Dick Spencer Case Essay

Spencer was a im full treatment carriage of Modrow Comp each, a Canadian Branch of the Tri-American Corporation. Tri-American was a major manufacturer of primeval aluminum with integrated operations ranging from mining of bauxite through the touch to fraud of aluminum into variety of products. The guild had also make and sold refractories and industrial chemicals.The p arnt company had wholly owned subsidiaries in five founder United States locations and had foreign affiliates in fifteen opposite countries. Tri-American employed approximately 22,000 employees in the total organization. The company was governed by a age of directors. The board set general policy, which was then interpreted and applied by the several(a) plant film directors. This decentralization in organizational structure increased the license and authority of the plant managers, still increase the drag for profitability.Spencer started his occupational group in Tri-American Corporation as salesman an d he succeeded. After two years of prospering work as salesman, he became the symbol of what salesman do to be. In his career in Tri-American, he had worked as salesman, troubleshooter, assistant plant manager in English branch in London UK, plant manager in Birmingham in UK and his last position was plant manager of Modrow company in Canada. It was another ch all in allenging position in his career and he had go about hardly a(prenominal) problems regarding to management, organization culture, 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 also made and sold refractories and industrial chemicals. The parent company had wholly owned subsidiaries in five separated US locat ions 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 independent companies and decisions are decentralized. The Modrow Branch was primed(p) in a b found town in Canada. The total work forcefulness in Modrow was 1,000. This Canadian subsidiary was primarily a fabricating unit. Its main products were expose and grammatical construction products such as roofing and siding.Problem1. Resistance to interpolate by employees, this problem shows when barb as the plant manager asked the actor why he was using the saw when the material could easily be bent fifted into the barrels, resulting in saving time and equipment. And then the worker verbalize Weve never done it that way, sir. Weve always cut it. After all the berth saw are removed from the scalp area in order to adjust new method of bending rather than cutting. A few day later nib find out that workmen using slide by 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 originally plotted equipment arrived before the building was finished, employees were upset about the extent of change evaluate in their work routines with the installation of additional machinery, and in general team spirit was at low ebb.3. Culture Change Problem there is the oddment between 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 ever 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 introduce. After a frustrating year and a half, shit was sudde nly made plant manager of an old British company which had just been purchased by Tri-American.He left his commencement English assignments with meld and moved from London to Birmingham. In Birmingham, he become a plant manager and operated much 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 essay to focus/ control on relationship between production and the ask from sales by simplifying and redesign in order to increase profit. later on 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. salute Reduction Problem, by the end of his first year at Modrow, the building program had been completed, although behind schedule, the new equipment had been installed, and some revampin g of cost procedures had been incorporated. But, the financial try at this time showed as a loss. Later, all managers of the various divisions had worked tight with their supervisors and accountants in planning the budget for the following year.5. Human Relations/ interaction Problems When he worked through his first year as plant manager, incision developed the habit of strolling around the organization. He was apt to leave his mogul and appear anywhere on the plant floor, in the design theatrical role and at the plant cafeteria rather than in the executive dining room, or wherever there was activity concerned with Modrow. At first his carriage disturbed those who noted him coming and going, but later, the workers came to accept his presence and comprehend their usual activities. Supervisors, managers, and foreman, however, did not feel as comfortable when they saw him in the area.6. Different corporate culture in Canada, even though Canada is located in same geopolitical a reas, geographically and nationally Canada is different unpolished and corporate culture is bit different from USA. And light beam Spencer is American manager who started his career in USA. As we can prove from the case, prick Spencer is fundamentally very stunning to adapt different corporate culture in different countries such as UK and Canada plant career. We can see it from this conviction In recalling his first year at Modrow, Dick had felt ever 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 operating staff. At the same time he felt this subtle resistance from his Canadian work force.7. validation 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 that the Canadians he worked with resented his presenc e since he has brought in over the heads of the operating staff . In the other words, other workers couldnt live up with Dicks arrival in the company.8. Corporate innovation management, at the time of Dick Spencers arrival in the Modrow Branch, there was a lack of sizable corporate innovation management. We can see it from this sentence Prior to Dicks appointment as plant manager at Modrow, commodious plans for plant expansion and improvement had been approved and started. Altough he had not been in on the original discussions and plans, he inherited all the problems that accompany 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 expect in their work routines with installation of additional machinery, and, in general, morale was a low ebb9. Decentralization, basically this is American 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 all single things and he aimed to attend every action. In terms of HRM, this is not good character 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. excessively this creates dis-approvement from workers. We can see it from this sentence Supervisors, managers and foreman, however didnt feel as comfortable when they saw him in the area11. Lack of knowle dge in Human resource and invoice 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 soulfulness 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 at once on his face