OTD – Case Study 01

Integrative Case 5.0 Dick Spencer

Group Members:

Sara Nasir F20BB041

Adnan Rasheed F20BB016
Mobisha Javaid F20BB022
Sharjeel Ahmed F20BB037
Ahmed Aslam F20BB040
 Introduction
• Dick Spencer, a successful businessman and vice president at a large
manufacturing firm, shared frustrating experience from his time as plant
manager of Modrow Company, a Canadian branch of Tri-American
Corporation.
• At Modrow, with a workforce of 1,000, the focus was on fabricating
aluminum products like foil, roofing, and siding. Anticipating higher sales, the
plant had modernized and developed new siding patterns.
• Despite the high costs, the expected returns justified the investment.
However, to boost profitability, the plant manager emphasized cutting
expenses, making cost reduction a priority for all employees.
 Dick Spencer As A Salesman
• Dick Spencer became the plant manager of Modrow, a Canadian branch of Tri-American,
two years after the start of its modernization plan.

• He had been with Tri-American for 14 years and quickly rose through the ranks. With a
master's degree in Business Administration, he started as a salesman and soon landed a
contract, making him a top performer.

• His success was attributed to his looks, charm, and golfing skills, as much as his business
acumen. Despite setting high standards and being well-liked, by the end of his second year,
the constant travel and selling made him question his future.
 Troubleshooting
• Successful Transition: Dick transitioned to a special assistant role, tackling
troubleshooting assignments effectively.

• Reputation Change: His tough measures earned him a reputation as a ruthless

headhunter, contrasting with his previous amiable salesman image.

• Leadership Approval: Despite his harsh reputation, Dick received praise from the
vice president and acceptance from the company president.
 Management Responsibilities
• New Assignment: Three years after his switch from sales, Dick became
assistant plant manager of an English branch.
• Limited Authority: Dick's directives to update performance were
hampered by limited power and authority.
• Management Approach: After a year and a half, he was promoted to
plant manager, As plant manager, Dick implemented training, simplified
methods, and focused on production.
 Challenges and Adaptation
• Dick faced challenges inheriting ongoing plant expansion.

• Construction delays, upset employees, and low morale.

• Initial skepticism from employees due to predecessors' reputations.

• First year spent catching up, attending meetings, and reading reports.

• Developed habit of strolling around the organization to observe and

acquaint.
 Pressures and Reflection:
• Felt pressure from Canadian workforce and home office expectations.

• Neglected family due to work demands, leading to strain in personal life.

Struggled with balancing relaxed approach and necessary directives.
• Misunderstandings with accounting staff on management style.
• Highlighted incidents reflecting the challenges and adjustments in his role.
• Concluded with insights on the impact of his management style on various
aspects of his life.
 The Siding Department Incident - Key Points
• Discovery: Dick noticed inefficiencies in scrap disposal, prompting him to propose
a cost-saving solution.

• Proposal: Dick suggested bending scrap instead of cutting, aiming to

streamline operations and reduce expenses.

• Management Response: Initially met with resistance, management eventually

agreed to trial the proposed method.
 Implementation and Resolution
• Challenges: Foreman raised objections and struggled with implementation hurdles.

• Action: Dick took decisive action by ordering the removal of power saws to
enforce cost-saving measures.

• Outcome: Despite intentions, the new approach led to unintended consequences,

highlighting the importance of thorough planning and implementing change.
 Conclusion
• Adaptability and Leadership: Dick Spencer's journey at Modrow demonstrates
the importance of adaptability and effective leadership in navigating challenges
and driving organizational change.
• Personal Reflection: His transition from salesman to troubleshooter to plant
manager highlights the need for self-reflection and continuous improvement in
professional development.
• Lessons Learned: Through various roles and experiences, Dick learned the
value of persistence, innovation, and communication in overcoming obstacles
and achieving success.
 Recommendations
• Continuous Training: Implement ongoing training programs to equip
employees with the skills needed to adapt to changing environments and
technologies.
• Transparent Communication: Foster a culture of transparent communication
between management and employees to address concerns, facilitate
collaboration, and drive org’s goals effectively.
• Empowerment and Accountability: Empower employees with decision-
making authority and hold them accountable for results to promote ownership,
and efficiency in achieving organizational objectives.