Trust Explain How You Develop and Maintain

Trust

Explain how you develop and maintain trust at work and why confidentiality is so important in building and maintaining trust at work.

Trust is critical to the functioning of any team or organization. Individual employees need to be able to trust their role in the organization so that ideas, concerns, and opinions are shared freely. Likewise, supervisors need to trust their employees will share their opinions that pertain to increasing productivity. Other areas in which trust in the workplace is important include the need for confidentiality and the protection of company trade secrets.

Developing and maintaining trust at work involves creating a corporate culture built on honesty and mutual respect. According to O'Neill (2009), a trusting workplace environment entails teaching employees how they can succeed, rewarding good behavior, providing unconditional support, sharing information, and keeping commitments. Management should also remain solidly committed to the company vision. "If staff are to trust the organization, the vision must be clear and represent an attainable stretch that emphasizes the importance of contributions in achieving it," (Serrat, 2009, p. 2-3). Trust may also be developed and maintained by ensuring high job satisfaction. This may entail adequate compensation and reward.

Confidentiality is also important in building and maintaining trust at work. For one, employees need to trust that their personal information will be kept private. The company also needs to trust that employees will safeguard company secrets. Confidentiality and trust both require mutual respect.

2. Building a team describe the difference between a group and a team using examples to illustrate this difference. Briefly describe the stages of an established model of a group formation using examples to illustrate these. What are the benefits of knowing your team members preferred team role. This must be based on the construction industry mainly house building

"Teams definitely are forms of work groups, but not all work groups are teams," (Brounstein, n.d.). In the construction industry, both teams and groups are essential for productivity. Not all groups need to become teams. For example, specialists or independent contractors are individually dedicated to fulfilling their goals. As a group, they work together towards common goals but they do not need to collaborate with each other or even to have a supervisory leader among them. In fact, imposing a team structure artificially onto a group of independent contractors could prove disastrous, as contractors expect a high degree of autonomy.

However, teams are also critical to construction projects. Groups of carpenters can be assigned to team leaders, which offers structure and coordination. A team leader will designate roles and responsibilities, which ensures the timely completion of projects and ensures organization. Each member of the team knows that he or she is working towards a common goal, and is accountable to the team for a job well done. Teams of workers are more cohesive than groups, and members communicate with each other more often than group members do. Role clarity -- knowing an individual's preferred role in the team -- is important to avoid any conflicts.