Question 1Joan is an accountant who opposes the introduction of a new financial control system. He has been working with the old manual system for 15 years. Now the company is introducing a new computer-based system. How would you try to change Joan's attitude towards the new system? Gibson, Ivancevich, Donnelly, and Konopaske (2012) explain that managers often need to take action to change employee attitudes because such attitudes have a negative impact on job performance. To promote positive attitude changes, managers must have trusting relationships with subordinates, effectively convey why the change is important, and try to make the changes an enjoyable experience. These authors propose that, although there are many factors that can influence attitude change, they can be described in three general ways: “trust in the sender, in the message itself, and in the situation” (p. 101). Trust is important, so the employee will be open to suggestions or messages from the manager. Employees will also be more open to the manager's suggestions if the proposed change is more appealing than the current situation. Changing an employee's attitude, like Joan's, is a very difficult task, but managers who address these three areas will have a better chance of success. To change Joan's attitude, I would first make sure I have a positive relationship with her so that trust is established. If I didn't have that relationship with her, I would find someone in the company who did. I would like to empathize with Joan about her concerns, but convey the message to her that the new system is critical to the company's continued success in an ever-changing world. I would like to reassure Joan that she is a valued employee and that the company... is halfway there... that this may include employee responsibilities, level of autonomy, employee recognition, team membership , salary and salary packages and reward systems. By inferring motivations and acting to meet employee needs, managers will be better able to encourage employees to exhibit those work behaviors desired by the organization. References Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, Structure, Processes (14th ed.). New York: McGraw-Hill/Irwin. Ming-Jer, C., & Miller, D. (2010). West meets East: Towards an ambicultural approach to management. Academy of Management Perspectives, 24(4), 17-24. doi:10.5465/AMP.2010.55206381Skiba, M., & Rosenberg, S. (2011). The disutility of equity theory in contemporary management practice. Journal of economic and business studies, 17(2), 1-19.