...Building Customer Trust Building and maintaining customer trust is a very important aspect of having an e-commerce site. If customers cannot trust the site, they will be less likely to make a purchase from the site. Web 2.0 that allows users to share information with each other has become a very important aspect of building customer trust, and we make use of it. We have created a fictional storefront for The Fake Flower Shop, which uses some techniques that build customer trust. These techniques will hopefully make the user feel like they have nothing to worry about when ordering from us. The first technique that we used to build customer trust is the use of a contact section of the website. This will make the customer feel more comfortable ordering from us (Delk, 2013). The customers will feel much more comfortable if they have a way of getting in contact with the company. Without a means of contact, the customer might worry that they will be left out to dry if there is an issue with their order, by having a visible means of contact this helps to eliminate this worry. Another technique that we used to help build customer trust is the use of social media. On the side of our page we offer links to Twitter, Facebook, and Linkedin (and if this was a real company it would link to a real page). By using these social media sites, we can work over time to gain the customer's trust (Kennedy, 2013). This also gives the customers a place to communicate with each other to share their...
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...Building Customer Trust Building and maintaining customer trust is a very important aspect of having an e-commerce site. If customers cannot trust the site, they will be less likely to make a purchase from the site. Web 2.0 that allows users to share information with each other has become a very important aspect of building customer trust, and we make use of it. We have created a fictional storefront for YOUR COMPANY NAME HERE, which uses some techniques that build customer trust. These techniques will hopefully make the user feel like they have nothing to worry about when ordering from us. The first technique that we used to build customer trust is the use of a contact section of the website. This will make the customer feel more comfortable ordering from us (Delk, 2013). The customers will feel much more comfortable if they have a way of getting in contact with the company. Without a means of contact, the customer might worry that they will be left out to dry if there is an issue with their order, by having a visible means of contact this helps to eliminate this worry. Another technique that we used to help build customer trust is the use of social media. On the side of our page we offer links to Twitter, Facebook, and Linkedin (and if this was a real company it would link to a real page). By using these social media sites, we can work over time to gain the customer's trust (Kennedy, 2013). This also gives the customers a place to communicate with each other to share their...
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...Keys to building trust to employees Any positive working relationship is based on trust. An environment of trust assumes that both parties will be safe, and it carries with it an implicit message that you have each other’s best interests in mind. That is why employees can accept criticism and even anger from a boss they trust. The employees know deep down that the boss really means to help. Trust is an interesting quality because, once it is lost, it is hard to recapture. Many professional relationships gasped their last breath with the words “I just do not trust you anymore.” Therefore, to have optimum working relationships, all parties must feel a sense of trust. The question then is, how do you develop trust between people in the workplace? After all, when you have people from various backgrounds coming to work together, they usually don’t have a history with each other, and there’s no base of trust to begin with and grow upon. That is the reason managers need to be proactive and create an environment of trust apparent to all. This article includes ways to do that. Limit Lecturing To ensure that employees will make good decisions, managers often begin to lecture. If you reflect on this, you will soon realize that lecturing and telling your employees what to do implies that you do not have faith in their decision-making abilities. This can result in their becoming defensive. In addition, the employees can lose faith in their own confidence to make decisions. If people do...
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...The People vs The Police: Building the Trust In Franklin Foer’s “How Soccer Explains the World: An Unlikely Theory of Globalization,” Foer describes a division between pro-soccer Americans and anti-soccer Americans. In Kwame Anthony Appiah’s “Moral Disagreement,” Appiah examines the ways that different cultural groups perceive themselves as opposed to others. In today’s society, these different cultural groups we all belong to, tend to see themselves in terms of an “us versus them” mentality. Overcoming or at least understanding the differences we share with opposing cultural groups is crucial for the sake of peaceful human interaction and existence. Since the beginning of history, the public's attitude towards police has been mostly negative. Due to failed community policing attempts, the misuse of police authority, and the media negatively influencing both cultural groups painting a lousy picture on both spectrums, this has been a constant battle worldwide. Through effective neighborhood policing and learning to trust the police, America could be a sharpened more secure place to live. First, because of failed community policing attempts in America, there has been a constant battle for the people and the police to view each other as equals and overcome the differences we share. Community policing is the newest terminology for law enforcement. It is a federally funded initiative built on the premise that everyone should be working together to reduce the fear of crime. The major...
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...No matter the things we like about ourselves or we don’t like, we also take a positive way to face and accept them. If we can learn to accept ourselves exactly as we are, the happier, healthier and more creative we will be. 4. Motivation Motivation can be gained from anything in our life. It can be tangible reward such as prize and coupon, or intangible reward such as praise and recognition. The simple example in our life is that drinking is motivated by thirsty. Students are motivated by needs of knowledge. Motivation can cause a positive action or certain behavior to achieve the target. 5. Trust It is important in companies and socialites with team work. Some people defined “Trust” that able to predict what other people will do or what things will be happened. So, it can let us have a safety environment to make the plan to achieve our goal. In company, if the boss trusts their staffs, they can share the jobs or tasks by different people with different ability in the same time. Boss does not need to monitor all of the procedure in detail so that the outcome or...
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...Trust is a quality taught to us at a young age. As children, we are taught to trust our parents and other adults we know very well. While growing up and maturing, we learn who we truly can and cannot trust on our own. The idea of trust is sometimes a hard one to grasp because it is the full reliance on someone else that you may, or may not know. Trust can be defined as being able to rely on the integrity, strength, ability, and surety of a person or thing. Overall, trust is having a great amount of confidence in a person or thing; there are multiple ways to display trust. After Ben’s unexplainable aneurysm, he was left feeling helpless. His mom had just told him that the trauma to his brain had damaged his optic nerve and he was going to lose complete vision in both eyes within the month. Ben was only eighteen years old and had a bright future ahead of him playing on the University of Tennessee’s basketball team next season. He felt so many emotions at once. He was truly at a loss for words. His mom tried to comfort him as tears began slowly trickling down his colorless face. She knew that her strong-willed son would not give up on his life long dream of becoming a...
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...Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational...
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...A cross-level process theory of trust development in interorganizational relationships Abstract Most research on trust in inter-organizational relationships focuses on a single level of analysis, typically the individual or organizational level, and treats trust as a fairly static phenomenon. To stimulate more cross-level research, we propose a theoretical model that explains how trust in inter-organizational relationships is related across various levels of analysis. At the same time, our model emphasizes the dynamic aspect of trust by examining how trust develops throughout consecutive relationship stages. Drawing from several programs of research, we identify the mechanisms that drive the progression of trust across levels as the inter-organizational relationship unfolds. Starting with the boundary spanner as the key individual at the beginning of a new collaboration, we specify how trust gradually becomes part of the fabric of organizational action. By integrating micro and macro approaches over time, the proposed model contributes to a better understanding of how trust evolves in inter-organizational relationships. Keywords Alliance dynamics, cross-level effects, institutionalization, inter-organizational relationships, multilevel theory, strategic alliances, trust Introduction In the development of the management of inter-organisational relationships, the issue of trust has increasingly become the main focus (MacDuffie, 2011; Zaheer and Harris, 2006). ...
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...Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational failures and trust repair Price...
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...a foreign partner (Yan & Zeng 1999). Firms have been relying on IJV as a strategic tool to maximise economic benefits, product expansion, manage risk, adapt to new skills and technologies, and create new products and services faster with the assistance of a foreign company (Luo 2002; Damanpour, Devece, Chen & Pothukuchi 2012). According to Bener and Glaister (2010), the level of control from the parent company, autonomy to management and the level of trust between partner firms are all crucial to the success of IJV by opening up market opportunities through which foreign companies can gain a competitive advantage. Yildiz (2013) also supports this, stating that the level of trust between partners is needed to eliminate the challenges that are related to IJV. Several research studies conducted by (…, ….,) suggest that trust is considered to be crucial in the success of IJV, where it has been supported in the literature from Styles and Hersh (2005) that when the level of trust is gained between the companies, personal trust increases, and hence the level of commitment for the performance of...
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...___________________________________________________________________________ Interviewer: Good Evening, Sir. Interviewee: Yes. Interviewer: Can you give us a brief background about yourself; where you have worked; the work culture at that place and the designation which you hold? Interviewee: I am a project manager in Central Design Unit of Garden Reach Shipbuilders & Engineers. I am the project manager of a naval base project and I have been assigned a group of 3 engineers and 6 supervisors. When a new project comes, we sit together with our boss and the subordinates; discuss various aspects of the project, try to incorporate every one’s opinion and try to make the project a success. Interviewer: Can you elicit one occasion where you felt the trust in the relationship which you had with your peers or subordinates was developed over time. How did it happen? Interviewee: As I have told you, we are always trying to develop a cordial relationship by sitting together discussing various aspects of the project, taking the views of subordinates and boss, then my boss and I sit together and chalk out the program and then as a project manager I assign the job to everyone. Normally I work hard and I try to be honest with subordinates so that everyone is encouraged to do hard work and complete the work in time. It increases the efficiency of the organization as a whole. I try to maintain an informal relationship with subordinates by trying to solve their personal problems, celebrate every birthday...
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...understand myself. Why exactly do I behave the way I do? What is my personality and how is it affecting my thought process. How do I perceive situations and what are my interpretations of them? What drives me and what motivates me. “What do I long for?’” This course has facilitated the answers to these questions, which is “It is not what you Look at, it is what you See”. It is my deepest longings as well as my past experiences and learnings that have influenced my way of interpreting the reality! I obtained a score of 57 as the ‘Least Preferred Co-worker’ (LPC) measure which indicates that I am a task-oriented person and not usually motivated by relationship building. One more instrument which was facilitated by our professors that I found extremely insightful was the ‘Tori Self Diagnostic’ scale. I found out that I Trust myself and feel good about being unique as a person which honestly speaking, has always been the case with me. But a large part of me is still private. At the same time, I tend to see others as trusting beings who provide a good environment for me to live in. I also found out that I am an individual who has no pretence in expressing my feelings and attitudes. However, there is...
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...Building Organizational Trust Kirsimarja Blomqvist Telecom Business Research Center, Lappeenranta University of Technology and Sonera Research, P.O.BOX 20, 53851 LAPPEENRANTA, FINLAND e-mail: Kirsimarja.Blomqvist@lut.fi, mobile +358-40-755 1693 Pirjo Ståhle, Competence, Knowledge and Technology Management, Sonera Ltd, PL 116, 00051 SONERA, FINLAND e-mail: pirjo.stahle@sonera.com ABSTRACT In this paper we study the role of trust in enhancing asymmetric partnership formation. First we briefly review the role of trust. Then we analyze the state-of-the-art of the theoretical and empirical literature on trust creation and antecedents for experienced trustworthiness. As a result of the literature review and our knowledge of the context in praxis, we create a model on organizational trust building where the interplay of inter-organizational and inter-personal trust is scrutinized. Potential challenges for our model are first the asymmetry of organizations and actors and secondly the volatility of the business. The opportunity window for partnering firms may be very short i.e. there is not much time for natural development of trust based on incremental investments and social or character similarity, but so called “fast” or “swift” trust is needed. As a managerial contribution we suggest some practices and processes, which could be used for organizational trust building. These are developed from the viewpoint of large organization boundary-spanners (partner/vendor managers) developing...
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...session however would be different because of the various cultures, backgrounds, and personalities represented. | The first team training exercise was a game called charades. It required us to learn how to converse with others without the use of words or sounds. We had to compete against the other team, and whoever guessed the most words correctly won the game. This particular exercise teaches the value of clear communication between team members and aids in building relationships. Trusting our ability to read body language was the next challenge and it was the most difficult. We would not only have to guess which person of the opposite team held a coin in their hand but which hand specifically. During this game, we did not trust in one of our members’ judgments and as a team, we should consider everyone’s opinion within the group. If one person has the ability to read body language, we should follow the advice of that team member since they have used their expertise to guess correctly. This is where trust is developed within the group members and is displayed in the support of the final decision. The last challenge took us uphill. During this activity, we had to strategize a way of allowing our team members to fit into a circle that would be decreased over time. This required strength and strategic measures in order to win this game. My teammates and I knew that...
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...Anti-Trust Law and Monopoly; Restraint of Trade Anti-trust laws encourage competition by “leveling the playing field”. These laws are intended to prevent large companies who have already established themselves from using their size and leverage to prevent competitors from entering their markets. The Sherman Act addresses unfair strategies in two different ways: Section 1 forbids restraint of trade and Section 2 forbids the misuse of monopoly power. Section 1 requires two or more persons conspiring together for a violation, so the essence of the illegal activity is “the act of joining together”. Section 2 refers to “every person”, so the conduct of a single person can result in a violation of Section 2. Any agreement between firms that results in reduced competition in the marketplace is restraint of trade. When there are very few firms in a market and a firm with an extreme amount of market power can affect the market price of its own product that firm has monopoly power. The Sherman Act applies only to restraints that have a significant impact on interstate commerce; it also extends to U.S. nationals abroad. The Clayton Act deals with specific practices not covered by the Sherman Act that reduce competition or lead to monopoly power. However, they only violate the Act if they are found to substantially lessen competition or create monopoly power. The price discrimination section 2 of the Clayton Act makes it illegal to injure buyers through unfair pricing and services...
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