Dick Spencer Case Analysis

2767 Words12 Pages
Dick Spencer Case Analysis 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 mining of bauxite through the processing to fabrication of aluminum into variety of products. The company had also made and sold refractories and industrial chemicals. The parent company had wholly owned subsidiaries in five separate United States locations and had foreign affiliates in fifteen different countries. Tri-American employed approximately 22,000 employees in the total organization. The company was governed by a board of directors. The board set general policy, which was then interpreted and applied by the various plant managers. This decentralization in organizational structure increased the freedom and authority of the plant managers, but increases the pressure for profitability. Spencer started his career in Tri-American Corporation as salesman and he succeeded. After two years of successful work as a salesman, he became the symbol of what a salesman have 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 challenging position in his career and he had faced few problems regarding management, organization culture, organization conflict, organization innovation, in addition to the work-life balance that generated family issues. The main source of conflict is cultural differences the idea of him trying to improve himself as a manager. While working as a salesman for Tri-American, Spencer had an interesting career. He began his career as a salesman at Tri-American Corporation but he was always looking for a position up in the management
Open Document