Organizational Behavior Emotions, Attitudes, Stress

EMOTIONS, ATTITUDES, STRESSOrganizationalBehavior: Emotions, Attitudes, StressAuthorInstitutionEmotions,Attitudes, StressTransact Insurance companyvice president Leon failed to minimize the resistance inherent inemployees to his organizational change that consequently, employeesfailed to meet their requirements of the philosophies therein. Theemployee doubted his commitment to the change that made the employeesnot meet the requirement. When the annual survey was done, theirchange to resistance increased. The managers were upset with poorreflections that increased the likelihood to save face and resistregarding Jim directives. Also, Jim shared too much information fromsurveys that hurt the reputation of the management and employeesrelationship. For the organization to fulfill their ultimate goal toimprove customer services and competitiveness, Jim needs to find away of motivating them.Thefactors were detracted from the organizational culture through lowmorale of the organization that indicated there was no culture,positivity nor trust in the organization. The manager and Jimexemplify the lack of culture when the manager emphasized on throughthe annual surveys but rather the thought of low survey and believedthat it would never take place. The manager and values of Jim werecontradicting and having diverse values in a company it hindersfoundation of an efficient organization. It is imperative to assesswhat worked in transacting change initiative. Transact InsuranceCorporation presents an aristocratic culture showing that it isauthoritarian in the sense that the company has the low input of theemployees and controlling top-down management (Aghdasi, Kiamanesh, &ampEbrahim, 2011).

Themesand pattern of exploring organizational behavior are some employees,and some managershad disputes. The two managers quit. The three managers are asked toput down their position. The managers didn`t feel well since theirindividual comments were shared. Theimperative aspects of the process of change relevant to OB topicwhere Jim could do differently to achieve were from bad work tobetter work. On the process of change, there is no evidence on howstress influences changes. The cognitive attitude process assists assto understand the change. Thus, we change our feeling and attitude toreduce (Griffin&amp Moorhead, 2011).

Theaspects are important, and there are diverse recommendations on whatactions and behaviors on his part. To implement the new policies, itis better for Jim to communicate with workers and present detailsregarding policies in that both employees and managers have a conciseperception. Jim could encourage the team work and also enhanced theconnection between the managers and the employees through initiatingactivities such as crew and parties meeting. Instead, of askingemployees to judge the performance of the manager, Jim could haveencouraged individuals to get involved in team work and bringoptimization in the working environment where everyone has anopportunity to coach performance (Cropanzano,Rupp &amp Byrne, 2003).

IfLeon is a strength-based approach, he might have avoided some of thefailures in the leverage of success and change process. Jim couldn`tkeep the promise as the manager, and he had not prepared the solutionof the outcome. TIC could give a reward and incentive systemfor both regarding the workplace stressor isolation, high workloadsand self privacy right. The strengths need to be managed in that theyare not overbearing or overused (Griffin &amp Moorhead, 2011).

Regardingthe strength based approach, Jim could focus on positive behaviorsuch as encouraging the engagement through implementing positivepolicies and having crews that includes allowing every worker to haveopinions in the company that is advantageous to the majority ofworkers inclusive of employees and managers.


Cropanzano,R., Rupp, D. E., &amp Byrne, Z. S. (2003). The relationship ofemotional exhaustion to work attitudes, job performance, andorganizational citizenship behaviors. Journalof Applied Psychology,88(1),160

Griffin,R., &amp Moorhead, G. (2011). Organizationalbehavior.Cengage Learning.

Aghdasi,S., Kiamanesh, A. R., &amp Ebrahim, A. N. (2011). EmotionalIntelligence and Organizational commitment: testing the mediatoryrole of occupational stress and job satisfaction. Procedia-Socialand Behavioral Sciences,29,1965-1976.