileen Tsay, Douglas Wells, Grace Claudio, Jeff Liu Mgmt 102 – Managerial Org Behavior Grace McLaughlin November 17, 2011

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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

The personal relationship between these two became another source of conflict. On the one hand. On the other hand. Shannon McDonald promoted Green partially due to the fact that they graduated from the same college and were both from the same state. Shannon also seemed to lack interest in Davis’s performance reviews of Green. In addition. with a Bachelor’s degree in Economics and a six-year work . They shared a similar background. Davis prefers using memos or presentations when a meeting is set up.THOMAS GREEN POLITICS AND CRISIS decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Lastly. Their divergence in work style and personalities also contributed to the problem. Despite Green’s relationship with Davis as a subordinate. For example. As described in the case. although he lacked managerial experience. which gave McDonald more incentive to promote Green. Thomas Green is a young graduate from the University of Georgia. To avoid conflict. which altered Shannon’s judgment. the most important thing we need is trust when working in a company or collaborating with other people. Davis required his subordinates to keep him informed of their progress and schedules. lack of communication further deteriorated the situation between Davis 2 and Green. One of the problems that arose was the inconspicuous promotion of Thomas Green. they were less connected with each other for their job progress and they didn’t communicate well. Green didn’t trust Davis’s evaluation and he suspected that Davis had an intention to get rid of him. The environment in Dynamic Displays lacked trust. while Green would rather talk to his client directly or talk about things face to face. she should have provided Green with suggestions on how to improve his work ethic.

Judging from the three’s characters.THOMAS GREEN POLITICS AND CRISIS experience as an account executive. Therefore. Green should have received training so that he could understand the managerial skills needed for his position. 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. he was unable to reach the goals of the organization. he aggressively seeks to advance his position in the organization. allowing him to fully utilize his sales skills in interest of the organization. In this meeting. calling them unrealistic and unattainable. he only looks out after his own personal gains. the best possible solution would be to set up a meeting with McDonald. Instead of pursuing the goals of the organization. Another problem of Green’s was his inability to connect with the organization and refusal to follow Davis’s instructions. Frank Davis’s problem is that he feels that he is much more experienced than Green due to his long career. Davis was faced with a lack of documented numbers and failure to update his schedule accordingly. it is easy to see . Due to Green’s reluctant behavior. Green challenges Davis’s position on the growth rate forecasts for the following year. especially since it was McDonald herself who granted Green’s promotion. Although Green has little experience. so that there are no hidden or mixed messages between the two employees. using Shannon to 3 further his goals. Davis feels that Green is too inexperienced for his justification. In the case of Thomas Green. As the company Vice President. Also. it would also help for Green to request Frank Davis’ presence. it would be best for Green to speak directly to the head of the department. One solution that could have avoided the problem is that Shannon could have put Green in the new position.

In doing this. One of the contributing problems to their current situation is that Frank Davis has all but faith in his newly promoted subordinate. As an aspiring corporate leader. subordinates are less encouraged to throw out ideas and suggestions.THOMAS GREEN POLITICS AND CRISIS why their current problem occurred. Finally. along with perhaps a factual presentation on . Green was all too confident in his ideas and determination to see any mistakes in his actions. nothing will benefit him more than choosing to discuss his performance with his superiors. not only will he be able to plead his case. While Green recognizes the different options he has. When superiors are reluctant in having their decisions challenged. but he is also being close-minded. This is a reason why keeping quiet is not the best option for Green. but a personal and physical discussion of the 4 problem would avoid the possibility of having his reasons misunderstood. the previous holder of Green’s current position) Davis’ was more eager to doubt Green rather than to trust him. just because Davis is Green’s superior does not mean his forecasts are always accurate. and a sense of unity as a company. Green should come to the meeting prepared with some documented evidence of what he’s accomplished since his promotion. Collectively. each person made it difficult to have teamwork. not only is Davis misusing his power as a superior. Green should also approach the meeting as a chance to demonstrate his willingness to meet some of Davis’s demands. However. Although it may not be written that it is his responsibility to question his boss. As vice president. McDonald became too trusting with Green’s abilities despite only having minimal experience in the position he sought for. as the marketing director (not to mention. In telling Green to keep quiet of his forecasts being overstated. something an impersonal note or email would do.

A face-to-face meeting with McDonald and Davis would also allow Green an opportunity to develop a stronger political position at corporate headquarters. Given his 5 background as an economics major that graduated summa cum laude. Instead of outright dismissing Davis’s projections. Después de cinco meses de trabajo como ejecutivo de cuentas. Good or bad.THOMAS GREEN POLITICS AND CRISIS why he believes that Davis’s projections are unrealistic. Frank Davis. his ability to speak. política de la oficina y una carrera en Crisis". Green no tenía suficiente experiencia gerencial por lo que no fue capaz de afrontar problemas con base en una visión a . jefe de Green. Green está muy preocupado por la situación e hizo no cómo él debe explicar su perspectiva a McDonald 's. Of all the deficiencies that Davis has outlined regarding Green’s performance. Después se enteraron que su jefe había enviado un correo electrónico a McDonald con respecto a su preocupación por el rendimiento 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. Por otra parte. he should be more than capable of creating a quantitative report. Green’s unwillingness to “play politics” seems to be what frustrates his superiors the most. and Green needs to do a better job of managing his relationships. Green of course needs to be careful not to offend Davis anymore than he has. Análisis: Aunque verde está dispuesto a lograr un alto crecimiento de venta de la empresa. quien trabaja en una empresa llamada Dynamic Displays. Green should offer what he considers to be more realistic. but a meeting involving McDonald offers Green the chance to prove that he is not “negative and unenthusiastic” to a more neutral party. se concentró demasiado en alcanzar la meta en el lugar de observación de la situación que lo rodea. A meeting with McDonald and Davis would allow Green to use his greatest strength. verde fue promovido como el especialista de mercado directamente por el Vicepresidente de la división de viajes de la compañía Shannon McDonald. to leverage a better relationship with his superiors. politics are inevitable within human power structures. Sin embargo. Resumen: En "Thomas Green: poder. que representa el dilema de Thomas Green.

Davis fue ante la falta de números documentados y fracaso para actualizar su agenda en consecuencia. La relación personal entre estos dos se convirtió en otra fuente de conflicto. Debido a la conducta renuente de Green. ella podría haber individualmente . usar a Shannon para impulsar sus objetivos. fue incapaz de alcanzar las metas de la organización. él sólo mira hacia fuera después de sus propios beneficios personales. lo que le permite aprovechar sus habilidades de ventas en interés de la organización. Problema de Frank Davis es que él siente que es mucho más experimentado que verde debido a su larga carrera.THOMAS GREEN POLITICS AND CRISIS 6 largo plazo y estructural. Por último. Por lo tanto. También. Por un lado. Su divergencia en el estilo de trabajo y personalidades también contribuyó al problema. Otro problema de Green fue su incapacidad para conectar con la organización y la negativa a seguir las instrucciones de Davis. aunque carecía de gestión experiencia de McDonald. Davis considera que el verde es demasiado inexperto para su justificación. Thomas Green es un joven graduado de la Universidad de Georgia. Para evitar el conflicto. Uno de los problemas que surgió fue la promoción discreta de Thomas Green. mientras que el verde algo sería hablar con su cliente directamente o hablar las cosas cara a cara. Como se describe en el caso. Por ejemplo. Por otra parte. A pesar de la relación de Green con Davis como un subordinado. ella debería haberle proporcionado verde con sugerencias sobre cómo mejorar su ética de trabajo. El entorno dinámico muestra carecía de confianza. Shannon McDonald había promovido verde parcialmente debido a que se graduó de la Universidad misma y ambos del mismo estado. Una solución que podría haber evitado el problema es que Shannon habría podido poner verde en su nueva posición. Davis necesaria a sus subordinados mantenerlo informado de su progreso y horarios. Compartieron un contexto similar. agresivamente busca avanzar su posición en la organización. Verde cuestiona posición de Davis en los pronósticos de la tasa de crecimiento para el año siguiente. la falta de comunicación había deteriorado aún más la situación entre Davis y verde. 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. con una licenciatura en economía y una experiencia de seis años de trabajo como ejecutivo de cuentas. menos fueron conectados entre sí para el progreso de su trabajo y no comunican bien. Green no confiaba en la evaluación de Davis y sospechaba que Davis tenía la intención de deshacerse de él . que dio más incentivos para promover el verde. Además. llamándolos irreal e inalcanzable. Shannon también se parecía a la falta de interés en evaluaciones de Davis de verde. que altera el juicio de Shannon. Davis prefiere utilizar notas o presentaciones cuando se configura una reunión. Aunque verde tiene poca experiencia. En lugar de perseguir los objetivos de la organización. lo más importante que tenemos es confianza cuando trabaja en una empresa o colaborar con otras personas.

A juzgar por la de tres caracteres. Verde por supuesto necesita tener cuidado de no ofender a Davis ya que él tiene. que Davis sea superior de Green no significa que sus pronósticos siempre son exactos. En lugar de las proyecciones de Davis descarten absoluta. no sólo es Davis abusando de su poder como un superior. Verde debe venir a la reunión preparada con alguna evidencia documentada de lo que ha logrado desde su promoción. Mientras que el verde reconoce las diferentes opciones que tiene. subordinados son menos animados a tirar ideas y sugerencias. verde debe ofrecer lo que él considera . Cuando superiores son reacios en tener sus decisiones desafiadas. cada persona dificultado el trabajo en equipo. Sin embargo. Al hacer esto. Uno de los problemas que contribuyen a su situación actual es Frank Davis tiene todo pero la fe en su recién ascendido subordinado. misma que otorgó promoción de Green. es fácil ver por qué se produjo su problema actual. pero una reunión de McDonald ' s ofrece verde la oportunidad de demostrar que no es "negativo y entusiasmado" a una parte más neutral. Como el Vicepresidente de la compañía. Esta es una razón por qué callar no es la mejor opción para el verde. En esta reunión.THOMAS GREEN POLITICS AND CRISIS hablado a Davis y verde creando una situación de ganar-ganar para ellos y alinear sus objetivos individuales con los objetivos de la organización. Como Vicepresidente. sería mejor para el verde hablar directamente con el jefe del Departamento. por lo que no hay ningún mensaje oculto o mezclado entre los dos empleados. también ayudaría a verde solicitar la presencia de Frank Davis. algo haría una nota impersonal o por correo electrónico. Colectivamente. 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. Como un aspirante a líder empresarial. como el director de marketing (sin mencionar. 7 En el caso de Thomas Green. Verde debe haber recibido capacitación para que él pudiera entender las habilidades directivas necesarias para su posición. junto con tal vez una presentación fáctica sobre por qué cree que las proyecciones de Davis son poco realistas. Aunque no se puede escribir que es su responsabilidad a la pregunta de su jefe. y un sentido de unidad como una empresa. verde era todo demasiado confiado en sus ideas y determinación para ver los errores en sus acciones. McDonald ' s se convirtió en demasiado confiado con capacidades de verde a pesar de sólo tener experiencia mínima en la posición que él buscó. nada le beneficia más de elegir para discutir su actuación con sus superiores. la mejor solución posible sería establecer una reunión con McDonald ' s. el anterior titular de la posición actual de Green) Davis estaba más ansioso por dudar de verde en lugar de confiar en él. sobre todo porque fue McDonald ' s. En decir verde callar sus previsiones siendo exagerado . Por último. Green también debería acercarse a la reunión como una oportunidad para demostrar su voluntad de cumplir con algunas de las demandas de Davis. pero también está siendo cerrado.

THOMAS GREEN POLITICS AND CRISIS más realista. Dados sus antecedentes como una economía mayor que se graduó summa cum laude. es inevitable en las estructuras de poder humanas y verde necesita hacer un mejor trabajo de gestionar sus relaciones. Política bueno o malo. falta de voluntad de verde para "jugar a la política" parece ser lo que más frustra a sus superiores. 8 . su capacidad para hablar. De todas las deficiencias que Davis ha expuesto en cuanto a rendimiento de Green. Una reunión con McDonald ' s y Davis permitiría verde con su mayor fortaleza. para aprovechar de una mejor relación con sus superiores. 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.

and Influence LDR 610 Brian Lahargoue April 05. Politics.THOMAS GREEN POLITICS AND CRISIS 9 Thomas Green Politics and Crisis Lance Calkins Grand Canyon University Power. 2011 .

Green’s expectation was that he did not have to answer Davis’ request as long as he could justify later his actions. As stated by McDonald.THOMAS GREEN POLITICS AND CRISIS Thomas Green Politics and Crisis Green and Davis’ Differing Expectations 10 Davis and Green’s expectations were quite different. Davis was clear as to his expectations. Davis's expectations included creating market strategy for the region versus meeting and/or exceeding 2008 sales expectations with existing products. and you will have to coordinate between several different functions and layers of corporate management. Green also had the expectation that his personal friendship with the Division Vice President Shannon Mc Donald would override Davis’ direction. but Green continued to work as if he was an Account Executive versus a Senior Market Specialist. Unfortunately. . which might impact the following year's sales. 2008). 2008). Green focused much of his time on new software technology. not evaluating the new expectations or goals of his newly assigned position. In their first initial meeting to discuss Green’s progress in his new role. As Green did not agree with the sales projections of Davis. but not this year’s expectation (Sasser. and he also expected consistent communication from Green regarding information on current clients and reports. Davis expected Green to think more globally." (Sasser. Green moved into his new position with the same thought process that was successful for him in the past. and he also explained to Green what his role should be as a Senior Market Specialist. Davis again outlined where Green had fallen short in his performance. 2008). "This new job will require you to think strategically as well as tactically. 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. He even gave him an example from another region (Sasser. In their second meeting.

McDonald may have been swayed by the college alumni connection and Green's apparent salesman charm. His agenda may have also included proving to McDonald that a poor decision was made in the hiring of Green without his input. Green is a very interesting study. Green lacked maturity at the organizational level as well as the leadership level.” He thought McDonald was his mentor and protector. He wanted to continue to be successful to the organization. McDonald simply wanted to see her division succeed and her subordinates work together for a common goal and for the good of the company. giving him a free reign to conduct business as usual. there was no respect on Green’s part. 2008). From the beginning of Green’s relationship with Davis.THOMAS GREEN POLITICS AND CRISIS Individual Agendas Davis wanted to meet and/or exceed corporate expectations for 11 his regions by continuing with the 10 % growth of CAGR as had occurred in the previous 5 years (Sasser. Davis wanted respect for his seniority within the organization and conveyed to Green he is the boss and expected his suggestions are followed through. which may be considered “laissez-faire. 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). He wanted to succeed but on his own terms. An example of . He was young and lacked managerial experience. He wanted to handle his accounts as he did before his promotion.

” (Sasser. 2008). Davis uses coercive power as he is somewhat resentful of Green. Thus he is going to show Green who is boss and must comply with his 12 standard or be terminated. but also because he believes he is a fair-haired boy who did not earn his position. Davis needed to spend more time mentoring and coaching Green to understand the importance of teamwork and good communication. 2008). Green used McDonald’s legitimate power to disrespect Davis and flaunt his relationship with McDonald. When he is dealing with McDonald he uses referent power. he operates in both the referent and expert power at different times. by the way he was hired. As a fellow employee observed who had worked with Green on new product creation. According to McShane. Davis also could have influenced Green with his vast knowledge of the corporation and communicated his past success. As to Green.THOMAS GREEN POLITICS AND CRISIS this can be seen when Green spoke negatively about Davis to other members of the corporation that caused division amongst other employees (Sasser. 2008). “…clients are starting to ask me for hard data… Thomas [Green] doesn’t really work that way. He also uses legitimate power as his position puts him in direct authority of Green. As she knew she was taking a . and when he is responding to Davis he uses expert power. Power Bases McDonald uses legitimate power coupled with reward power (McShane. 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. McDonald could have also used her expert power by being a better mentor to Davis.

Davis used his coercive power to try and bring Green into compliance. The way Davis conducted business with Green and the manner in which Green dismissed his own boss caused resentment and eventually termination or the 13 resignation of the employee.THOMAS GREEN POLITICS AND CRISIS chance on Green. she should have been more hands on. Had Green utilized referent power with Davis. Had Davis used reward and expert power. became very authoritative. Davis felt he had no other options and due to his frustration with Green. checking in regularly with both Green and Davis. there may not have been quite the rift between the two quite so soon. Green may have been more willing to learn. In the end. . as he lacked managerial experience and was skipping an entire “normal protocol” level in the organization.

Harvard Business Publishing . A. Leadership theory and practice (fifth ed.. and a career in crisis.THOMAS GREEN POLITICS AND CRISIS References 14 McShane. L. (2010). (2008). Beckham. H. (2008). M. Organizational behavior (5th ed. Thomas green: power. Sasser.). W. & Von Glinow. Inc.). California: SAGE Publications. S. P. New York: McGraw-Hill Northhouse. G.. office politics.

algo dificil de conseguir.. [8:30:53 PM] frank alca: se le debio ascender pero explicando bien el pq y sus nuevas funciones. [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. [8:26:27 PM] Helbert Medina Espinoza: por lo general....el jefe en lugar de evaluar objetivamente. [8:22:39 PM] Helbert Medina Espinoza: cuando se tiene feedback ese tema se toca al ultimo y se enfoca como oportunidades de mejora... ... en el feedback....coincido que uno debe planetarse planes metas pero basadas en referencias...su prespectiva era solo directriz no de vendedor...THOMAS GREEN POLITICS AND CRISIS 15 Helbert Medina Espinoza: definitavamente.los directores suelen tener alcances mayores. [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. [8:24:35 PM] Pamela Casahuaman Malca: si ese tn es un punto.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....muchas veces las lineas de referencia son necesarias......solo se dedica a resaltar lo que no le gusta de su trabajo.....no evalua sus objetivos. 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..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... [8:28:27 PM] Pamela Casahuaman Malca: exacto! [8:30:45 PM] frank alca: yo ceo que su ascenso no fue del todo bueno.

eso no quiere decir que no reporte. [8:32:25 PM] frank alca: a veces se confunde los terminos personal de confianza [8:32:37 PM] frank alca: .. debe estar especificado en algun lado...pero en realidad la lectura no indica que se le asigno uno.... [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. [8:36:27 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 .. el tema de reportar.... [8:32:52 PM] Helbert Medina Espinoza: en la lectura no queda claro que tenga un tutor.. [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.THOMAS GREEN POLITICS AND CRISIS 16 [8:31:12 PM] frank alca: el ponerle un tutor implica que tendra a quien reportar y a su vez de quien aprender.. [8:32:55 PM] frank alca: sino que tiene suficiente capacidad de decisiones sobre algunas acciones.inclusive Davis no lo queria desde el inicio ya que el teneia en mente a otra persona.a quien tenia que reportar..solo Mcdonalds le dice que le faltaba gestion. [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..pero quien le daria el enfoque de gestion seria un gerente de linea... [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.en cambio los gerentes a los cuales les explico el problema le comentaron que se mantenga su posicion..

[8:37:19 PM] Pamela Casahuaman Malca: bueno y ahora [8:37:23 PM] Pamela Casahuaman Malca: q debe hacer green 17 [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.el ejefe es el responsable.THOMAS GREEN POLITICS AND CRISIS [8:36:55 PM] Pamela Casahuaman Malca: cosa q no lo hicieron [8:37:02 PM] Helbert Medina Espinoza: cierto... .. [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. [8:38:09 PM] Helbert Medina Espinoza: yo creo que era su responsabilidad reportar las proyecciones de Davis. [8:40:37 PM] frank alca: no implica el sacar cuerpoo....porque todo reportar al jefe quejandose.. [8:38:11 PM] frank alca: y ver que es lo mas conveniente para la empresa. y poner cada uno calro su posicion.en lugar de manejar el tema con el colaborador.pero Davis no tiene ese enfoque. [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. [8:40:19 PM] Pamela Casahuaman Malca: claro ellos deben hablar y dar soluciones [8:40:25 PM] frank alca: mm entonces por ahi va el tema.....

. ver su plan d trabajo 18 [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 ...THOMAS GREEN POLITICS AND CRISIS [8:40:51 PM] Pamela Casahuaman Malca: sip [8:41:09 PM] Helbert Medina Espinoza: entons de acuerdo. [8:42:01 PM] frank alca: entonce concluyamos [8:42:04 PM] frank alca: acciones a tomar [8:42:37 PM] Pamela Casahuaman Malca: poner las cosas claras con su jefe.conforme con lo discutido chicos.

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