Preface |
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xiii | |
About the author |
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xv | |
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Chapter 1 Importance of trusting cultures |
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1 | (8) |
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1 | (1) |
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1.2 Technology-driven organizations in the global marketplace |
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2 | (2) |
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1.3 Relationship between increased productivity and trusting cultures |
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4 | (5) |
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Section I Literature review and the empirical study |
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Chapter 2 Literature review |
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9 | (16) |
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9 | (1) |
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2.2 Organizational culture |
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9 | (1) |
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2.3 Defining organizational culture |
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10 | (3) |
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2.4 Burns and Stalker's organic and mechanistic management systems |
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13 | (1) |
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2.5 Likert System IV management process |
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13 | (1) |
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2.6 Connection between mechanistic and organic cultures and Likert management systems |
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14 | (3) |
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2.7 Summary of culture literature review |
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17 | (1) |
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17 | (1) |
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2.9 Defining organizational trust |
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18 | (1) |
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2.10 Principal trust attributes |
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18 | (4) |
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2.11 Summary of trust literature review |
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22 | (3) |
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Section II Result of empirical studies |
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Chapter 3 Research statement and methodology |
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25 | (10) |
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25 | (1) |
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3.2 Research question and objective |
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25 | (1) |
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25 | (1) |
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3.4 Research significance and contribution to the body of knowledge |
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26 | (1) |
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3.5 Contribution to the disciplines of management and leadership |
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27 | (1) |
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3.6 Survey instrument selection |
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28 | (4) |
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3.6.1 Measuring organizational culture |
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28 | (2) |
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3.6.2 Measuring organizational trust |
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30 | (2) |
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3.7 Demographic questionnaire |
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32 | (1) |
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33 | (1) |
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3.9 Data collection process |
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33 | (2) |
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35 | (6) |
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4.1 Conducting the pilot study |
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35 | (1) |
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35 | (1) |
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35 | (1) |
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35 | (1) |
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36 | (3) |
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4.3 Summary of pilot study |
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39 | (1) |
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39 | (2) |
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41 | (26) |
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41 | (1) |
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5.2 Description of data analysis methods |
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41 | (1) |
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41 | (2) |
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5.4 Participating organizations |
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43 | (3) |
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44 | (1) |
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44 | (1) |
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44 | (1) |
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45 | (1) |
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45 | (1) |
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45 | (1) |
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45 | (1) |
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46 | (1) |
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46 | (1) |
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46 | (1) |
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5.5 Data and analysis of results |
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46 | (1) |
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5.6 Normality and survey reliability analysis |
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47 | (1) |
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47 | (6) |
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53 | (1) |
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5.9 Hypothesis testing---trust attributes |
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53 | (1) |
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5.10 Analysis by organization |
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54 | (1) |
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5.11 Summary of organizational analyses |
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55 | (1) |
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5.12 Trust in technology-driven organizations |
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56 | (1) |
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57 | (1) |
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5.14 Ethnic group analysis |
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58 | (3) |
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61 | (1) |
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62 | (1) |
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62 | (1) |
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5.18 Job status/position analysis |
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63 | (1) |
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64 | (3) |
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Chapter 6 Technology-driven organization cultures |
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67 | (6) |
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6.1 Characteristics of technology-driven organization cultures |
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67 | (1) |
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6.2 Redefining cultures for technology-driven organizations |
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68 | (2) |
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6.3 Culture---the foundation of trust |
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70 | (1) |
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70 | (3) |
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Chapter 7 Study recommendations and conclusions |
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73 | (8) |
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73 | (1) |
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74 | (1) |
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7.3 Limitation of the study |
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75 | (1) |
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7.4 Areas for future study |
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75 | (6) |
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Section III Practitioner's guide |
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Chapter 8 Tactics for building and maintaining trust |
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81 | (24) |
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81 | (1) |
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8.2 Organizational diversity |
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82 | (4) |
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8.2.1 Gender intelligence |
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83 | (2) |
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8.2.2 Ethnicity and trust |
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85 | (1) |
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8.3 Organizational alignment and policies |
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86 | (1) |
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8.4 Dealing with perceptions |
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86 | (1) |
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8.5 Role of trust attributes in building a culture of trust |
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87 | (5) |
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8.5.1 Openness and honesty |
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88 | (1) |
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89 | (1) |
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8.5.3 Concern for employees |
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90 | (1) |
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90 | (1) |
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91 | (1) |
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91 | (1) |
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8.6 Selection and promotion of new managers |
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92 | (2) |
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8.6.1 Leadership training |
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93 | (1) |
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8.7 Building trusting cultures |
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94 | (1) |
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95 | (1) |
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8.9 Behaviors that facilitate trust |
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95 | (1) |
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8.10 Interpersonal communication |
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96 | (1) |
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8.11 Soft side of management |
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97 | (1) |
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97 | (4) |
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8.12.1 Performance appraisals |
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99 | (1) |
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8.12.2 Reward and recognition |
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100 | (1) |
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8.12.3 Succession planning |
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100 | (1) |
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8.12.4 Employee engagement |
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101 | (1) |
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101 | (4) |
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8.13.1 Situational leadership |
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102 | (1) |
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8.13.2 Servant leadership |
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102 | (1) |
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103 | (2) |
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Chapter 9 Manager's toolkit |
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105 | (26) |
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105 | (1) |
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9.2 Guidelines for assessing organizational culture and trust |
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105 | (11) |
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106 | (1) |
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9.2.2 Selecting a survey instrument |
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106 | (1) |
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9.2.3 Development of a demographic survey |
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107 | (1) |
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9.2.4 Developing a survey instrument |
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107 | (1) |
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9.2.5 Conducting focus group discussions |
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108 | (1) |
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9.2.6 Selecting a facilitator |
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108 | (1) |
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9.2.7 Conducting interviews |
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109 | (1) |
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9.2.8 Analyzing and reporting the data |
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109 | (1) |
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9.2.9 Culture improvement plan |
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109 | (1) |
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9.3 Case study 1 Dysfunctional management |
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110 | (1) |
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9.4 Case study 2 The absent manager |
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111 | (2) |
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9.5 Case study 3 The art and importance of relationships |
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113 | (1) |
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9.6 Case study 4 Diversity matters |
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114 | (1) |
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9.7 Case study 5 Management accountability |
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115 | (1) |
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9.8 Individual Trust Questionnaire |
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116 | (3) |
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116 | (1) |
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116 | (1) |
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9.8.3 Individual Trust Questionnaire guide |
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117 | (1) |
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9.8.4 Individual Trust Questionnaire |
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118 | (1) |
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9.9 Organization Trust Questionnaire |
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119 | (3) |
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9.9.1 Survey completion instructions |
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119 | (1) |
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119 | (1) |
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9.9.3 Organization Trust Questionnaire guide |
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120 | (1) |
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9.9.4 Organization Trust Questionnaire |
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121 | (1) |
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9.10 Employee Engagement Questionnaire |
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122 | (2) |
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122 | (1) |
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122 | (1) |
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9.10.3 Employee Engagement Questionnaire |
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123 | (1) |
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9.11 Management Trust Questionnaire |
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124 | (2) |
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124 | (1) |
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124 | (1) |
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9.11.3 Management Trust Questionnaire |
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125 | (1) |
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9.12 Instruction for completing the Organizational Culture Questionnaire |
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126 | (3) |
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9.12.1 Survey instruction |
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126 | (1) |
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9.12.2 Organization Culture Questionnaire |
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127 | (2) |
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9.13 Culture focus group questions |
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129 | (1) |
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9.14 Trust focus group questions |
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129 | (1) |
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9.15 Practitioner guide summary |
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130 | (1) |
Appendix: Participating organization data and charts |
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131 | (24) |
References |
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155 | (4) |
Index |
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159 | |