130 Culture and trust in technology-driven organizations
5. Describe how your manager interacts with your work group.
6. Do you believe that trust is an important attribute for managers
during interactions?
7. What is your perception of the actions taken by management to
ensure that they are viewed as trust worthy?
8. Describe how employees are treated in the organization.
9. How comfortable are you in discussing issues with management
when they arise?
10. Describe how issues are handled when they arise.
9.15 Practitioner guide summary
As we established throughout the book to this point, managers are
the backbone of an organization. The actions of leaders are attentively
observed and scrutinized every day by colleagues and subordinates.
Knowing this, managers must remain cognizant of their actions and the
effect of those actions have on others and the success of the organization.
Dysfunctional managers produce dysfunctional organizations. In these
types of organizations you can expect cultures that are not conducive to
building and maintaining trust. One may also expect that these types of
organizations have a difcult time meeting commitments and retaining
skilled knowledge workers. The Practitioner Guide provides important
attributes and characteristics that managers should practice and perfect
in their daily lives as leaders. The attributes and characteristics presented
will denitely help form the foundation of creating and trusting cultures.
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