Building Trust and Ethical Decision-Making in an Organization
Building Trust and Ethical Decision-Making in an Organization
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Introduction
For every business to excel, all stakeholders must work together. Managers alone cannot drive a company to success. They have to engage and involve the employees and other players in the decision-making process. Also, feedback by the customers keeps on track and enables the respective players to satisfy customer needs appropriately. Most importantly, managers must start by building trust in their organizations. It allows the employees to accept responsibilities and conduct their duties without any doubt. As a result, they offer quality services to the customers. Also, ethical decision-making is a crucial driver for businesses. It is the responsibility of managers to ensure the smooth running of the organization. However, it can only be achieved if they can allow subordinate staff and other employees to get involved in the decision-making process. Primarily, managers should encourage ethical decision-making in the organization. Meadows Regional Medical Center (MRMC) is a communal health center stationed at Vidalia, USA. It offers numerous pharmaceutical services to consumers. It offers pediatrics radiology, cancer care, heart care, and orthopedics, among other services. Having served as an employee in the company for three years, I understand the extent to which managers try to build trust in the organization. Additionally, I acknowledge how ethical decision-making is encouraged in the organization. Therefore, this report focuses on the former and the latter.
The extent to which Managers Try to Build Trust in the Organization
Research by Podsakoff, MacKenzie, and Podsakoff (2016, p. 172) indicates that companies with high levels of trust experience low employee turnover, excellent employee morale, and productive workforce. Therefore, it is vital for a company to build trust both internally (among the employees) and externally (with the customers). High trust organization has three main characteristics- that is, they are driven by respect, credibility, and fair treatment. Managers in MRMC encourages the employees to remain ethical in business practices. Also, they respect individual employees’ contribution during the organizational decision-making process. Notably, high trust in the company helps to impact cooperative and tolerant cultures, a strong sense of shared determination, and the spirit of working together to support the drive. Managers in MRMC have moved into an extra mile in the attempt to build high trust in the organization.
First, the managers have been encouraging dialogue and multilateral communications among the coworkers, and between leaders and the employees. Through one on one interaction between them and employees, it has enhanced trust among them. The workers are in a position to air their grievances and contentment about the company (Trittin & Schoeneborn, 2017, p. 315). Thus, the problems that are affecting the employees easily reach the top leaders. It ensures that immediate measures to resolve the issues are taken. This progress, in turn, leads to increased productivity as their morale is raised knowing that they are highly regarded. As a result, they feel to be part and parcel of the company, and if the company fails, they fail too. To avoid misleading information, managers should be open to their counterparts. Workers, therefore, respect their managers and trust among them is strengthened. The MRMC managers share ideas with their coworkers and thus establishing helpful links that enhance the organization’s performance. They create a good picture of the institution and hence assure them of their stand to avoid speculations hence ensuring strong ties.
Second, MRMC managers recognize and reward employees’ achievements adequately. They appreciate and acknowledge their hard work. Through this strategy, the managers give workers chances to shine internally and externally. They present good works to the other stakeholders and in meetings. By doing so, they offer the teamwork as their own because they trust the employees. Credit is extended to motivate the workers for an excellent performance. Rewards are motivational, and the workers feel recognized; therefore, they reciprocate by being loyal (Howard et al., 2016, p. 1054). They undertake their duties and responsibilities as expected. It ensures that the relationship between them is strengthened and a sense of fairness, recognition, and belonging inculcated. The employees in MRMC benefit through the apprenticeship program and tuition assistance. Professional development and job training. The employees are given sick days, bereavement leave, vacation, and paid time off and paid holiday. Also, they award the employee’s performance bonus. Therefore, MRMC workers are highly regarded. Trust between them and the managers is maintained to the latter.
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