(STUDY CASE (1)خاص بــــ (تجارة انجليزى)

Up to this point I have been doing very well. At 27 years of age.
I'm a chief of an economic analysis branch in the United Automobile Manufacturing Company. I was hired personally by John Roman, my division chief, who interviewed me at the university where I was completing my MBA. John had expressed interest in several of my qualifications: BA in economics from an outstanding university, four years of work experience as an analyst in industry, and a specialty in information systems while working on my MBA.
When I entered on duty three months ago, John gave me guidance as follows: "Economic analysis function and processing at United need updating. Analysts are substantive experts and do not comprehend the importance of management, nor the possible application of information systems to managerial decision making. They resist suggestion that they can augment their activities by using computers. After you have three to six months to learn your job, you are to come up with recommendations for organizational and procedural changes in your branch. You are to keep in close contact with your peers, the other branch chiefs in the division, all of whom have been with the company for five or more years. (Their responsibilities were almost identical to mine, except each branch had different economic specialties.)
assumed my responsibilities with great energy and soon saw many possibilities for developing the effectiveness of my branch. I worked evenings and weekends on a new plan. As I developed ideas, I would try them out on each of the other branch chiefs. They were helpful and responsive. One objection did arise from Carl Carlson chief of Branch B, who criticized some of the information system suggestions. (Carl was regarded in the division as the next man in line for John's job.) At the end of three months with United, I presented my plan to my entire branch in a briefing session, complete with a statement of objectives, and expected results. In response to my request for their reactions, two people spoke up.
One was Elsie Eden, who was a contemporary of John and the branch chiefs (I had heard she would have had my job if she had been willing to take an extensive computer training program.) The other was Russ Merrrywood, also an old timer, who had been passed over for advancement (I had also heard that Russ had money and was not too committed to his job, although I find that his work is excellent.) My plan was well thought out, and further clarification of various details appears to satisfy all questions raised. On a Wednesday afternoon I gave the same oral briefing to John (division chief), who showed enthusiasm and pleasure. He promised me an early decision and asked for a copy of my written report for further study.
On Thursday afternoon I received the report back with the notation, "Sound great proceed soonest with entire plan with the exception of Para. 6, which I wish to study further" (Para. 6 contained an information system suggestion concerning which Carl had expressed disapproval to Dan.)
I spent Friday in meeting with my branch, making initial plans for implementing the new program. Over the weekend I continued on my own to make final plans. Early Monday morning I was asked to come to the division chief office. I then learned that John had reversed his decision, and no changes were to be put into effect at this time. John appeared rather brisk and said he did not have time to discuss the decision. Later that day, I learned that John had attended a dinner party at Russ's house over the weekend.
What are some possible explanations for the events described in the case? In other words, what are some possible reasons for Dans's problems at the United?