Trust And Empowerment

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Trust is an essential element for team building, empowerment and managing virtual workplaces. Anchored in extensive behaviour research, we now know there are four key systems or sets of practices …

Trust is an essential element for team building, empowerment and managing virtual workplaces. Anchored in extensive behaviour research, we now know there are four key systems or sets of practices management can use to build and sustain trust. Like most change in the workplace, the initiative begins with management. The result is cultural change which will boost productivity, employee engagement and enterprise success. This 2002 presentation was part of a team building and change management program from 1997 to 2003.

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  • 1. TRUST AND EMPOWERMENT HRI Copyright 2002 Human Resources Initiatives
  • 2. Project Objectives 1. Build empowerment within the Branch. 2. Increase trust among Branch members, and between staff and the management group. 3. Build a team culture on the floor. HRI
  • 3. Learning Objectives 1. Apply principles/guidelines for trusting others and being empowered. 2. Identify opportunities to be empowered and to become empowered. 3. Use trusting behaviours. 4. Contribute toward the growth of teamwork on the floor. HRI
  • 4. Agenda • Review and discuss survey data • Discuss plan • Establish empowerment and trust guidelines • Learn to use the guidelines • Agree on period of assessment HRI
  • 5. HRI
  • 6. Empowerment • Delegation done properly! (Cont.) HRI
  • 7. HRI
  • 8. Manager Delegation Employee HRI
  • 9. Manager Delegation and Empowerment Employee HRI
  • 10. Manager Delegation and Empowerment Task Responsibility Employee HRI
  • 11. Manager Delegation and Empowerment Task Responsibility Authority Employee HRI
  • 12. Manager Accountability Delegation and Empowerment Task Responsibility Authority Employee HRI
  • 13. Empowerment (Cont.) • Delegation done properly! • Assume greater or total responsibility and authority for tasks previously completed at a more senior level HRI
  • 14. Empowerment (Cont.) • Delegation done properly! • Assume greater or total responsibility and authority for tasks previously completed at a more senior level • Avoid breaking down tasks into small pieces (over specialization) HRI
  • 15. Empowerment Guidelines 1. Identify task(s) previously done at a more senior level. 2. Identify person(s) to whom the task responsibility and authority will be passed (situational factors; career development). (Cont.) HRI
  • 16. Empowerment Guidelines (cont.) 3. Assign responsibilities and appropriate authority. 4. Manage workload and conflicting priorities. 5. Establish reasonable control and monitoring points. 6. Ensure appropriate coaching, mentoring and feedback. HRI
  • 17. Control in Empowerment Cultures Control is the basis for ensuring accountability. HRI
  • 18. Control in Empowerment Cultures Control is the basis for ensuring accountability. Control methods in team and empowerment cultures must impart trust. HRI
  • 19. HRI
  • 20. Trust Trust has become even more important because it helps us manage complexity, fosters a capacity for action, enhances collaboration, and increases organizational learning. - Robert Shaw 1997 HRI
  • 21. HRI
  • 22. Trust • Essential for: – Empowerment – Self-managed teams – Partnerships, alliances and joint ventures – Alternative work design (flexible, virtual) (Cont.) HRI
  • 23. Trust (cont.) • Willingness to be vulnerable • Level of confidence and faith • Acting on another’s word or deed • Belief in goodwill of another (Cont.) HRI
  • 24. Trust (cont.) • Is not: – Blind – Total confidence – Only predictability – Mechanical cooperation HRI
  • 25. Trust (cont.) • Is not: – Blind – Total confidence – Only predictability – Mechanical cooperation • Trust is earned! HRI
  • 26. HRI
  • 27. Can you imagine what the world would be like, if we could not trust the food we buy, the water we drink, or that the people we depend on would not manipulate or harm us? But the only way we can expect others to trust us is,we need to be trustworthy ourselves… - Sidney Madwed HRI
  • 28. Trust Guidelines • To build trust, demonstrate these four dimensions: HRI
  • 29. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring HRI
  • 30. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring 2. Evidence of benevolence HRI
  • 31. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring 2. Evidence of benevolence 3. Evidence of openness HRI
  • 32. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring 2. Evidence of benevolence 3. Evidence of openness 4. Evidence of risk taking - Mayer, Davis and Schoorman 1995 HRI
  • 33. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) HRI
  • 34. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) 2. Communicate values and purpose. (Belief systems) HRI
  • 35. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) 2. Communicate values and purpose. (Belief systems) 3. Specify and enforce rules and guidelines. (Boundary systems) HRI
  • 36. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) 2. Communicate values and purpose. (Belief systems) 3. Specify and enforce rules and guidelines. (Boundary systems) 4. Encourage information sharing and organizational learning. (Interactive systems) HRI
  • 37. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) 2. Communicate values and purpose. (Belief systems) 3. Specify and enforce rules and guidelines. (Boundary systems) 4. Encourage information sharing and organizational learning. (Interactive systems) HRI
  • 38. C’est fini HRI
  • 39. HRI
  • 40. HRI
  • 41. HRI