Trust And Empowerment

3,727 views

Published on

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.

Published in: Education, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,727
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
128
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Trust And Empowerment

  1. 1. TRUST AND EMPOWERMENT HRI Copyright 2002 Human Resources Initiatives
  2. 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. 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. 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. 5. HRI
  6. 6. Empowerment • Delegation done properly! (Cont.) HRI
  7. 7. HRI
  8. 8. Manager Delegation Employee HRI
  9. 9. Manager Delegation and Empowerment Employee HRI
  10. 10. Manager Delegation and Empowerment Task Responsibility Employee HRI
  11. 11. Manager Delegation and Empowerment Task Responsibility Authority Employee HRI
  12. 12. Manager Accountability Delegation and Empowerment Task Responsibility Authority Employee HRI
  13. 13. Empowerment (Cont.) • Delegation done properly! • Assume greater or total responsibility and authority for tasks previously completed at a more senior level HRI
  14. 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. 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. 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. 17. Control in Empowerment Cultures Control is the basis for ensuring accountability. HRI
  18. 18. Control in Empowerment Cultures Control is the basis for ensuring accountability. Control methods in team and empowerment cultures must impart trust. HRI
  19. 19. HRI
  20. 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. 21. HRI
  22. 22. Trust • Essential for: – Empowerment – Self-managed teams – Partnerships, alliances and joint ventures – Alternative work design (flexible, virtual) (Cont.) HRI
  23. 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. 24. Trust (cont.) • Is not: – Blind – Total confidence – Only predictability – Mechanical cooperation HRI
  25. 25. Trust (cont.) • Is not: – Blind – Total confidence – Only predictability – Mechanical cooperation • Trust is earned! HRI
  26. 26. HRI
  27. 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. 28. Trust Guidelines • To build trust, demonstrate these four dimensions: HRI
  29. 29. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring HRI
  30. 30. Trust Guidelines • To build trust, demonstrate these four dimensions: 1. Evidence of lack of monitoring 2. Evidence of benevolence HRI
  31. 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. 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. 33. Control Guidelines for a Trusting, Empowered Team Culture 1. Create and use clear standards and outcomes. (Diagnostic systems) HRI
  34. 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. 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. 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. 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. 38. C’est fini HRI
  39. 39. HRI
  40. 40. HRI
  41. 41. HRI

×