Wk4-Trust-Intepesonal-Relationship-Paper

Trust and Interpersonal Relationship xxx MGT/521 xx/xx/xx yyyy Abstract In this paper I will explain how trust affects interpersonal relationships. Also I explained few things like how trusts can be earned, trust in today’s organization and how trust is lost and what is it’s impact on team’s moral, engagement, productivity, turnover and the financial vitality of organizations. Trust and Interpersonal Relationship When working in teams, is trust assumed or do team members have to earn trust' In my opinion trust is something that can not be assumed in human’s life but trust can certainly be earned. The trust between two persons can be earned by means of working closely with each other and knowing each other better. We tend to trust people who we consider trustworthy. We look at a person through the prism of our own past experiences, background, stereotypes and prejudices (Caldwell, Hayes, & Karri, 2008). Consider how trust is lost when working in teams and how to keep trust among team members Trust among team members can be lost for various reasons, as an example when some members don’t perform up to their potential, the entire team fails to deliver and so does the entire process. Distrust in the workplace has serious implications for employee morale and engagement, productivity, turnover and the financial vitality of organizations. So it needs to be prevented as much as it can be. How can this be prevented' Jackson (2008) proposes several solutions for trust building in the team: “focusing on what and not how,” defining parameters of operation, accountability and consequences. While trust among team members need to be maintained, it’s the leader’s role to adopt certain culture in the team so that the team members don’t loose their trust on each other. Building up an open culture is very important which means every member of the team needs ongoing opportunities to express their thoughts regarding the team’s purpose, process, procedures, performance and personality (Wright, n.d.). Information Equity is another important factor, when it comes to information relevant to the team and the team’s function, the rule must be “all for one and one for all.” Information available to one team member must be available to all members. The secret this trait is in its process. Standardized practices for sharing information equally are simple. A few minutes setting up a team email address and holding a five-minute update each morning are two examples. These can establish everyone-gets-to-know-what-everyone-gets-to-know behavior patterns. Trust level rises when no one fears that he or she receives less information than others (Wright, n.d.). Relate findings from the article to your answer I will explain how important interpersonal trust is between marketing managers and R&D managers during new product development projects.Cross-functional relationships are vital during new product development because it involves converting abstract ideas into tangible products. The study has shown that the more effectively marketing and R&D work together during new product development phase, the greater the likelihood of developing a successful new product. Improving success rates of new project is important for firms because new products have major strategic implications, e.g. for portfolio management, medium to long-term cash flows, and even the long-term survival of the firm. Empirical evidence suggests, however, that marketing/R&D relationships during NPD are often problematic. Therefore, improving these relationships is a critical managerial challenge. Because R&D require information from marketing to achieve their new product development phase goals, the higher the perceived quality of this information, the greater will be R&D's work-related confidence in the marketing manager. When R&D perceived marketing's information to be credible, understandable, relevant, and useful for task completion (i.e. high quality), the marketing manager was perceived to be more trustworthy, competent, and knowledgeable. Also, when R&D managers believe the marketing manager is not competent, they screen out information from that manager and that defeats the whole purpose (Graham & Elias, 2007). Conclusion Trust is the highest form of motivation, it brings out the very best in people, so if one needs to build a productive team the very first thing that needs to be done is to build up a trust level among the team members. Once the trust level is lost the team is bound to fail no matter how good the team members are. References Caldwell, C., Hayes, L., & Karri, R. (2008, October). Ethical stewardship – implications for leadership and trust . Journal of Business Ethics, 78(1), 153-164. Graham, R. M., & Elias, K. (2007). Interpersonal trust between marketing and R&D during new product development projects. European Journal of Marketing, 41(9), 1146-1172. Jackson, R. (2008, October). Creating an office staffed by the A-team. Podiatry Management, 27(1), 155. Wright, T. (n.d.). Trust: A critical factor to your team's success. Retrieved from http://EzineArticles.com/'expert=Tim_Wright