: thomas_green_case_study_discussion

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The case describes the dilemma of a marketing manager, thomas green, who, after being rapidly promoted, is harshly criticized by his boss, frank. Green and davis disagree on work styles and market projections. Green believes the sales goals set by davis are based on "creative accounting" and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and green is concerned that davis is building a case to fire him. Green"s situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is green"s relationship with his boss"s boss. Green has much to blame himself for than his boss for the current situation. Thomas green has firstly failed to realize that he is not an account executive anymore, but has been promoted to a much higher level.

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