14.Building Trust

8/8/2019 14.Building Trust

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Speaker : Dr. Nay Zin Latt

Chairman Business Group Business Group Hotel Group. Hotel Group.

Venue : IndiaDate : 10.10.10


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2

You can not achieve the

mission without buildingTrust


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PurchasingPurchasingReal EstateReal Estate

PurchasingPurchasingReal EstateReal Estate

BuyingBuyingan Automobilean Automobile

BuyingBuyingan Automobilean Automobile

Does TrustDoes Trust

Imply Gullibility?Imply Gullibility?

Does TrustDoes Trust

Imply Gullibility?Imply Gullibility?

The Process of NegotiationThe Process of Negotiation

The Process of NegotiationThe Process of Negotiation


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5

Employer-Employer-

Employee RelationsEmployee Relations

New PsychologicalNew Psychological

ContractContract

BuildingBuilding

CommitmentCommitment

Change andChange and

InstabilityInstability

Distrust ofDistrust of

InstitutionsInstitutions

New StructuralNew Structural

RelationshipsRelationships

Why Is Trust Important?Why Is Trust Important?


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A MajorA Major

ChallengeChallenge

for Leadersfor Leaders

ThreeThreeConflicting GoalsConflicting Goals

A MajorA Major

ChallengeChallenge

for Leadersfor Leaders

ThreeThree

Conflicting GoalsConflicting Goals

RestructuringRestructuring

RestructuringRestructuring

EmpoweringEmpowering

OrganizationsOrganizations

EmpoweringEmpowering

OrganizationsOrganizations

GeneratingGenerating

TrustTrust

GeneratingGenerating

TrustTrust


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Trust TypologiesTrust Typologies

and Stagesand Stages

Thick FormsThick Formsof Trustof Trust

Thin FormsThin Formsof Trustof Trust


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DeterrenceDeterrence

BasedBased

KnowledgeKnowledge

BasedBased

IdentificationIdentification

BasedBased

Three Types of TrustThree Types of TrustThree Types of TrustThree Types of Trust


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Stages of Trust

Development

Deterrence-BasedDeterrence-BasedSome RelationshipsSome Relationships

Knowledge-BasedKnowledge-BasedMany RelationshipsMany Relationships

Identification-BasedIdentification-Based

Limited Number of RelationshipsLimited Number of Relationships

Time

A

B

Stage III

Stage II

Stage I


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The Consequences ofThe Consequences of

Trust ViolationsTrust Violations

The Consequences ofThe Consequences of

Trust ViolationsTrust Violations

On theOn the

OrganizationOrganization

On theOn the

OrganizationOrganizationOn theOn the

IntellectIntellect

On theOn the

IntellectIntellect

On theOn theEmotionsEmotions

On theOn theEmotionsEmotions


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Basic Principles of Trust

Mistrust drives out trust

Trust begets trust

Growth often masks mistrust Downsizing tests trust

Trust increases cohesion

Mistrusting groups self-destruct

Mistrust reduces productivity


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Building TrustBuilding Trust

Practice OpennessPractice Openness

Promote FairnessPromote Fairness

Express FeelingsExpress Feelings

Keep ConfidencesKeep Confidences

Be ConsistentBe Consistent

Keep PromisesKeep Promises

Tell the TruthTell the Truth

Show CompetenceShow Competence


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Regaining Lost TrustRegaining Lost Trust

SeniorLeadersSenior

LeadersMiddleLeadersMiddleLeaders


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Social base and political superSocial base and political super

structurestructure


15/27Political institutions forming thePolitical institutions forming thesocial base


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Classifying GovernmentsClassifying Governments


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Leaders as Agents of

Change

Environmental change can be the directconsequence of actions taken by leaders inan organization.

Change in theChange in the

Environment as aEnvironment as a

Two-Way ProcessTwo-Way Process


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Forces in the Global GeneralEnvironment


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Changes in Political and Legaland Economic Forces

A worldwide shift from totalitarian regimestoward representative democracies.

A strong movement from command and

mixed economies toward free marketsystems.

Opened significant expansion opportunitiesfor global business with many Western

businesses investing millions in the formerlytotalitarian countries of the now-defunctSoviet bloc and China.

h ll f i


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Challenges for Management ina Global Environment

Increasing Number of Global Organizations.

Building a Competitive Advantage

Maintaining Ethical Standards

Managing a Diverse Workforce

Utilizing Information Technology and E-commerce


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Comparative Measures of Freedom

1981 1990 1998

Free 35.9% 21.6% 40.0%

Partly Free 38.9 21.6 26.5

Not Free 20.0 40.0 33.5

Free Partly Free Not Free

Democra

cy

Tota

litarianis

m

Political Rights

CivilLiberties


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Relationship Preferences

Power distancedescribes relationship between superiors andsubordinates

Highpeople prefer little consultation

autocratic or paternalistic management

Lowconsultative styles preferred

easier to implement worker participation

Individualism versus collectivism

Individualismlow dependence on organization anddesire for personal time, freedom, and challenge

self-actualization a prime motivator

Collectivismdependence on organization

value secure physical and social environments

Influences how employees interact with their colleagues Influences marketing strategies


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UnityUnityofof

IntereIntere

stst

on Democracyon Democracy

&&

Free marketFree market

Between governmentBetween government

& citizen& citizen

In the abilityIn the ability

ConfidenceConfidence

Absolute CredenceAbsolute Credence


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Approaches to Social Responsibility


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A Final Thought

1995 Corel Corp.

Church ofChurch of

the Holythe Holy

FamilyFamily

(Barcelona)(Barcelona)

Two stonecutters were asked

what they were doing.

-The first said, Im cutting this

stone into blocks.

-The second one replied, Im on

a team thats building a

cathedral.( Old Story )


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Documents

14.Building Trust