Dick Spencer Case
The Case of Dick Spencer
The Case of Dick Spencer
This case study is about Dick Spencer, Vice President of a large manufacturing firm, Tri-American Corporation. He was also a plant manager of Modrow company, the Canadian branch of the corporation. Tri-American is mainly focused on the production of aluminum and other aluminum related operations. The company has wholly-owned subsidiaries in five United States locations as well as foreign affiliates in fifteen different countries.
Tri-American was governed by a board of directors who set policy, which was then applied separately by the various plant managers, including Dick Spencer at the Modrow company. The company operates under a decentralized structure where each plant manager has considerable autonomy. This structure encourages a sense of competition among plants within the company; however, it also increased the pressure to perform and increase profitability.
Dick’s Rise to the Top
Dick Spencer started his career at the Tri-American Corporation as salesman. As a salesman, Dick excelled and was admired by fellow colleague for his charm and his great success in sales. Dick was well educated in Business Administration and had an MBA from a well-known university. As a salesman, Dick’s charm, salesmanship, and ability to communicate effectively and relate to the customers provided him with much success. Dick enjoyed his success; however, the constant travel that came with job began to take a toll on his personal life and he began to struggle with work-life balance.
After two years of successful work as a salesman, he felt it was time to grow and take a stab at something new, a more challenging position in the company. During his time there, he met the president of Tri-American and approached him about transferring out of the sales division. At first, the president was hesitant about this change because Dick was such a great salesman, but he eventually promoted Dick.
Dick was transferred into
The Case of Dick Spencer
This case study is about Dick Spencer, Vice President of a large manufacturing firm, Tri-American Corporation. He was also a plant manager of Modrow company, the Canadian branch of the corporation. Tri-American is mainly focused on the production of aluminum and other aluminum related operations. The company has wholly-owned subsidiaries in five United States locations as well as foreign affiliates in fifteen different countries.
Tri-American was governed by a board of directors who set policy, which was then applied separately by the various plant managers, including Dick Spencer at the Modrow company. The company operates under a decentralized structure where each plant manager has considerable autonomy. This structure encourages a sense of competition among plants within the company; however, it also increased the pressure to perform and increase profitability.
Dick’s Rise to the Top
Dick Spencer started his career at the Tri-American Corporation as salesman. As a salesman, Dick excelled and was admired by fellow colleague for his charm and his great success in sales. Dick was well educated in Business Administration and had an MBA from a well-known university. As a salesman, Dick’s charm, salesmanship, and ability to communicate effectively and relate to the customers provided him with much success. Dick enjoyed his success; however, the constant travel that came with job began to take a toll on his personal life and he began to struggle with work-life balance.
After two years of successful work as a salesman, he felt it was time to grow and take a stab at something new, a more challenging position in the company. During his time there, he met the president of Tri-American and approached him about transferring out of the sales division. At first, the president was hesitant about this change because Dick was such a great salesman, but he eventually promoted Dick.
Dick was transferred into
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