Dick Spencer

Case #1 Dick Spencer

Case overview

Dick Spencer was plant manager of Modrow Company, a Canadian branch of the Tri-American Corporation, which is a large manufacturing company. Tri-American have 22,000 employees in total in five separate United States locations and also had foreign affiliates in fifteen different countries. The company was governed by a board of directors which included the chairman, vice-chairman president, and twelve vice-presidents.

Dick Spencer is a very successful salesman in Tri-American for 14 years. His looks, charm, and golfing abilities made his success. After successful career experience, he began to upset and want to change the direction for the rest of working life. Spencer became a special assistant in troubleshooting role. Because of his effort, he become the plant manager later. He aggressive cost cutting and staffing reductions and always go around to inspect the followers’ working condition, it reduce the employees’ moral quickly. He adopt micromanagement and not effective managing-by-walking around. (Buller & Schuler, 2003, p. 9-14)

Major issues

In order to solve problem Spencer faced now, some critical issues must be addressed. It is included, Spencer’s micromanagement style, employees resistance to change and low morale in enterprise.

Spencer’s Micromanagement Style

The micromanager, the self-appointed, beneficent overseer of all staff operations, would posit that he or she is merely exercising efficient, necessary oversight, indispensable for ensuring successful task completion.( Presutti, 2006,p34) Spencer admit that he is not good at accounting and human relations, he treat himself as a micromanager and take action by the walking around to make up this weakness and “to know in detail the accounting procedures through long hours of concentration and detailed...