Posted: August 3rd, 2022

Managers, within a business firm, are entirely dependent upon the trust, commitment, and effort of others within the firm, just as the employees and others are dependent upon managers. Creating trust requires interconnectivity with employees that utilizes managerial power to strengthen decision-making, such as through an understanding and communication of behavioral and moral values. Likewise, trusting in leaders establishes a strong work environment that is able to withstand external tribulations likely to affect business entities with poor internal foundations. According to O.C.

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Charlotte Roderick
Yesterday
Jul 31 at 5:44pm
Manage Discussion Entry
Charlotte Roderick
Professor J. McMillan
BUSI472 – D02
Managers, within a business firm, are entirely dependent upon the trust, commitment, and effort of others within the firm, just as the employees and others are dependent upon managers. Creating trust requires interconnectivity with employees that utilizes managerial power to strengthen decision-making, such as through an understanding and communication of behavioral and moral values. Likewise, trusting in leaders establishes a strong work environment that is able to withstand external tribulations likely to affect business entities with poor internal foundations. According to O.C. Ferrell et al. (2017), developing strong ethical leaders that are recipients of trust embody a “holistic thinking that embraces the complex and challenging issues companies face on a daily basis,” embracing such complexities that support the workforce as a whole (p. 316). Likewise, author Chris P. Long of To Control and Build Trust (2018) describes how managers are dependent upon the organizational trust and cooperation through practices that “motivate subordinate cooperation through the actions [managers] take to apply controls and build trust,” strengthening relational values that translate to organizational success (p. 69). Formulating this kind of trust strengthens both the employee and manager in their work, equally establishing a well-developed business built upon strong morals that is appealing to the consumer. Further, it is imperative to assess what encourages the principles of competition instead of cooperation within an organization. Maximilian Holtgrave et al. (2019) assess potential for disunity when managers misconstrue competition with their own internalized principles of cooperative morals. Further, this study promotes that the ideology of managerial-to-employee trust is relative to specific industry practices and independent ideologies of successful operational execution (Holtgrave et al., 2019). Likewise, understanding such relationships require establishing Christological elements within the delineation of managerial trust, commitment, and effort of others. As Christ would instruct, showing grace and humility toward those in subordinate to a manager creates an environment open to personal and cultural values, compassionate behavior, and ethical associations. Equally, the manager is reliant on the humility of employees in order to effectually promote theological values and morals through open understandings of intrapersonal communications. Thus, managers should abide by Psalm 78:72 for their guidance, which states, “With upright heart he shepherded them and guided them with his skillful hand” (New International Version, 2011). To conclude, implementing Christ within organizational morals creates a respectful and trustworthy manager that is dependable through means of employee trust, commitment, and efforts.
References
Ferrell, O., Fraedrich, J., & Ferrell, L. (2017). Business Ethics: Ethical Decision Making and Cases. Cengage MindTap. Retrieved June 23, 2022 from https://ng.cengage.com
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Holtgrave, M., Nienaber, A., Tzafrir, S. S., & Schewe, G. (2020). Cooperation in the face of conflict: Effects of top managers’ trust beliefs in their firms’ major suppliers. British Journal of Management, 31(2), 253-273. https://doi.org/10.1111/1467-8551.12350.
Long, C. P. (2018). To control and build trust: How managers use organizational controls and trust-building activities to motivate subordinate cooperation. Accounting, Organizations and Society, 70, 69-91. https://doi.org/10.1016/j.aos.2018.05.006.
New International Version. (2011). Biblica. https://www.biblegateway.com/versions/new-international-version-niv-bible/
(Links to an external site.)
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Word count: 395

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