releasing the energy to succeed O'Brien, Rita Cruise Primary Author mixed material bibliography Chichester John Wiley & Sons 2001 en English

Printed Material

xxii, 234 p. : refs., tabs., index ; 24 cm. In this book, the author : o defines trust and related concepts, and shows how these impact on business performance o provides valuable case material of companies with both high and low trust o forges the link of trust to strategy rather than to HR The new economy has changed the rules of the game in business, and the speed at which businesses operate and interact. Corporate success has therefore never been more dependent on the contribution of first-rate people, who give more than merely adequate performance at work and in turn, trust has become a topic of considerable importance within organization, as people need to be engaged and motivated by their role in order to go the "extra mile". Low trust is characterised by defensive, protective and legalistic behaviour (with the potential to financially damage a company), whereas high trust can help create real competitive advantage in the marketplace through promoting effective collaboration, involvement and loyalty which in turn generate energy and innovation among employees. The organisations with a high level of trust have teams of people that are highly motivated and co-operative and command respect and loyalty from their customers. This can lead to the fulfilment of a company’s mission and goals, and eventually, financial success. Yet trust is not an easy commodity to achieve and maintain, with employees increasingly demand more, and less obvious, compensations than financial benefits alone, such as job autonomy and ownership, and the market value of their role. Fulfilment of these ’hidden’ rewards can lead to employee commitment and passion based on trust, which are valuable assets when employee retention is at a premium -many people are choosing to opt out of the corporate economy to work freelance, or for the new, small and entrepreneurial e-businesses start-ups. This book shows, through practical guidance and examples, how trust can be harnessed to create real competitive advantage within an organisation’s strategic aims. TABLE OF CONTENTS Preface Introduction: The Value of Trust PART I 1 Trust at Work and the Cost of Low Trust Engaging people What is trust? The dynamism of trust The cost of low trust The durability of trust: some finding Competitrion demands it Bringing trust in from the cold 2 Trust as an Equity Trust is a competitive assest Why loyalty is not enough Forms of collaboration Mutual and discretionary trust Developing trust Employee voice Trust and reputation The expansion and contraction of trust 3 Releasing Energy: An Investment in Social Capital Relationships Radical changes at work Managing change while neglecting trust social capital Creating social capital: involving people in performance improvement Building awareness -- neglecting trust Trust -- the missing factor Management support Job involvement, team involvement Organization and team commitment Employee perception and effort 4 Releasing Value: An Investment in Learning and Alignment The relevance of organizational learning Tacit knowledge and organizational learning ICL manufacturing/design to distribution -- successful learning The service company -- mix drives and targets Aero PLC -- poor learning opportunity The importance of tacit knowledge Employee tacit knowledge Tacit knowledge: an overview From programmatic intervention to embedding performance improvement Trust and alignment PART II 5 Enlarging the Scope for Change: ICL/D2D - Creating a High trust Firm Restructuring to be more responsive Introducing effective quality management Changing course in manufacturing Overcoming the barriers in the front line Leadership: integrity and consistency Investing in people Investing in skills and qualifications Recognizing performance on the front line Employee suggestions Communication Motivating the team Transforming a working team Making people responsible 6 Sacrificing Trust: Too Much Change Too Fast at The Service Company Resisting change The quality improvement Pushing targets or involving people: a dilemma Problems of motivation and morale Intervention not supported through the line The alignment of management thinking 7 Poor Communication and Uncertain Boundaries Impact on Trust at Autopart Management uncertainty and competitive demand New initiatives but lack of clarity A workforce unprepared for change Anti-rollbar cell - a failed initiative Metal prep team - a partial success story 8 Poor Communication and Low Trust at The Engineering Company Building from a low trust base Perceived problems Quality awareaness training Management enthusiasms Quality implementation Teamwork assessment of production teams Poor communication affects commitment Compromising change 9 A Culture That Would Not Change at Aerco A call for change A new strategy for change Organizational change: the design process Promise and disappointment Problems of ownership 10 The Defence Company: Structured Change in Production but Less Commitment Initiating organizational change Employee involvement and accountability Problems of management attitude A question of poor morale? PART III 11 Collaborative Capital and Client Loyalty in Investment Banks Beyond capital ratings Risk and trust From doing deals to client focus Collaborative capital -- a new asset 12 The Trusted Leader and Releasing the Energy to Succeed The trusted leader Trust: releasing energy The trust tree Trust: releasing value Index Leadership Motivation Communication Corporate Strategy Learning Success Business ethics Competitive advantage Chief executive officers Loyalty Case study method AD/ABC 0471491306 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen AD/ABC O'Br 31942 General (General) AD/ABC O'Br 41vqxnNowML._SX327_BO1%252C204%252C203%252C200_.jpg.jpg 29498 2004-11-03 00:00:00 2022-04-25 08:35:53 machine generated