...Jennifer Heil HLT 05 Healthcare System and Transculture Daisy Savarirajan ,PH.D October 31, 2011 Trust Factor There are many elements that contribute to the specialzed populations’ distrust of the healthcare system. A few of them are trustworthiness, trans cultural communication, and cultural competence. Knowing more about these elements will help to break down the distrust of the healthcare system and help to build up more trust which is extremely important because when there is no trust, patients do not seek preventative care or specialty care. According to Cook, Kosoko-Lasaki, and O’Brien (2009) trust and distrust play significant roles in the interactions with in the healthcare system (p.16). This trust drives the frequency of the interactions between the culture and healthcare professionals. Trust can also be generational deriving from family members past experiences, also from others within the culture and this can affect future relationships within a particular group. Just like distrust can drive down interactions trust and increased understanding can increase a cultures competence. Trustworthiness can go a long way in helping clients and healthcare as a whole. Cultural competency has been attempting to improve starting at the caregiver and institutional levels. Policies have been made to heighten the sensitivity awareness when caring for others. “A big challenge to the adoption of cultural competency education is that no single method or body of knowledge...
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...difference between team members in reference to personality types, listening skills, and trust level. Post the self assessment offered by Prentice Hall through the University of Phoenix; each team member got a better understanding of his / her team member strength and weaknesses, knowing that based on the self assessment there are no such “right” answer and neither extreme better than the other. The personality different types for team C can be summarized as follows: 1. xxxxxxxxxxxxxx = ENFJ 2. zzzzzzzzzzzzzzzz = ENTJ 3. eeeeeeeeeee = ENTJ 4. rrrrrrrrrrrrrrrrrrrrrr = ENTJ “ENTJ = is outgoing, visionary, argumentative, have low tolerance for incompetence, and often seen as a natural leader. As far career the survey lists; possible career as a manager, management trainer, stockholder, lawyer, chemical engineer, or police officer. ENFJ = is charismatic, compassionate, and highly persuasive. Possible career as a TV producer, fundraiser, drama teacher, or health adviser”. How often that; it works to have 75% of team members personalities are similar; we have three members (xxxxxxxxxxxxxxxxxxxx) earned type ENTJ in the Prentice Hall Self-Assessment and one team member ) earned different type ENFJ. The mix is not equivalent to experience different personalities; however, having the same personalities is a challenging factor in such cases. Although, the common factor in all personalities the desire to the extra mile and work toward success help team...
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...Tristen Kremer Hour 6 Ordinary people term paper Date: In the book Ordinary people by Judith Guest there are quite a few characters in the story all diverse and different. While I am not similar enough to some of them I may however explain traits in the story that are associated with characters. There are many factors that contribute to strong relationships. Some of the key elements are trust, forgiveness, and most important communication. In Judith Guests book, Ordinary People, there are several relationships where these elements are portrayed. They are illustrated either in a good or bad way, usually between several of the family members. One element that helps relationships become strong, and keeps people together is communication....
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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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...success of IJV may be due to numerous factors (Bener & Glaister 2010), though there are many issues which underlie the performance and managerial implications in IJV. This paper aims to discuss the recent contrasting views and perspectives from the academic, peer reviewed literature in relation to numerous issues, focussing on managerial implications that surround international joint ventures. An IJV occurs when two businesses based in two or more countries form a partnership, where a company that wants to explore international trade without taking on the full responsibilities of cross-border business, to join up with 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...
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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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...divided in three parts. The first part is an introduction, I have given a definition of what is a Trust, according to the Common Law, then I have explained how the corporate trusts were formed in America, and how and why the Antitrust Legislation was born, and how it has evolved. Therefore, I have discussed about the influence of the American Antitrust Law on the on the European Legislation covering this matter. In the second part, I have discussed about the Italian Antitrust Law, the monopoly of state and task of the Italian Competion Authority. In the third part, I have explained what is a conflict of interest and how the Italian Antitrust Law try to regulate it ( Frattini Law). At the conclusion I have mentioned some cases of conflict of interest in Italy, such as the one of the former Prime Minister Silvio Berlusconi, and how the former has not yet been solved. Keywords Trust, Antitrust Law Competition Authority Conflict of interest Frattini law Introduction Overview on the Antitrust Law in America and Europe The trust，definition Originally, a trust, in the Common law, is a relationship whereby property is held by one party for the benefit of another. A trust is created by a settlor, who transfers property to a trustee. The trustee holds that property for the trust's beneficiaries. Similar systems existed since Roman times. An owner of property that places property into trust turns over part of his or her bundle of rights to the trustee, separating the property's legal ownership and...
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...Different definitions of Trust exists, but , according to Davis (1) “ all embody the notion of expectations: expectations by the public that health care providers will demonstrate knowledge, skill and competence; further expectations too that they will behave as true agents (that is, in the patient's best interest) and with beneficence, fairness and integrity. It is these collective expectations that form the basis of trust,” Trust determinants are difficult to identify or quantify, but the term is used in association with confidence and reliance. Despite that Oslen (2) identified two elements of trust considered important in all health policies. First, elements of trust explaining behavior and second, the concept of trust as the outcome of...
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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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...Concept of Trust All human beings want a person they can talk to about important matters they don’t want public and someone they can rely on. People want someone who has strength they don’t have to help them. Some human being want to trust people some don’t and there are others who can trust many or only a certain few. But what causes someone to be able to trust people? How do you know you trust someone? How long can you trust someone and what can you trust them about? There are many factors to the concept of trust that make it what it is. Some people feel that they don’t trust people even though they just met just because of the way they act or the gestures they make. Do you really know you can trust someone from the way they move? In the article “Who’s Trustworthy? A Robot Can Help Teach Us” by Tara Parker-Pope there was a research experiment conducted using 86 undergraduate students. This experiment involved the students getting tokens and exchanging tokens with other people to get more but you had to work in pairs. The catch is you can take tokens from your partner and you don’t have to give them back and you can win more tokes then your partner. The point of this is to see if you can trust your partner or see if he/she would take it all and leave you dry and they filled out a survey to see if you trusted this person because of the way he acted or moved. Later on in the experiment the students where one by one sent to this robot to have a conversation. This robot made...
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...and trust (Whisenand & Ferguson, 2009). The formula states that delegation plus participation plus capitalization divided by trust equals empowerment. A leader is placed in position to share the responsibility for decisions and tasks with others. Effective delegation allows a leader to expand and apply their knowledge to execute the work of the department successfully. In order to do that you must receive participation. It is up to the leader to be the motivating factor towards sparking an interest to get everyone else involved. Effective leaderships start from within, and before a person becomes a leader, they have to play their position and participate until their mission is complete. Encouraging others to express their ideas, their needs, and their hopes about an issue or pending decision that affects them is participation (Whisenand & Ferguson, 2009). Thinking outside the box and expressing concerns gets a person actively involved. When leaders notice that they are receiving the feedback they need, they then capitalize on it. There is uniqueness for everyone, finding what it is, how it works for that person determines the dos and the don’ts. Finding out what motivates a person places a leader at ease because you will know what to do to get this employee to respond to the best of their ability. Once a leader has mastered these tasks, the next step is to start developing a professional relationship to earn their trust. The Role of Trust in Personnel Issues Trust in...
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...Tolbert, Seana V. HRMT 101 Human Relations Communications 13 August 2013 TRUST IN THE WORKPLACE Have you ever walked into your workplace and wondered if you could trust the people you worked with? Trust is one of those key factors that you want to have in your workplace because at the end of the day you are with them for eight hours of the day. Trust in the confidence or belief a person feels toward a particular person or group. Trust is therefore, one of the primary binding forces in any interpersonal relationship. The absence of trust causes confusion, worry, inaction, and fear. Without trust, employees may feel uncertainty, worry, and a sense of insecurity. Trust is an essential leadership training ingredient that binds any human relationship into an effective, working partnership. The first thing you want to know is what is trust? Does it go hand in hand with effective communication? Do we start it off with respect for one another? The dictionary states that trust is the reliance on the integrity, strength, ability, surety, or confident expectation of something. In other words we should be able to go into a job knowing that we can trust our co-workers and hold them to a high standard of regard no matter what it is. Trust is fundamental to human relationships; it is actually misunderstood by many people. Trust has become a buzzword and an excuse in our society; it is abused as it is used in today’s business world. Researchers have suggested that...
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...1. Providian Trust being the 10th largest financial and fiduciary services provider, slowly deteriorated in terms of profitability and competition in 1994 due to lack of efficient business process and IT. The key motive behind the initiation of Access Plus was due to the following reasons: * Forceful client demand on the part of PITS division. * Trust division lacked control and discipline. * Operation efficiency and outdated reporting systems as far as the clients concerned. * To convert the trust divisions expired information system to more efficient system. * Seeking improved methods to serve the clients. * Time, Quality and Cost improvement. * Improper tracking of all the services gave way to a huge price and thus led to a centralized tracking system. * Lack of knowledge on using different types of technology and software. * The institutional custody business became technology concentrated with some of them outsourcing the entire backroom function to have an effective operations. * The Front and back offices performed administrative functions. So there were blame games between trust officers and operations people. 2. To ensure success of Access Plus project, Providian has to make many organizational changes: * Give computer lessons to front office and back office aiming to teach them to process data through computers. * Full project testing can be implemented and deadlines have to be extended. * Communication...
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...readMultiply The Trust Factor Inside Your Organizatio posted by Keyira Greene (you) , Oct 31, 2015, 11:38 AM I really enjoyed reading "Multiply The Trust Factor Inside Your Organization". The article was written by Heather R. Huhmnan and was published November 28, 2014. The article discussed how surveys, created by Interaction Associates and polled by employees in the workplace, think their companies lacks trust. Trust within employers has decreased within the past year. Many employers have acknowledge trust to be a very important element for success in an organization. In the article the writer also lists 10 ways to improve trust within the workplace when one is in management. These 10 steps are as followed: 1. Involve staffers in decisions directly affecting them- Employees do not like to be left in the blind about business decisions that affects them. Holding a meeting during a decision-making process is very important in gaining trust within a company. It gives employees the opportunity to voice their questions or concerns, suggestions or ideas, and be heard my their leaders. 2. Pay close attention to relationships-When an employee quits, it is often because of the boss. Encourage managers to promote transparent communication and to offer help employees when it's needed. 3. Trust employees at every level of the organization-In the workplace, trust must be interchange amongst both employees and managers. If a company wants the employees to trust their employers then...
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...Antitrust law is a complex area of federal and state statutory law, the primary purpose of which is to prevent businesses from creating unjust monopolies or competing unfairly in the marketplace. Antitrust law seeks to maximize market efficiency and to protect consumers. Antitrust law prohibits some actions between businesses at different levels of the market. Agreements or actions between businesses and customers, between manufacturers and distributors, or between distributors and retailers. An experienced antitrust attorney who stays abreast of current developments in joint venture policy should be able to advise the organization on how to avoid antitrust problems. The Sherman Anti-Trust Act is the basic federal antitrust statute. It prohibits...
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