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Management

Employee trust in the organisation’s management team is crucial for long-term success. Clear communication and the ability to lead in a constantly changing world are key factors.

Questions

  • Do you think the organisation's management team leads the organisation well?
  • Do you think the organisation is adapting to meet the changes in the world?
  • Do you feel that the management team convey a clear picture of the organisation's future direction?
  • Is the organisation's management team good at communicating internally?

Reporting

The index result is presented as an average score on a scale from 0 to 100 and includes team-level feedback for managers and a trend line with options for comparison against benchmarks and higher-level organisational groups.

ManagementFeedback_en

TeamIndexGreen

Index results are categorised into different intervals, each with an associated colour and description.
 
(87-100) Excellent trust in the management team
(69-86) High trust
(49-68) Moderate trust
(0-48) Low trust
No results due to anonymity
 
 

Background

The role of top management in organisations is always complex. The members in the management
team face different, and often conflicting pressure from investors, customers, employees and society. It
is often difficult to satisfy both internal and external stakeholders. Top management needs to decide on
long-term and short-term plans, decide whether to develop new products or improve their existing products, and stay focused on new business opportunities. At the same time, there is the internal perspective: getting the most out of the available resources such as facilities, brands, knowledge, money, and - most important of all - people. Trust in management is an important aspect for employees willing to do their best for the organisation. When the implicit and explicit expectations of the employees are met, they are more engaged and willing to perform at a high level (Agarwal, 2014).

However, it is not only trust in management that makes employees more engaged and more effective.
Trust is created by communication, and it is the tone of the top that can enhance trust in management. Good leadership at the management level affects leadership at lower hierarchical levels, and subsequently, effectiveness. This is based on what is called the “trickle-down effect” (Ruiz et al., 2011; Zenger and Folkman, 2016): the effect that good and bad habits in the top of the organisation affect habits at lower levels in the organisation. In a similar way, Gutermann et al. (2017) show how engagement at the management level stimulates engagement at lower hierarchical levels, thereby enhancing an organisational culture of engagement.