Dick Spencer

Only available on StudyMode
  • Download(s) : 230
  • Published : February 6, 2013
Open Document
Text Preview
Dick Spencer Case Analysis
Jeremy G. McConnell
Texas A & M University – Commerce
September 5, 2011

Dick Spencer Case Analysis
Dick Spencer, a successful salesman within the Tri-American Corporation has decided to move his career to another level and take on the challenges of joining the management ranks. While Dick Spencer was a very effective salesman he soon found out that being a manager meant more than just walking around telling others what to do. In this case analysis four key issues will be addressed. * Micromanagement

* Low Morale
* Work-life balance and issues stemming from family stress * Resistance to Change
The four issues stated above were identified in this case analysis as being some of the key contributors to some of the troubles Dick Spencer has experienced while learning how to become an effective manager. With the use of research this paper will show that if these four areas were addressed differently Dick Spencer’s outcome and experience in the plant could have been much different. Micromanagement

One of the fastest ways to ruin your reputation as a manager is to become a micro-manager. In a straight talk article Sal Marino stated: “Micromanagers manage with rules, ratios, percentages, matrixes, formulas, guidelines, models, and straitjacket budgets. They are control freaks whose tools are pronouncements, policies, demands, and dictums. They manage by memorandum.(1998)” The last thing an employee would like to see is their supervisor practicing any of the characteristics Sal Marino stated above. In business, like most things in life, there is a hierarchy, food chain, or chain of command that all of us must work or live in. It is just as important for a manager to understand and respect the chain as it is for subordinates too. Dick Spencer’s background in sales and most of his career has been self-managed. He was use to working in an environment where he saw issues and had to make the changes himself. Taking those same practices into management has caused him to almost ignore and not respect the chain of command within the organization. When changes needed to be made Dick Spencer should have addressed these changes to his shift supervisors, and then let them make the changes to their individual teams of employees. Dick’s role as Vice President in the Modrow Company plant came with the responsibility of the overall success of the business. By focusing on a small portion of the process, changing the way scrap metal was being disposed of, Dick took away the supervisors role of implementing change. In this instance Dick had identified an area were productivity could be increased in the form of man-hours being used in a more productive way. Dick Spencer tried to implement the changes himself rather than identify them to his management team. This is one instance where he was being viewed as a micromanager. Micromanagers are more concerned with the process by which a task is completed, and less with the results that are achieved (Wright, 2000). Dick Spencer’s actions in the end caused the process to be even less efficient due to the employee’s resistance to change, which will be discussed later on in this case analysis. Many times in an organization micromanagement is seen from the top-level executives all the way down through front line management. There can be an expectation for things to be ran this way, because that’s the way they have always been ran. Robert Wright (2000) stated that this could change first with front line management if they focus on four key strategies: be flexible, establish SMARTER goals, be results-oriented, and be a player/coach. From these characteristics SMARTER goals can be easily implemented. SMARTER goals are Specific, Measurable, Attainable, Realistic, Timely, and Easily Remembered. By adjusting goals within the organization it can be clear what the expectations are for the organization. For an employee it is important to feel a sense of...
tracking img