Conclusion

Effective managers realize that one of their most important jobs is to earn the trust of their employees, colleagues, bosses, customers, and other constituents. They also realize that it is equally important to create organizational structures and processes that promote trust at all levels of the organization. They know that trust is necessary for managing the routine interactions of everyday life and vital for initiating organizational change and responding to crises. Most importantly, says ethics researcher LaRue Hosmer, they recognize that people in organizations pay attention to issues concerning “what is right, just, and fair as well as what is efficient, effective, and practical.”^[73]

The ability to earn trust and create work environments that promote trust throughout the organization is becoming increasingly valuable in today's global, diverse, and technology-driven economic environment. Managers must be able to help people who don't share a common culture (and who may share a history of animosity and distrust toward each other) learn to work together productively to serve organizational goals. They must be able to help employees involved in alliances, mergers, and acquisitions build trust and interdependence quickly. They must be able to develop trust and respect among employees who work in virtual teams and who rarely, if ever, see each other. And they must be able to create conditions that empower employees to take independent action so that their organizations can be responsive, flexible, and fast. Undoubtedly, in today's work environment, trust is a must-have, not a nice-to-have.