Perceptual Analysis of Transact Insurance Cooperation Case

Perceptual analysis of TransAct Insurance Cooperation Case

Jim Leon was assigned as new CEO to improve the TransAct Insurance Cooperation (TIC)’s competitiveness and customer services. Jim started with efficiently and effectively visiting and investigations which an important step prior at the actual actions. Insights of how the company operate and perform are crucial aspect on the organizational changes because different companies adopted different structure and culture. The organizational changes Jim put TransAct insurance cooperation through can be improved by combing positive-base approaches with perceptual process of self-fulfilling prophecy and improving meaningful interaction within the TIC claim center.

The self-fulfilling prophecy defined that perceptual expectations about another person cause that person to act more consistently with those expectations. If combined with strength-based approach, manager’s expectation on efficient employees’ behaviours can affect employee’s working motivation and productivities. First, before Jim’ assignment, the company adopted an autocratic structure, the managers are holding more power and prides when they comparing themselves with employees. They think the employees need to be isolated into cubical to increase productivities and by this mean showing they are superior. When expectation affects supervisors’ behaviours, which eventually affects the employee’s behaviours, employees’ performances will match the expectations.  These feelings obviously contributed to the tension between employee-management relationships. At the same time, instead of letting manager to choose their own, Jim outlined the philosophies and action of effective manners that he think manager should follow. These requirements implied the blame of backslidden moral in the workplace on these managers. Therefore, the managers did not take Jim’s moral improving Credo seriously or try their best to facilitate the organizational changes. In another hand, Jim’s strategies will carried on well if he discusses and works out the philosophies with managers together without the presumptions. Getting the branch managers involved into the strategic planning organizational change will also create meaningful interaction to improve the biased perception.

The meaningful interaction is a strategy to improve the perceptions and relationship between the managers and employees. Efficient meaningful interactions can support the organizational culture growth and accelerate the organizational change. In the claim center, the managers and employees had limited communications and interactions because the autocratic organizational model and isolated working condition. Jim started well with open-door policy to encourage the employee to communicate with him without going through the direct supervisor. If Jim could take one step further and encourages more communications and interactions between him, managers and employees. As results, everyone in the claim center will less prejudiced and having more sympathy with each other. He could get everyone sit together equally to work on the organizational changing strategies, when employees, center manager and regional director all contributing their ideas and suggestions. The meaningful interaction is especially stronger when everyone works closely with relatively equal status on a shared goal, which in the TIC’s case is to improve the company’s competitiveness and customer services. This will also arose the awareness and stronger urgency for changes among the employees, especially who are providing the customer services. Another benefit of meaningful interaction is helping improve empathy. Through frequently interactions, managers will understand employee’s eager on breaking the isolated working condition. At the same time, employees will understand the thoughts and situations of managers.