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Trust and Accountability Essay

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Trust and Accountability

The proper use of consultants enhances quality of decision-making processes translating to a viable and profitable business. When starting up a business venture or exploring some market opportunity, it is crucial that one creates an exhaustive outline itemizing requisite resources, skills and information to actualize the objective (Crane & Matten, 2016). Most of these may be sourced within a firm or from stakeholders to a project. However, no single individual or entity bears all necessary skills to investigate comprehensively a venture or market opportunity. This paper seeks to underscore why ABC is a consultant with keen of thriving trust relations with customers while ethically obligated to accountability.

ABC understands that a distrustful association results in expensive and terminal problems. On the other hand, high trust relationships make all parties comfortable, productive, motivated, supportive, and one creating competitive advantages (Devlin, Ennew, Sekhon & Roy, 2015). As the trustee, ABC is suited to embrace the dynamic mix of experience, culture and personality manifested by the trustee. For instance, ABC being open to cultural diversity is aware of issue of risk tolerance, adjustment levels, and balance in relative power. As trustees, ABC earns confidence of its customers by ensuring security in different risk situations, looks to similarities like work ethic rather than differences, aligns interests towards actualizing goals, manifests benevolent concern, integrity, capability, predictability, and effective communication (Jeston & Nelis, 2014).

At ABC, trust is a function of the trustee and the trusted doing the purposefully right thing. On the other hand, accountability ascertains what people do in a given trust association, rewards for progressive outcomes while punishing for diminished accountability (Nikolova, Möllering & Reihlen, 2015). Where persons are accountable towards doing what is right even through trust is low in the initial phase, trust is seen to evolve as more of the right thing is done. High trust levels in such a situation leads to leadership holding followers accountable to performing the right thing without controlling the manner through which these things are performed leading to talent development and success.

 

 

References

Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization.  New York, NY: Oxford University Press.

Devlin, J. F., Ennew, C. T., Sekhon, H. S., & Roy, S. K. (2015). Trust in financial services: Retrospect and prospect. Journal of Financial Services Marketing20(4), 234-245.

Jeston, J., & Nelis, J. (2014). Business process management. New York City, NY: Routledge.

Nikolova, N., Möllering, G., & Reihlen, M. (2015). Trusting as a ‘leap of faith’: Trust-building practices in client–consultant relationships. Scandinavian Journal of Management31(2), 232-245.

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