Speaker

: Dr. Nay Zin Latt Chairman
Business Group Hotel Group.

Venue Date

: India : 10.10.10

You can not achieve the mission without building Trust

2

What Is Trust?
• Integrity • Competence • Consistency • Loyalty • Openness

Does Trust Imply Gullibility?
The Process of Negotiation
Buying an Automobile Purchasing Real Estate

Why Is Trust Important?
Distrust of Institutions Change and Instability New Structural Relationships EmployerEmployee Relations New Psychological Contract Building Commitment
5

A Major Challenge for Leaders
Three Conflicting Goals

Empowering Organizations

Restructuring

Generating Trust

Trust Typologies and Stages

Thick Forms of Trust

Thin Forms of Trust

Three Types of Trust Three Types of Trust
Deterrence Based Knowledge Based Identification Based

Stages of Trust Development
Stage III B Stage II A Stage I

Identification-Based
Limited Number of Relationships

Knowledge-Based
Many Relationships

Deterrence-Based
Some Relationships

Time

The Consequences of Trust Violations

On the Intellect On the Emotions

On the Organization

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

Building Trust
• Practice Openness • Promote Fairness • Express Feelings • Keep Confidences • Be Consistent • Keep Promises • Tell the Truth • Show Competence

Regaining Lost Trust

Senior Leaders

Middle Leaders

Social base and political super structure

Political institutions forming the social base

Classifying Governments

Leaders as Agents of Environmental the direct Change ofchange can be by leaders consequence actions taken
an organization.

in

Change in the Environment as a Two-Way Process

Forces in the Global General Environment

Changes in Political and Legal and Economic Forces
A worldwide shift from totalitarian regimes

toward representative democracies. A strong movement from command and mixed economies toward free market systems.
Opened significant expansion opportunities

for global business with many Western businesses investing millions in the formerly totalitarian countries of the now-defunct Soviet bloc and China.

Challenges for Management in a Global Environment
Increasing Number of Global Organizations. Building a Competitive Advantage Maintaining Ethical Standards Managing a Diverse Workforce Utilizing Information Technology and E-

commerce

Comparative Measures of Freedom

Political Rights

Totalitarianism

Democracy

Free

Partly Free

Not Free

Civil Liberties 1981 Free Partly Free Not Free 35.9% 38.9 20.0 1990 21.6% 21.6 40.0 1998 40.0% 26.5 33.5

Relationship Preferences Power distance—describes relationship between superiors and subordinates • High—people prefer little consultation – autocratic or paternalistic management • Low—consultative styles preferred – easier to implement worker participation Individualism versus collectivism • Individualism—low dependence on organization and desire for personal time, freedom, and challenge – self-actualization a prime motivator • Collectivism—dependence on organization – value secure physical and social environments • Influences how employees interact with their colleagues • Influences marketing strategies

Unity of Intere st

Absolute Credence

Confidence

on “Democracy” & “Free market”

Between “ government” & “ citizen”

In the ability

Approaches to Social Responsibility

A Final Thought
Two stonecutters were asked what they were doing. -The first said, ‘I’m cutting this stone into blocks.’ -The second one replied, ‘I’m on a team that’s building a cathedral.’
( Old Story )

Church of the Holy Family (Barcelona)

© 1995 Corel Corp.

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