Trust and managerial responsibility

Article Abstract:

The relationship between a manager and his subordinates is not solely economic in nature. It entails moral obligations on the part of the more powerful party, the manager. Since he has knowledge of his workers' strengths and vulnerabilities, he has the capacity to exploit them. However, practical situations demonstrate that this practice is self-defeating. Instead of increasing productivity, it lowers over-all morale and creates rebelliousness. A manager should value employees' trust not only for productivity's sake but because this is his moral responsibility.

Labor relations, Labor productivity

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Trust in organizations: frontiers of theory and research

Article Abstract:

Relationships based on trust within organizations assume the involved parties' benevolent attitudes towards each other. Self-interest is presumed to be subordinate to the greater good of the organization. Breach of trust, on the other hand, creates vengeful and destructive attitudes among the affected individuals. So as not to jeopardize the survival of the organization, breakdown of trust must be faced squarely by its perpetrators. They should admit their ethical violations and answer for all the negative consequences their actions had engendered.

Social aspects, Self-interest, Self interest, Breach of trust

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Managers and consultants as manipulators

Article Abstract:

Business managers and management consultants have a tendency to manipulate their subordinates in order to achieve set goals. It was observed that totalitarian regimes were interested in the field of management research. Similarly, the authors of the book In Search of Excellence recommended the brainwashing of employees. These are all violations of the principles of business ethics. It illustrates the dilemma faced by modern society as a whole.

Beliefs, opinions and attitudes, Executives, Business consultants, Management consultants

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