please answer all the discussion questions
Case Study: TRANSACT INSURANCE CORPORATION lait yeat, a sew CEO was hurd by TKCy beand of decclin is ingnat the cumpumy i competiveneil atd castumer outider, tha war a ficmidable tad, bot bis atrong ieterpersieal akith and ancanm ahi-f as rememher names and purily dee to these conditiont inanagers were uscany abeet this proces, but the alo endendsed that he artatimatin wat inder coepeitne up with an asinual mervey to evaluate eash claimi manager's kerlirmanes. Thit coecerned the managen, but mont of intrudace a warvey after vetiling inas the joh Oie year afer the ctedo had becn distritated, lim ananetsed that the fird atncal arner arvil he exnducted. Ail Claims ceatre managen were suepeised but a iurvey =wold he evederset, hat bey were exen ave weried about us a pood taveline fie nict year s mivey + Itat centit: phibesply items. The conments =ere even more decuicatirg than the raing. Cemmenta ranged trom milly dicappoated to extremely critical of ibeir abims maneer Emplsen also docribed their loeg standing finntration the chanpes thas Jim had poseniend. "Wr've heard the primias helive, her niw weve lent faith, wnete ane claims afiarer: The servey neulss were went so each claims manager, the repinal directas and npphyeei as the clains centre. Jim went to their regional director, complaining that revealing the personal comments would ruin their careers. Many directors sympathized, but the results were already available to employees. When Jim heard about these concerns, he agreed that the results were lower than expected and that the comments should not have been shown to employees. After discussing the situation with his directors, he decided that the discussion meetings between claims managers and their employees should proceed as planned. To delay or withdraw the reports would undermine the credibility and trust that Jim was trying to develop with employees. However, the regional director attended the meeting in each claims centre to minimize direct conflict between the claims centre manager and employees. Although many of these meetings went smoothly, a few created harsh feelings between managers and their employees. Sources of some comments were easily identified by their content, and this created a few delicate moments in several sessions. A few months after these meetings, two claims centre managers quit and three others asked for transfers back to nonmanagement positions in TIC. Meanwhile, Jim wondered how to manage this process more effectively, particularly since employees expected another survey the following year. Discussion Questions 1. What symptom(s) exist in this case to suggest that something has gone wrong? 2. What are the main causes of these symptoms? 3. What actions should the company take to correct these problems? 0 2000 Steven L. Mcshane and Teirance J. Dogyo. This case is based on actual events in a Canacian organization, but names, industry, and some
