Organizational Communication: Building Trust in Business Leaders
Organizational Communication - Building Trust In Business Leaders
Bill Davis
BUS 600: Management Communication with Technology Tools
Prof. Michael Moore, Ph.D.
March 18, 2011
Building Trust In Business Leaders
Job satisfaction is down in companies causing a negative impacting on company’s financial performance. And this dissatisfaction can be traced to business leaders. According to a survey conducted by Abell (2011) of more than one thousand people, only twenty percent always respect their bosses. Non-management employees account for the vast majority of people in an organization and they routinely interact with valuable suppliers, peers, and customers. These associates can either be a bridge to a company’s success or a barrier. Quality businesses realize employees need to feel valued to optimize their performance. To promote an atmosphere of value, managers must gain employee’s respect by communicating in ways that cultivate trust.
Having satisfied employees is a real issue in today workplace. As Lencioni (2007) points out “Three out of four people hate their jobs – and this misery costs employers $350 billion a year in lost productivity. Job satisfaction kills morale and drives up the cost of recruiting, hiring, and retaining employees” (par. 5). Lencioni (2007) goes on to say “People spend so much of their time at work, and yet many are unfulfilled, frustrate and miserable in their jobs” (par. 1). Lencioni (2007) also states “People who are miserable in their jobs dread going to work and come home frustrated, defeated, and weary. Over time this dull pain erodes their confidence and passion” (par. 4). Constructing a positive, trusting working environment will increase employee satisfaction, create innovative solutions and improve corporate profit.
Since creating a positive business environment and culture is significant, this change must start with the leadership. Sand, Cangemi, & Ingram (2011) state “Some studies … present data that
Bill Davis
BUS 600: Management Communication with Technology Tools
Prof. Michael Moore, Ph.D.
March 18, 2011
Building Trust In Business Leaders
Job satisfaction is down in companies causing a negative impacting on company’s financial performance. And this dissatisfaction can be traced to business leaders. According to a survey conducted by Abell (2011) of more than one thousand people, only twenty percent always respect their bosses. Non-management employees account for the vast majority of people in an organization and they routinely interact with valuable suppliers, peers, and customers. These associates can either be a bridge to a company’s success or a barrier. Quality businesses realize employees need to feel valued to optimize their performance. To promote an atmosphere of value, managers must gain employee’s respect by communicating in ways that cultivate trust.
Having satisfied employees is a real issue in today workplace. As Lencioni (2007) points out “Three out of four people hate their jobs – and this misery costs employers $350 billion a year in lost productivity. Job satisfaction kills morale and drives up the cost of recruiting, hiring, and retaining employees” (par. 5). Lencioni (2007) goes on to say “People spend so much of their time at work, and yet many are unfulfilled, frustrate and miserable in their jobs” (par. 1). Lencioni (2007) also states “People who are miserable in their jobs dread going to work and come home frustrated, defeated, and weary. Over time this dull pain erodes their confidence and passion” (par. 4). Constructing a positive, trusting working environment will increase employee satisfaction, create innovative solutions and improve corporate profit.
Since creating a positive business environment and culture is significant, this change must start with the leadership. Sand, Cangemi, & Ingram (2011) state “Some studies … present data that
References: Abell, S. (2011, August 10). How not to be a horrible boss: Healthy relationships at work can make you more productive and a better manager, says Sarah Abell Standard,30. Retrieved February 26, 2012, from http://proquest.umi.com/pqdweb?did=2421845371&Fmt=3&clientId=74379&RQT=309&VName=PQD Chen L. (2004). Examining the Effect of Organization Culture and Leadership Behaviors on Organizational Commitment, Job Satisfaction, and Job Performance at Small and Lencioni, P.. (2007, October). Satisfaction. Leadership Excellence, 24(10), 5-6. Retrieved March 24, 2012, from http://proquest.umi.com/pqdweb?did=1398867901&sid=3&Fmt=4&clientId=74379&RQT=309&VName=PQD Nadler R. (2011). Leading with Emotional Intelligence. [Kindle digital version] USA: The McGraw-Hill Companies O’Rourke J. (2010). Management Communication (4th ed). Upper Saddle River, NJ: Pearson/Prentice Hall. Pennington, R.. (2012, February). Trust Is an Action Verb. HRMagazine, 57(2), 90-91. Retrieved March 24, 2012, from http://proquest.umi.com/pqdweb?did=2581316521&sid=7&Fmt=3&clientId=74379&RQT=309&VName=PQD Sand, T., Cangemi, J., & Ingram, J. Work? Organization Development Journal, 29(2), 101-107. Retrieved March 24, 2012, from http://proquest.umi.com/pqdweb?did=2490157581&sid=2&Fmt=3&clientId=74379&RQT=309&VName=PQD Schneider, B., & Paul, K.. (2011, January). IN THE COMPANY WE TRUST Seglin, J. L. “In Ethics, It’s the Thought That Counts,” New York Times, December 19, 1999, p Winter N. (2003, April). Tuned in and turned on. Workspan, 46(4), 48-52. Retrieved March 24, 2012, from http://proquest.umi.com/pqdweb?did=320690871&sid=3&Fmt=4&clientId=74379&RQT=309&VName=PQD