The document discusses building trust and empowerment within an organization. It aims to 1) build empowerment in a branch by delegating tasks to lower levels, 2) increase trust among staff and management, and 3) develop a team culture. Guidelines are provided for empowerment, including properly delegating tasks and authority, and for building trust through openness, benevolence and risk-taking. Control methods that maintain accountability while fostering trust are also outlined.

1. TRUST AND
EMPOWERMENT
HRI Copyright 2002 Human Resources Initiatives

2. Project Objectives
1. Build empowerment within the
Branch.
2. Increase trust among Branch
members, and between staff and the
management group.
3. Build a team culture on the floor.
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3. Learning Objectives
1. Apply principles/guidelines for trusting
others and being empowered.
2. Identify opportunities to be empowered and
to become empowered.
3. Use trusting behaviours.
4. Contribute toward the growth of teamwork on
the floor.
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4. Agenda
• Review and discuss survey data
• Discuss plan
• Establish empowerment and trust
guidelines
• Learn to use the guidelines
• Agree on period of assessment
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5. HRI

6. Empowerment
• Delegation done properly!
(Cont.)
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7. HRI

8. Manager
Delegation
Employee
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9. Manager
Delegation and
Empowerment
Employee
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10. Manager
Delegation and
Empowerment
Task
Responsibility
Employee
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11. Manager
Delegation and
Empowerment
Task
Responsibility
Authority Employee
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12. Manager
Accountability
Delegation and
Empowerment
Task
Responsibility
Authority Employee
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13. Empowerment (Cont.)
• Delegation done properly!
• Assume greater or total responsibility
and authority for tasks previously
completed at a more senior level
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14. Empowerment (Cont.)
• Delegation done properly!
• Assume greater or total responsibility
and authority for tasks previously
completed at a more senior level
• Avoid breaking down tasks into small
pieces (over specialization)
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15. Empowerment Guidelines
1. Identify task(s) previously done at a more
senior level.
2. Identify person(s) to whom the task
responsibility and authority will be passed
(situational factors; career development).
(Cont.)
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16. Empowerment Guidelines (cont.)
3. Assign responsibilities and
appropriate authority.
4. Manage workload and
conflicting priorities.
5. Establish reasonable
control and monitoring
points.
6. Ensure appropriate
coaching, mentoring and
feedback.
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17. Control in Empowerment
Cultures
Control is the basis for ensuring
accountability.
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18. Control in Empowerment
Cultures
Control is the basis for ensuring
accountability.
Control methods in team and
empowerment cultures must impart
trust.
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19. HRI

20. Trust
Trust has become even more important because it
helps us manage complexity, fosters a capacity
for action, enhances collaboration, and
increases organizational learning.
- Robert Shaw
1997
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21. HRI

22. Trust
• Essential for:
– Empowerment
– Self-managed teams
– Partnerships, alliances and joint ventures
– Alternative work design (flexible, virtual)
(Cont.)
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23. Trust (cont.)
• Willingness to be vulnerable
• Level of confidence and faith
• Acting on another’s word or deed
• Belief in goodwill of another
(Cont.)
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24. Trust (cont.)
• Is not:
– Blind
– Total confidence
– Only predictability
– Mechanical cooperation
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25. Trust (cont.)
• Is not:
– Blind
– Total confidence
– Only predictability
– Mechanical cooperation
• Trust is earned!
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26. HRI

27. Can you imagine what the world would be like,
if we could not trust the food we buy, the water
we drink, or that the people we depend on would
not manipulate or harm us? But the only way
we can expect others to trust us is,we need to be
trustworthy ourselves…
- Sidney Madwed
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28. Trust Guidelines
• To build trust, demonstrate these
four dimensions:
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29. Trust Guidelines
• To build trust, demonstrate these
four dimensions:
1. Evidence of lack of monitoring
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30. Trust Guidelines
• To build trust, demonstrate these
four dimensions:
1. Evidence of lack of monitoring
2. Evidence of benevolence
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31. Trust Guidelines
• To build trust, demonstrate these
four dimensions:
1. Evidence of lack of monitoring
2. Evidence of benevolence
3. Evidence of openness
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32. Trust Guidelines
• To build trust, demonstrate these
four dimensions:
1. Evidence of lack of monitoring
2. Evidence of benevolence
3. Evidence of openness
4. Evidence of risk taking
- Mayer, Davis and Schoorman
1995
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33. Control Guidelines for a Trusting,
Empowered Team Culture
1. Create and use clear standards and
outcomes. (Diagnostic systems)
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34. Control Guidelines for a Trusting,
Empowered Team Culture
1. Create and use clear standards and
outcomes. (Diagnostic systems)
2. Communicate values and purpose.
(Belief systems)
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35. Control Guidelines for a Trusting,
Empowered Team Culture
1. Create and use clear standards and
outcomes. (Diagnostic systems)
2. Communicate values and purpose.
(Belief systems)
3. Specify and enforce rules and
guidelines. (Boundary systems)
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36. Control Guidelines for a Trusting,
Empowered Team Culture
1. Create and use clear standards and
outcomes. (Diagnostic systems)
2. Communicate values and purpose.
(Belief systems)
3. Specify and enforce rules and
guidelines. (Boundary systems)
4. Encourage information sharing and
organizational learning. (Interactive
systems)
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37. Control Guidelines for a Trusting,
Empowered Team Culture
1. Create and use clear standards and
outcomes. (Diagnostic systems)
2. Communicate values and purpose.
(Belief systems)
3. Specify and enforce rules and
guidelines. (Boundary systems)
4. Encourage information sharing and
organizational learning. (Interactive
systems)
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38. C’est fini
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