14.Building Trust
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Transcript of 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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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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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
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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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