In the assigned case of Dick Spencer, we look into the personal and professional life of Dick Spencer, who performed sales and managerial roles. We will analyze the factors that contributed to his success in sales and tribulations as a manager. A variety of factors contributed to Dick Spencer’s success and tribulations. We will thoroughly analyze each factor, examine each issue, and provide a recommendation. Specifically, we will examine the issue with the Siding Department. Prior to being a plant manager with Tri-American Company, Dick Spencer was a sales person for the company. He received a Master’s Degree in Business Administration from a well know university at the age of twenty-two years old. At the very start with Tri-American Company, …show more content…
Managers and supervisor did not get comfortable with Dicks routine. Dick would be sure to bring any issue to managers and supervisors. He felt under heavy pressure and believed that the home office and the president were keeping a close eye on him. This drove Dick to withdraw into the plant and cut of his second wife and child from his life. It is clear that a goal that Dick is a cost cuter but he has not made it clear what he manages. Managers do not describe themselves simply as a manager but qualify their occupation by referring to exactly what they manage (Hales, 1986). Dick has not described what he actually manages, which is an important statement he must make to take the role of manager (Hales, …show more content…
What the situation calls for is employee involvement which would lead to autonomy, more productivity and employ enablement, this can be achieved by performance management (Jaine, 2014). According to Jaine (2014), “To connect two ends of the rope, a knot is required; to make it lengthy and useful for long run” (p. 42). Implementing performance management can spur cooperation and obedience in the siding department and even the plant as a whole. Gabris and Giles (1983) research also supports the importance of performance incentives and its role in relieving conflict, so much more that it trumps human relations methodologies. Furthermore, it indicates that lack of performance incentives shows weak organizational objectives, behaviors, structural arrangement (Gabris & Giles, 1983). The importance of performance incentives have a dramatic influence on an organization yet it so simple that it may be dismissed. Usually, salespeople get commission for their performance. This could have been the reason why Dick did so well but we are not entirely sure. Performance incentives can solve Dick’s troubles however, without more information we cannot dive deeper into the issue. The siding department supervisor could have had personal problem or employees could have been physically incapable or Dick’s request. However, as mentioned before, incentives are usually all you
Dick was 33 years old and he did not have the best character. Dick was one who
When employees were asked, what factors could be changed at USAA to help maintain employee motivation levels, a couple of them answered with, “higher wages” and “more money”. This response corroborates other studies regarding pay which state surveys will more likely under emphasize the importance of pay relative to other motivational factors. (Rynes, Gerhart & Minette, 2004). “Financial incentives had by far the largest effect on productivity of all interventions. For example, pay was four times more effective than interventions designed to make work more interesting.” (Rynes, 2004). One reason for this phenomenon is social desirable responding. It should be noted, that although pay may be under reported, the results indicate other factors are also important for employee
For this particular project I selected a topic covered in one of the chapters in the book, “The Exceptional Manager” in chapter one and show how this topic is illust...
Unlike Perry, Dick actually had a very nice childhood with a family who loved him. When Detective Nye was questioning Dick’s parents, Mr. Hickock began explaining the life of Dick, starting with him being “‘an outstanding athlete… always the star player. A pretty good student, too, with A marks in several subjects’” (Capote 166). Although Dick had a much better childhood than Perry, he still had a very limited ability to feel compassion compared to Perry’s instinct to nurture. Dick’s lack of consideration is shown greatly when Perry recounts the events of the murder and tells the detectives that Dick said “‘I’m gonna bust that little girl.’ And I [Perry] said ‘Uh-huh. But you’ll have to kill me first… He says ‘What do you care? Hell, you can bust her, too’” (Capote 243). Dick had no regard for other people or how they feel, while Perry intervened with Dick’s self-interest in order to consider the emotions of the Clutters. Even after the murders, Dick felt no remorse for what he and Perry had just done, only feeling that they had “scored” by getting a little bit of money. The life and development of Dick show that even a nurturing environment may not contribute to a compassionate soul. The instinct to nurture may not always come from surroundings, as Dick shows, but beliefs and religions show that nature and nurture are a part of each other and both contribute to the development of a
Terri Briggs has been around the block. For the past twenty years she has been an accountant, a customer service person, a specialist and a manager. All of which she did with Masco Cabinetry. She has spent time in the “trenches” working her way up the corporate ladder while obtaining her Bachelor’s degree in Management and Organizational Development from Spring Arbor University. Terri is a Certified Human Resource Specialist and a Six Sigma Green Belt. Today Terri is the Manager of the Contract Review Center for Masco Cabinetry. Her experience in accounts receivable, human resources, and now in contracts have given her a wide range of knowledge about Masco Cabinetry. For these reasons, she was an excellent subject to interview.
After seven years in college, Tommy Callahan, who isn’t exactly the sharpest tool in the shed, finally graduates with a BA. He moves back to Ohio, where his dad owns an Auto Parts company. Despite his ineptitude, because his father owns the company, Tommy gets shot straight to the top of his father’s company. Not long after returning home, Tommy finds out his father is getting remarried. The excitement of having a new family is cut short when Tommy’s father dies of a stroke on his wedding day. Though the death of his Dad is troubling, there is little time to mourn. The family Auto Parts company relied heavily on the salesmanship of Tommy’s father, and without his drive and guidance, the company is in danger of getting bought out by a bigger corporation. With no experience to back him, and an academic past that does more to damage his credibility that establish it, Tommy volunteers to fill his father shoes, “ I know I’m probably not the answer you guys are looking for but I feel like I oughta do something.” (Tommy Boy). The board has little confidence in Tommy, but they don’t have a better alternative, so Tommy sets out with the best of intentions, to save his fathers legacy, and the livelihood of his home town. Eventually Tommy succeeds in saving the business, exposing corruption in the process.
In this paper, I will write my answers to questions pertaining to Case 7, Mary Corey and Case 16, Kathy’s temper. These found in the textbook The Management Training Tool Kit.
In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are
Corporations are looking for new ways to improve employee performance as well as remain competitive. Pay for performance is one method some businesses are utilizing to improve employee performance. Performance-based compensation exists when compensation is tied directly to that portion of an individual’s performance that can be effectively measured. There are a number of ways in which this may be accomplished and a number of examples as well how it is applied. One of the oldest examples is taken from the ancient Egyptians, where slaves working in the pyramids were given bread for superior performance. Payment of commission for sales production is one of the methods used today.
Fred’s sales territory spanned across eastern Pennsylvania and western New Jersey, and as an added bonus for any sales role, he had a charming personality and used this skill in developing relationships with secretaries and nurses of medical institutions. He was very efficient in his work and would not waste the customer’s time when he would call on businesses. He also had a wealth of knowledge on the products he sold, and
Richard, DeVos, The Relevance of Chester Barnard for today?s manager. Graduate School of Management, Northwood University.
The sales incentive plan was a critical part of G.E.’s sales force plan. Each salesman had a portion of his earnings dependent on his performance with respect to quota as well as Barr being awarded a bonus based on the sales performance of his district.
Richard E.Boyatzis, The competent manager: A model for effective performance (John Wiley & Sons, Inc. 1982), PP.190-191
Q1. What types of decisions must Chad Thomas make daily for his company’s operations to run effectively? Over the long run?
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.