Dick Spencer Case Essay Example for Free

whoreson Spencer Case EssaySpencer was a industrial launch manager of Modrow Company, a Canadian Branch of the Tri-Ameri buttocks Corporation. Tri-American was a study producer of primary atomic number 13 with integrated operations ranging from mining of bauxite through the processing to fabrication of aluminum into variety of products. The high society had overly made and sold refractories and industrial chemicals.The parent company had all told owned subsidiaries in five break open United States locations and had foreign affiliates in fifteen various countries. Tri-American employed approximately 22,000 employees in the total arrangement. The company was governed by a board of directors. The board set general policy, which was and then interpreted and applied by the various plant managers. This decentralization in organizational structure increased the freedom and authority of the plant managers, exclusively increase the pressure for profitability.Spencer started his career in Tri-American Corporation as salesman and he succeeded. After ii years of successful knead as salesman, he became the symbol of what salesman make to be. In his career in Tri-American, he had worked as salesman, troubleshooter, assistant plant manager in side branch in capital of the United Kingdom UK, plant manager in Birmingham in UK and his last situation was plant manager of Modrow company in Canada. It was another challenging position in his career and he had faced few problems regarding to management, organization goal, organization conflict and organization innovation. Spencer was a plant manager of Modrow Company, a Canadian Branch of the Tri-American Corporation. Tri-American was a major producer of primary aluminum with integrated operations ranging from the mining of bauxite through the processing to fabrication of aluminum into a variety of products. The company had in any case made and sold refractories and industrial chemicals. The parent company h ad wholly owned subsidiaries in five separated US locations and had foreign affiliates in 15 different countries.Tri-American employed approximately 22,000 employees in the total organization. The company was governed by a board of directors, which included chairman, vice chairman, president and 12 vice presidents. Subsidiaries and branches are organized as indep lastent companies and decisions are decentralized. The Modrow Branch was located in a border town in Canada. The total work force in Modrow was 1,000. This Canadian appurtenant was primarily a fabricating unit. Its main products were foil and building products such as roofing and siding. line of work1. exemption to change by employees, this problem shows when Dick as the plant manager asked the worker why he was using the adage when the material could easily be bent fifted into the barrels, resulting in saving time and equipment. And then the worker said Weve never d unmatched it that way, sir. Weve always cut it. Afte r all the power saw are removed from the scalp domain of a function in order to adjust new method of deflexion rather than cutting. A few day later Dick find out that workmen using go through shears to cut each strip to cut.2. Process of Production Problems. In his new position as Plant Manager at Modrow, he found that construction was slower in completion than sooner planned equipment arrived before the building was finished, employees were upset about the extent of change expected in their work routines with the installation of additional machinery, and in general morale was at low ebb.3. Culture Change Problem in that respect is the difference amidst American and British philosophy and performance within the plant. Here, he also found that his power and authority were less than those of his superiors, so he constantly found himself in the position of having to soft pedal or withhold suggestions that he would have liked to make, or innovations that he would have liked to int roduce. After a frustrating year and a half, Dick was suddenly made plant manager of an old British company which had just been purchased by Tri-American.He left his first English assignments with mixed and moved from London to Birmingham. In Birmingham, he become a plant manager and operated lots as he had in his troubleshooting job for the first couple of years of his change from sales to administration. He did some changes in Birmingham. Training and reduction programs were instituted for all supervisors and managers who survive the initial purge. He tried to centre/ control on relationship between production and the needs from sales by simplifying and redesign in order to increase profit. Later the company showed a small profit for the first time in many years. For this successfulness, then he requested transferred back to United States.4. Cost Reduction Problem, by the end of his first year at Modrow, the building program had been completed, although behind schedule, the new e quipment had been installed, and some revamping of cost procedures had been incorporated. But, the fiscal picture at this time showed as a loss. Later, all managers of the various divisions had worked closely with their supervisors and accountants in proviso the budget for the following year.5. Human Relations/ Interaction Problems When he worked through his first year as plant manager, Dick developed the habit of strolling around the organization. He was apt to leave his office and come forward anywhere on the plant floor, in the design office and at the plant cafeteria rather than in the executive dining room, or wherever there was activity concerned with Modrow. At first his bearing disturbed those who noted him coming and going, but later, the workers came to accept his presence and continue their usual activities. Supervisors, managers, and foreman, however, did not disembodied spirit as comfortable when they saw him in the area.6. Different corporate culture in Canada, even though Canada is located in same geopolitical areas, geographically and nationally Canada is different country and corporate culture is bit different from USA. And Dick Spencer is American manager who started his career in USA. As we can construe from the case, Dick Spencer is basically very stunning to adapt different corporate culture in different countries such as UK and Canada plant career. We can leave it from this sentence In recalling his first year at Modrow, Dick had matte up constantly pressured and badgered. He always sensed that the Canadians he worked with resented his presence since he has brought in over the heads of the direct staff. At the same time he felt this subtle granting immunity from his Canadian work force.7. Organization conflict in Modrow plant, there was an obvious conflict between workers and Dick Spencer. We can see it from this sentence In recalling his first year at Modrow, Dick had felt constantly pressured and badgered. He always sensed tha t the Canadians he worked with resented his presence since he has brought in over the heads of the operating staff . In the other words, other workers couldnt live up with Dicks reach in the company.8. Corporate innovation management, at the time of Dick Spencers arrival in the Modrow Branch, there was a lack of good corporate innovation management. We can see it from this sentence Prior to Dicks appointment as plant manager at Modrow, extensive plans for plant expansion and progress had been approved and started. Altough he had not been in on the original discussions and plans, he inherited all the problems that collocate with large-scale changes in any organization. Construction was slower in completion than originally planned, equipment arrived before the building was finished, employees were upset about the extent of change expected in their work routines with installation of additional machinery, and, in general, morale was a low ebb9. Decentralization, basically this is Ame rican organization type and American one is more formalistic than European. Decentralization is basically increase the pressure from parent company management. We can see it from this sentence This decentralization in organizational structure increased the freedom and authority of the plant managers, but increased the pressure for profitability10. Lack of leadership for Dick Spencer, in terms of organization leader Dick Spencer shouldnt include the all the works in the organization. He tried to do it by himself every single things and he aimed to attend every action. In terms of HRM, this is not good computer address for the good Leader. We can see it from this sentence As he worked through his first year as plant manager, Dick developed the habit of strolling around the organization. This created the conflict between him and workers. Also this creates dis-approvement from workers. We can see it from this sentence Supervisors, managers and foreman, however didnt feel as comforta ble when they saw him in the area11. Lack of knowledge in Human resource and accounting knowledge, these two courses were disadvantage for Dick Spencer in this study in MBA and these two are very important for any organization. In the other way, he can find and hire someone who can do his unknowledgeable fields such as accounting and HR.12. Too high expectation from management made pressure, we can see it from this sentence he believed that the president and his friends in the home office were constantly on the alert, waiting for Dick to prove himself or fail flat on his face