Hrmg204 Organisational Behaviour - Free Assessment Answers

Provide a synopsis or summary of the case then respond to each of the three questions. Be sure to include a separate title page and citations, if required.
1. Write a synopsis or summary of this case in approximately.
2. Identify the forces pushing for change and the forces restraining the change effort in this case.
3. Was Jim Leon successful at bringing about change? Why or why not? 15 Marks
4. What should Jim do now?
Complete your case analysis in report format and submit to your instructor via the Dropbox tool on D2L. Be sure to correctly site any quotations that you have made. Include a separate title page with your case report. View the rubrics for the marking criteria. 11 Marks

Answer:

Introduction:

Transact Insurance companies was dealing in the automobile insurance services in Southeast United States. Company is hiring the new directors and employee to bring competitiveness in the performance of individual. The company is aiming to improve customer experience in company by giving the quality services to them. However, at present, company is facing imbalance in expected and actual performance. To meet the expectations of company, Jim was hired in organisation. With his leadership skills, he tries to improve the morale and supervision over claims manager and employees to enhance the overall performance. The employees in the organization were under pressure due to the workload and isolated working environment. Jim tries to boost up the morale of employees by seeking their feedback and comments into consideration and tries to resolve their problems. To resolve problems Jim tried strategies to be implemented in the organization, which include open door policy, using surveys in the organization to know the culture.

Forces driving for changes

TIC face reasons to implement the changes in organization. One of the reasons that force corporation to implement the change is new leadership under the guidance of Jim Leon. This is the requirement of market to implement the changes in organization according to changes done in environment. Requirement and needs of the customers are increasing day by day and they are demanding a good experience of services (Agarwal, 2014). To satisfy the customer at its most, company needs to implement a change that provides quality service. The Board of Directors aims to improve the company’s competitiveness and customer service. For this strategic plan has been made by the top level to implement the new changes in the organization.

Forces that influence the changes

There are numerous factors in TIC, which are restraining the changes in organization. The corporation is facing the issue related to organizational barriers in like personal differences, premature evaluation by the top level and distrust among the organization. All these factors made the implementation of changes difficult in the organization. Another factor that is restraining the change in the organization is the isolation and frustration faced by the employees in the organization. Employees become rigid in their nature and decision-making. They do not take any initiative to use innovative strategies to do the work and are not accepting new changes done in internal as well as external environment. There is no freedom to employees to take part in the decision-making process, which hampers the performance of employees. As employees are the one who performs all the task and activities in the organization (Christina, Dainty, Daniels & Waterson, 2014).

Outcomes of changes

The outcome of Jim in the organization was introduction of open door policy in organization. From this, the problems and grievances of employees are directly communicated to higher-level management. This made decision-making process fast in organization and employees get the best results and solution from it. Another change that Jim was introduced to the organization is Claim Management Credo by outlining the philosophy that every claim manager could follow (Hafenbrack, Kinias & Barsade, 2014).

 A list of essentials made by Jim for the claim managers in which things related to teamwork, fostering a trustworthy environment, set up of clear and set goals. This will integrate the efforts of all the organization in one direction only. This will result in the divisional structure of management, which is accountable for every decision made by them. By conducting the survey in the organization, Jim came to know the differences between the actual and expected performance. Jim tries to figure out the differences between both top level and lower level by directly communicated to the employees and their immediate superior and sharing the feedback for same (Hoque, 2014).

Recommendations

Jim is trying to develop an organization that can perform better in future course of action. Jim aims to achieve the performance target by involving the employee in decision-making process, as they are the one who actually performs in organization. Another strategy that can be used by Jim is that to set the specific goals, the target for every employee and claim managers in the organization, and ensure that goals must be achievable in nature. This will reduce the chaos and confusion in the working and brings unity to all the level of management (Ifinedo, 2014).

References

Agarwal, U. (2014). Linking justice, trust and innovative work behaviour to work engagement. Personnel Review, 43(1), 41-73.

Christina, S., Dainty, A., Daniels, K., & Waterson, P. (2014). How organisational behaviour and attitudes can impact building energy use in the UK retail environment: a theoretical framework. Architectural Engineering and Design Management, 10(1-2), 164-179.

Hoque, Z. (2014). 20 years of studies on the balanced scorecard: trends, accomplishments, gaps and opportunities for future research. The British accounting review, 46(1), 33-59.

Ifinedo, P. (2014). Information systems security policy compliance: An empirical study of the effects of socialisation, influence, and cognition. Information & Management, 51(1), 69-79.

Hafenbrack, A. C., Kinias, Z., & Barsade, S. G. (2014). Debiasing the mind through meditation: Mindfulness and the sunk-cost bias. Psychological Science, 25(2), 369-376.