DICK SPENCER CASE STUDY
INTRODUCTION:
Dick Spencer Was plant manager of Modrow Company, a Canadian branch
of the Tri-American Corporation.primary aluminium was a major producer of Tri-
American Corporation.The company had also made and sold refractories and industrial
chemicals.
Approximately 22,000 employees were employed by Tri-American.The company
was governed by a board of directors which included the chairman, vice-president and
twelve vice-presidents.However, each of the subsidiaries and branches functioned as
independent units.
The Modrow branch where Dick Spencer was working is located in a border town
in Canada.The total work force in the branch was 1,000.This Canadian subsidiary was
primarily a fabricating unit.Its main products were foil and building products such as
roofing and siding.In anticipation of estimated increases in building product sales,
Modrow had recently completed a modernization and expansion project.
Dick Spencer had received a Master’s degree in Business Administration from a
well Known university at the age of twenty-two.Upon graduation he had accepted a job
as salesman for Tri-American .Dick Spencer had been with the Tri-American Company
for fourteen years.His progress within the organization was considered spectacular by
those who knew him well.
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In his first year as a salesman at Tri-American, he succeded in landing a single, large
contract which put him near the top of sales-volume leaders.The second year of his
career,he continued to set a fast pace. Although his record set difficult goals for the other
salesmen, he was considered a regular guy by them.Dick began to experience some doubt
about his future by the end of the second yerar of constant traveling and selling.
Dick had met the president of Tri-American during his first year as a salesman at a
company conference. Although their contacts were infrequent after the conference, their
easy relationship seemed to blossom the few times they did meet. By the end of his third
year with the company Dick was convinced that he wanted a change in direction. As
usual, he and the president spent quite a bit of time on the golf course during the annual
company sales conference.Some time later, Dick approached president formally with a
request for a transfer out of the sales division.The request by Dick surprised his
president.
Management Responsibility
Dick was given an assignment as assistant plant manager of an English
branch of the company after Dick’s switch from sales.Dick and his family were accepted
with reservations into the community life as well as into plant life. Dick was appointed as
a plant manager.He operated much as he had in his trouble shooting job for the first
couple of years of his change from sales to administration.By the end of the third year the
company showed a small profit for the first time in many years.Because he felt that the
battle was won he requested transfer back to the United States. The request was partially
garnted when nine months later he was awarded as a junior vice president and was made
manager of a subsidiary Canadian plant,Modrow.
Although he was not in the original discussions and plans, he inherited all the
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problems that accompany large scale changes in any organization .Dick described several
incidents when he had disappointd, frustrated, or confused his wife and family by
forgetting birthdays,appointments,dinner engagements, etc.He descrbed a pattern of
behaviour which resulted from continuing pressure and frustration.
According to my point of view I think that Dick Spencer has lack of trust in his
job,less power and he has stress,frustration,organizational change and more over family
problems.
Industrial Morale:
Dick Spencer has low morale.The state of spirits of Dick exhibited by
confidence,discipline and willingness to perform assigned tasks are low .
According to the Sumner H.Slichter,The Industrial Morale is
closely related to the state of contenment or unrest of the working force,the two are not to
be confused.Industrial morale refers to the degree of cooperation extended by the
employees of an enterprise to the management in the course of their work, the interest
they manifest in their work, and in the enterprise in which they are employed. The test of
industrial morale is the degree of cooperation extended by the men to the management in
the operation of the plant.
Micro Management:
Dick Spencer has the tendency of managing the staff. He was involved
of doing the things that were not necessary to him. This made irritating to the sub-
ordinates of him.
According to Mats Alvesson and Stefan Sveningsson article tells that
managers as positioning themselves and their work interms of leadership in a large
knowledge intensive company. The significance of contemporary discourse on leader
ship, practical aspects of managerial works . Micro Management often results in some of
the dominant notions of leadership, for example, the leader as a consistent essence, a
centered subject with a particular orientation to work. They suggest a less comfortable
view of managers aspiring to adopt ,but partly failing to secure leadership identities and
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coherent view of their work.
References
Industrial Morale
Sumner H. Slichter
The Quarterly Journal of Economics, Vol. 35, No. 1. (Nov., 1920), pp. 36-60.
Micro Management
• Alvesson, Mats 1995 Management of knowledge-intensive companies. Berlin: de Gruyter .
• Alvesson, Mats 2001 `Knowledge work. Ambiguity, image and identity’ . Human Relations 54/7: 863-886
