TRUST _ OB.pptx
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Trust is based on either disposition, cognition, or affect. Disposition-based trust depends on one's personality and general willingness to trust others. Cognition-based trust is based on a rational assessment of an authority's trustworthiness in terms of their ability, integrity, and benevolence. Affect-based trust depends on emotional bonds and feelings toward an authority beyond rational assessments. To build trust in an organization, leaders should properly orient and welcome new members, demonstrate their trustworthiness through training, act with integrity, and create an environment where people feel accountable.
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Recommandé
Working with trust by Neill Allan, 9th June 2016
Working with trust
presented by Neill Allan
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Trust Building
The document discusses trust and trust building. It defines trust as a resource that is built through use rather than depleted. It examines the origins and development of trust through three lenses: individual propensity to trust, dimensions of trustworthy behavior, and levels of trust development. It outlines that trust progresses from a calculus-based level to an identification-based level as relationships develop over time. Signs of professional trust and aspects that build credibility, support, and consistency are also discussed.
Trust, justice and ethics
This presentation is to discuss the Trust, Justice and Ethics. (Pinoy ang his organizational behavior.)
Trust, Justice, & EthicsMost Trusted Companies100 Best.docx
Trust, Justice, & Ethics
Most Trusted Companies
100 Best Companies to Work For
• SAS
• Google
• Zappos.com
• USAA
• Cisco
• American Express
• REI
• DreamWorks
High reputation + average pay
or
High salary + poor reputation
78%
Trust in a Leader
• The willingness to be vulnerable to a leader based on positive
expectations about the leader’s actions and intentions
• Disposition-based trust
• Cognition-based trust
• Affect-based trust
Disposition-Based Trust
• Trust propensity
• A general expectation that the words, promises, and
statements of individuals and groups can be relied upon
• “Blind trust” or “Faith in human nature”
• How trusting are you?
• Where does trust propensity come from?
Trust Propensity
• Video: Kimmel—Halloween
Candy, 2014
Disposition-Based Trust
Rev.Confirming Pages
222 C H A P T E R 7 Trust, Justice, and Ethics
TRUST PROPENSITY
Are you a trusting person or a suspicious person by nature? This assessment is designed to
measure trust propensity—a dispositional willingness to trust other people. Answer each
question using the response scale provided. Then subtract your answers to the boldfaced
questions from 6, with the difference being your new answers for those questions. For
example, if your original answer for question 4 was “4,” your new answer is “2” (6 – 4).
Then sum up your answers for the eight questions. (For more assessments relevant to this
chapter, please visit the Online Learning Center at www.mhhe.com/colquitt).
SCORING AND INTERPRETATION
If your scores sum up to 21 or above, you tend to be trusting of other people, which means
you’re often willing to accept some vulnerability to others under conditions of risk. If your
scores sum up to 20 or below, you tend to be suspicious of other people, which means
you’re rarely willing to accept such vulnerability.
Sources: R.C. Mayer and J.H. Davis, “The Effect of the Performance Appraisal System on Trust for Manage-
ment: A Field Quasi-Experiment,” Journal of Applied Psychology 84 (1999), pp. 123–36. Copyright © 1999 by
the American Psychological Association. Adapted with permission. No further reproduction or distribution is
permitted without written permission from the American Psychological Association. See also F.D. Schoorman,
R.C. Mayer, C. Roger, and J.H. Davis. “Empowerment in Veterinary Clinics: The Role of Trust in Delegation.”
Presented in a Symposium on Trust at the 11th Annual Conference, Society for Industrial and Organizational
Psychology (SIOP), (April 1996), San Diego.
O B A S S E S S M E N T S
1
STRONGLY
DISAGREE
2
DISAGREE
3
NEUTRAL
4
AGREE
5
STRONGLY
AGREE
1. One should be very cautious with strangers.
2. Most experts tell the truth about the limits of their knowledge.
3. Most people can be counted on to do what they say they will do.
4. These days, you must be alert or someone is likely to take
advantage of you.
5. Most salespeople are honest in describing their products.
6. ...
Session 15-16 POWER AND POLITICS.ppt
This document discusses power and politics in organizations. It defines power as one's ability to influence others and get them to act according to their wishes. Power comes from others' dependence on those who control important resources. There are various bases of power including reward, coercion, legitimacy, information, expertise, and relationships. How power is used depends on factors like the direction of influence, the power tactics employed, and organizational culture. Understanding power dynamics is critical for managerial effectiveness in navigating organizational life.
Importance of building credibility in your projects pip frank moore
Credibility refers to the believability and trustworthiness of a source or message. It has both objective and subjective components and is built on four key factors: trustworthiness, expertise, accountability, and harmony. When Lions Clubs demonstrate these factors through their activities and projects, it leads to greater success, quality service, and commitment to their communities. Behaving with integrity, following through on promises, having expertise, and showing concern for others helps to build credibility over time.
Why trust is vital to success with Knowledge Management
- The necessity of trust
- The impact of trust
- Evaluating trust
- Interpersonal and impersonal trust
- 5 key dimensions of trust
- Assessing and acting on trust evaluations
interpersonal Skills - Power and Politics
The document discusses power and leadership in organizations. It defines power as the ability to influence others and get things done, while leadership focuses on guiding followers towards goals. The document outlines five bases of power - reward, coercive, legitimate, expert, and referent. It also describes nine power tactics including rational persuasion, inspiration, and pressure. Both positive and negative aspects of wielding power are examined, as well as managing power dynamics and preventing harassment.
Recommandé
Working with trust by Neill Allan, 9th June 2016
Working with trust
presented by Neill Allan
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Trust Building
The document discusses trust and trust building. It defines trust as a resource that is built through use rather than depleted. It examines the origins and development of trust through three lenses: individual propensity to trust, dimensions of trustworthy behavior, and levels of trust development. It outlines that trust progresses from a calculus-based level to an identification-based level as relationships develop over time. Signs of professional trust and aspects that build credibility, support, and consistency are also discussed.
Trust, justice and ethics
This presentation is to discuss the Trust, Justice and Ethics. (Pinoy ang his organizational behavior.)
Trust, Justice, & EthicsMost Trusted Companies100 Best.docx
Trust, Justice, & Ethics
Most Trusted Companies
100 Best Companies to Work For
• SAS
• Google
• Zappos.com
• USAA
• Cisco
• American Express
• REI
• DreamWorks
High reputation + average pay
or
High salary + poor reputation
78%
Trust in a Leader
• The willingness to be vulnerable to a leader based on positive
expectations about the leader’s actions and intentions
• Disposition-based trust
• Cognition-based trust
• Affect-based trust
Disposition-Based Trust
• Trust propensity
• A general expectation that the words, promises, and
statements of individuals and groups can be relied upon
• “Blind trust” or “Faith in human nature”
• How trusting are you?
• Where does trust propensity come from?
Trust Propensity
• Video: Kimmel—Halloween
Candy, 2014
Disposition-Based Trust
Rev.Confirming Pages
222 C H A P T E R 7 Trust, Justice, and Ethics
TRUST PROPENSITY
Are you a trusting person or a suspicious person by nature? This assessment is designed to
measure trust propensity—a dispositional willingness to trust other people. Answer each
question using the response scale provided. Then subtract your answers to the boldfaced
questions from 6, with the difference being your new answers for those questions. For
example, if your original answer for question 4 was “4,” your new answer is “2” (6 – 4).
Then sum up your answers for the eight questions. (For more assessments relevant to this
chapter, please visit the Online Learning Center at www.mhhe.com/colquitt).
SCORING AND INTERPRETATION
If your scores sum up to 21 or above, you tend to be trusting of other people, which means
you’re often willing to accept some vulnerability to others under conditions of risk. If your
scores sum up to 20 or below, you tend to be suspicious of other people, which means
you’re rarely willing to accept such vulnerability.
Sources: R.C. Mayer and J.H. Davis, “The Effect of the Performance Appraisal System on Trust for Manage-
ment: A Field Quasi-Experiment,” Journal of Applied Psychology 84 (1999), pp. 123–36. Copyright © 1999 by
the American Psychological Association. Adapted with permission. No further reproduction or distribution is
permitted without written permission from the American Psychological Association. See also F.D. Schoorman,
R.C. Mayer, C. Roger, and J.H. Davis. “Empowerment in Veterinary Clinics: The Role of Trust in Delegation.”
Presented in a Symposium on Trust at the 11th Annual Conference, Society for Industrial and Organizational
Psychology (SIOP), (April 1996), San Diego.
O B A S S E S S M E N T S
1
STRONGLY
DISAGREE
2
DISAGREE
3
NEUTRAL
4
AGREE
5
STRONGLY
AGREE
1. One should be very cautious with strangers.
2. Most experts tell the truth about the limits of their knowledge.
3. Most people can be counted on to do what they say they will do.
4. These days, you must be alert or someone is likely to take
advantage of you.
5. Most salespeople are honest in describing their products.
6. ...
Session 15-16 POWER AND POLITICS.ppt
This document discusses power and politics in organizations. It defines power as one's ability to influence others and get them to act according to their wishes. Power comes from others' dependence on those who control important resources. There are various bases of power including reward, coercion, legitimacy, information, expertise, and relationships. How power is used depends on factors like the direction of influence, the power tactics employed, and organizational culture. Understanding power dynamics is critical for managerial effectiveness in navigating organizational life.
Importance of building credibility in your projects pip frank moore
Credibility refers to the believability and trustworthiness of a source or message. It has both objective and subjective components and is built on four key factors: trustworthiness, expertise, accountability, and harmony. When Lions Clubs demonstrate these factors through their activities and projects, it leads to greater success, quality service, and commitment to their communities. Behaving with integrity, following through on promises, having expertise, and showing concern for others helps to build credibility over time.
Why trust is vital to success with Knowledge Management
- The necessity of trust
- The impact of trust
- Evaluating trust
- Interpersonal and impersonal trust
- 5 key dimensions of trust
- Assessing and acting on trust evaluations
interpersonal Skills - Power and Politics
The document discusses power and leadership in organizations. It defines power as the ability to influence others and get things done, while leadership focuses on guiding followers towards goals. The document outlines five bases of power - reward, coercive, legitimate, expert, and referent. It also describes nine power tactics including rational persuasion, inspiration, and pressure. Both positive and negative aspects of wielding power are examined, as well as managing power dynamics and preventing harassment.
Discovering Trustworthiness:How Do You Define a Reliable Individual
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
CVS Surveyors |Hows build-up trust in Business | Presentation
Chief Executive of CVS business rates specialists CVS,CVS Surveyors, Mark Rigby, explains exactly what the Revaluation is, and what impact it will have on you as a business ratepayer.For many businesses this Revaluation has provided some relief. Rateable Values were last assigned in 2008 and were followed almost immediately by the recession, which saw commercial property values collapse. The Government then, for reasons somewhat unknown, decided to extend the Rating List (the length of time a business pays their assigned bills for). This means that businesses throughout the UK were stuck paying outdated values for an additional 2 years. The recent Revaluation is a chance to rebalance the situation.
Iri workshop oct 19 Introucing Behavioural Trust Framework
The document discusses a framework for understanding trust and its relationship to collaboration and innovation.
1) Weak ties and trust are important for innovation as they allow new ideas and knowledge to flow between parties. However, developing trust in weak ties relationships carries relationship risk that must be managed.
2) The Behavioral Trust Framework is presented as a tool to diagnose and understand trust at the individual level based on observable trusting, capability and communication behaviors.
3) Using the framework, individuals can identify their own trust-building and damaging behaviors to modify relationships and potentially foster more collaboration and innovation.
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The document discusses innovation and trust in organizations. It notes that while innovation is a priority for many companies, they are often bad at it due to leaders not understanding innovation, not measuring it, and limiting innovation unintentionally. It also discusses how innovation requires changing products/services, business models, culture, processes, and behaviors. The document emphasizes that building trust, particularly weak ties with outside organizations, is important for innovation, and outlines factors that build and damage trust between parties. It provides a diagnostic tool for organizations to assess where they stand on different trust dimensions with weak tie partners.
Belief by S.Lakshmanan, Psychologist
My Sincere thanks to:- Dr. Prof. V.Suresh, Head of the Department of Psychology, Annamalai University
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ch10.ppt
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The document discusses a socio-technical model of trust in online learning interactions. It aims to understand the role of trust in supporting online interactions. The research examines trust through an extensive literature review and concept mapping. A survey was conducted to validate a proposed trust model with five attributes: reciprocity, reliability, honesty, empathy, and shared values/interests. The results showed words associated with these attributes influence individuals' trust in social interactions, sharing information, and online communication. Future work involves designing tools to monitor and support the development of trust over time in online learning environments.
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Leading-Engineering Management
This document discusses key concepts of leadership including defining leadership as inspiring confidence to achieve organizational goals. It contrasts leadership with management and outlines different types of power and influence tactics leaders can utilize. The document also examines characteristics and behaviors of effective leaders, different leadership styles, and how leaders can mentor and coach others. It concludes with discussing leadership during times of adversity and crisis.
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Trust has become an important issue for businesses due to factors like globalization and job insecurity. Businesses need trust to reduce costs, facilitate cooperation, unlock knowledge, and promote loyalty. Trust is defined as an optimistic attitude involving risk, and varies between individuals. It depends on a history of interactions and can be weak or strong. Ethics plays a key role in building trust through openness, competence, integrity, benevolence, and reputation. Organizations can enhance trustworthiness through communication, transparency, personnel management, and employee assistance programs. Overall, ethical behavior is crucial for developing trust in businesses.
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Power and politics
Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
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Similaire à TRUST _ OB.pptx
Discovering Trustworthiness:How Do You Define a Reliable Individual
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
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This document provides an overview and agenda for a webinar on influencing styles for effective leadership. It introduces the presenter, Ian Moody, and discusses some key concepts that will be covered in the webinar, including influencing corporate culture, power in organizations, sources and uses of power, control in organizations, influencing and negotiation tactics, and psychological principles of influence. The webinar will provide attendees with information and strategies for effectively influencing others and achieving leadership goals.
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This document discusses power and political behavior in organizations. It defines power as the ability to influence others, which is based on dependence. Dependence arises when others rely on resources controlled by powerful individuals. There are two bases of power: formal power from one's position, and personal power from expertise and respect. Formal power includes coercive, reward, and legitimate power. Personal power includes expert and referent power. Political behavior is the non-required activities used to influence resource distribution. Politics cannot be avoided because organizations have competing interests and limited resources.
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https://www.oeconsulting.com.sg/training-presentations]
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
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TRUST _ OB.pptx
- 1. Trust, Justice & Ethics ORGANIZATIONAL BEHAVIOR course – @HNU _ MBA
- 4. TRUST • It is the willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions.
- 6. Disposition-based trust o Depends on your personality (general propensity to trust others) - Has to do with the authority and more do with the trustor - Based on the trustee’s personality o High trust propensity is general expectation that the words, promises, and statements of others can be relied upon Shaped by nature & nuture
- 7. Cognition-based trust o Depends on a rational assessment of the authority’s trustworthiness - Based on cognitions developed about the authority - Trustworthiness o Characteristics or attributes of a trustee that inspire trust - Driven by the authority’s “track record”
- 8. COGNITION BASED TRUST HOW TO GAUGE THE TRACK RECORD OF AUTHORITY ABILITY: expertise of an authority
- 9. COGNITION BASED TRUST INTEGRITY : the perception that the authority adheres to a set of values and principles that the trustor finds acceptable BENEVOLENCE: the belief that the authority wants to do good for the trustor, apart from any selfish or profit- centered motives
- 10. Affect-based trust o Depends on feelings toward the authority that go beyond any rational assessment - Occurs when an emotional bond develops between the trustor & trustee (We trust them because we like them) o Is more emotional than rational o Acts as a leap of faith in the face of uncertainty about trustworthiness o Acts as a supplement to the other types of trust
- 12. APPLICATION
- 13. DISPOSITION BASED COGNITION BASED AFFECT - BASED PROPENSITY to TRUST NEWLY HIRED MEMBERS ARE PROPERLY ORIENTED & WELCOMED TRUSTWORTHINESS ABILITY – SHOW and TELL (TRAINING) INTEGRITY – WALK your TALK as TRAINOR BENEVOLENCE : A LEADER CREATE A NEW LEADER FEELINGS TOWARDS TRUSTEE - ACCOUNTABILITY TRUST
- 14. CLICK here on HOW TO REPAIR A BROKEN TRUST
Notes de l'éditeur
- Susan is a writer for the balance careers covering human resources and people management. Her articles are recommended as a resource by many colleges and universities, including the ILR school CATHERWOOD LIBRARY at CORNELL UNIVERSITY
- BRITISH POLITICIAN of the CONSERVATIVE PARTY who twice served as PRIME MINISTER of the UNITED KINGDOM. He played the role in the creation of the modern conservative Party, defining its policies and its broad outreach.
- BRITISH POLITICIAN of the CONSERVATIVE PARTY who twice served as PRIME MINISTER of the UNITED KINGDOM. He played the role in the creation of the modern conservative Party, defining its policies and its broad outreach.
- BRITISH POLITICIAN of the CONSERVATIVE PARTY who twice served as PRIME MINISTER of the UNITED KINGDOM. He played the role in the creation of the modern conservative Party, defining its policies and its broad outreach.