Dick Spencer - Modrow Company

INTRODUCTION

The purpose of this paper is to identify the main issues of success and failure relating to the employment of Dick Spencer at the Modrow Company. Specifically why did Dick Spencer have apparent success as a sales manager and yet his performance as a plant manager was not considered a success. We will explore the root causes of Dick Spencer’s failures as the plant manager at the Modrow Plant. Who bears the responsibility of Dick Spencer’s failure as a plant manager? What could have made Dick Spencer a more successful manager? What changes or training could have occurred to improve the overall success of Dick Spencer?

At first glance it appears that Dick Spencer was your classic over achiever. Initially everything he touched turned to gold. In his first year with the company he was among the sales leaders, this continued into his second and third years. Dick had a personal relationship with the president of the Modrow Company very early in his career. This is a very rare situation for a relatively new employee. He was looked upon as the guy that was going to be able to go up the ladder and be successful. However, his personal life did not have the successes that his business life did. He was divorced very early into his marriage by his first wife. Dick was with the company a short time and was already looking for challenges in areas other than sales. Some of his friends within the company suggested he look at the Sales Manager position as a career objective but this did not appear to interest him. After three years Dick approached the president of the company regarding a transfer out of the sales department; the president was not sure this was the right move for Dick. However the president’s lack of commitment to Dick appears to have heightened Dick’s motivation to transfer out of the sales division.

Dick was finally able to transfer out of the sales division and move into the production and administrative roles of the company. Dick was made the special assistant to the senior vice president of production. This is more of a special projects role and he was given specific problem areas to correct. He performed well in this role but gained a reputation for cutting and slashing personnel. This was in contrast to his reputation when he was in sales of a likeable, easygoing, and all around nice guy. Dick’s new boss was aware of this change in personality but the bottom line was that he produced positive results. The president of the company was also satisfied with the results.

Three years after the transfer from sales Dick was given a new assignment as an assistant plant manager in England. As an assistant manager the power of his position was significantly less than that of his superiors. His management approach to this position was not nearly as dynamic and vigorous as his prior job. His next transfer was to

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