Hành vi tổ chức trọng tâm tự luận

Trọng tâm thi tự luận
Chapter 2: Attitudes and Job satistfaction
1. 3 components of attitudes (3 thành phần của thái độ)
- Attitude are evaluative statements or juidments concerning objects, people

or events. There are 3 coponents of attitude:
+ Cognitive: The opinion or belief segment of an attitude
+ Affective: The emotional or feeling segment of an attitude
+ Behavioral: An intention to behave in a certain way toward someone or
something
2. Cognitive dissonance theory (sự không thống nhất về nhận thức, làm
như thế nào để làm giảm sự khơng thống nhất này, vì sao con người lại
-

tìm cách giảm sự khơng thống nhất về nhận thức)
Cognitive dissonace: Any incompability between two or moe attitudes of

-

between behavior and attitudes
People seek to reduce this uncomfortable gap, or dissonance, to reach
stability and consistency. Consistency is achieved by changing attitudes,

modifying the behaviors, or through rationalization
- Desire to reduce cognitive dissonance depends on:
+ Importance of elements
+ Degree of individual influence
+ Rewards invloved in dissonance
3. Major causes of job satisfaction (Những ngun do chính dẫn sự hài
lịng trong cơng việc)
Personality can influence job sastifaction:

-

Negative people, who set less ambitious goals, more likely give up when

-

confront difficulities, are usually not sastified with their jobs
People with core self-evalution, who believe in their inner worth and basic

competence, are more sastified with their jobs
4. Employees response to dissatisfaction (những phản ứng khi khơng hài
-

lịng trong công việc)
Exit: The exit response directs behavior toward leaving and looking for a
new position


-

Voice: The voice response includes actively and constructively attempting to

-

improve conditions.
Loyalty: The loyalty response means passively but optimistically waiting for

-

conditions to improve

Neglect: The neglect response passively allow conditions to worsen and

include chronic absenteeism or lateness.
5. Major job attitudes
- Job sastifaction is a positive feeling about the job resulting from an
-

evaluation of its charateristics
Job involvement: Degree of psychological indentification with the job where

-

perceived performance is important to self-worth
Psychological empowerment: Belief the degree of influence over the job,
competency, job meaningfulness and autonomy

Chapter 3: Personality and values
1. MBTI modell
- Extroverted (E) and Introverted (I). Extroverted people are outgoing,
-

sociable and assertive. Introverted people are quiet and shy.
Sensing (S) and Intuitive (N). Sensing types are pratical and prefer routine
and order, focus on details. Intuitive types rely on unconscious process and

-

look at the “big picture”.
Thinking (T) anf Feeling (F). Thinking types use reason and logic to handle

-

problems. Feeling types rely on their personal values and emotion.
Judging (J) and Perceiving (P). Judging types want to control and prefer
their world to be ordered and structured. Perceiving types are flexible and
spontaneous.
 INTJs are visionares, who are original and great drive
 ESTJ are organizers, who are realistic, logical, analytical and
businesslike
 ENTP are conceptualizer, who are entrepreneurial, innovative,

individualistic an resourceful
2. Big five model


-

Extroversion: The extroversion dimension captures our comfort level with
relationship. Extroverts tend to be gregarious, assertive and sociable.

-

Introverts tend to be reserves, timid and quiet.
Ageeableness: The agreeableness dimension refers to an individual’s
propensity to defer others. Highly ageeable people are cooperative, warm
and trusting. People who score low on agreeableness are cold, disagreeable

-

and antagonistic

Conscientiousness: The conscientiousness dimension is measuring realibity.
People who score high on conscientiousness are resposible, organized,
dependable and persistent. People who score low on conscientiousness are

-

distracted, disorganized and unrealiable.
Emotional stability: The emotional stability dimension – often labeled by its
converse – neroticism, taps a person’ability to withstand stress. People who
are positive emotional stability are calm, self-confident and secure. People

-

who are negative emotional are nervous, anxious, depressed, and insecure.
Openness to experience: The openness to experience dimesion addresses
range of interest and fansicnation with novelty. Extremely open people are
creative, curious and artistically sensitive. Those are at the end of the

category are conventional and comfortable with familiar.
3. Types of values
- Terminal values: Desirable end-states of existence; the goals that a person
-

would like to achive during his or her lifetime
Instrumental values: Preferable modes of behavior or means of achieving

one’s terminal values
4. Value dimensions of culture identified by Hofstede
- Power distance: The extent to which a society accepts that power in
institutions and organitions is distributed unequally.

+ Low distance: Relatively equal power between those with statys/wealth
and those without status/wealth.


+ High distance: Extremely unequal power distribution between those with
-

status/wealth and those wihout status/wealth.
Individualism versus collectivism
+ Individual is the extent to which people prefer to act as individuals rather
than as member of groups
+ Collectivism is a tight social framework in which people expect others in

-

groups of which they are a part to look after them and protect them
Masculinity versus femininity
+ Masculinity: The extent to which the society values work roles of
achievement, power and control, and where assertiveness and materialism
are also valued
+ Femininity: The extent to which there is little differentiation between
roles for men and women. A Feminine society is one where quality of life is

-

the sign of success and standing out from the crowd is not admirable.
Uncertainty Avoidance: The extent to which a sociaty feels threatened by
uncertain and ambiguous situation trieds avoid them
+ High Uncertainty avoidance: Society does not like ambiguos situations
and tries to avoid them

+ Low uncertainty avoidance: Society does not mind ambiguos situations

-

and embraces them
Time orientation
+ Long time orientation: A national culture attibute that emphasizes the
future, thrift and persistence
+ A national culture attribute that emphasizes the present and the here and

-

now
Indulgence: the extent to which people try to control their desires and
impulses. Relatively weak control is called “Indulgence” and relatively
strong control is called “Restraint”.

Ex: Vietnam scores high on power distance dimension (score of 70) which
means that people accept a hierarchical order in which everybody has a place
and which needs no further justification. Vietnam, with a score of 20 is a


collectivistic society. This is manifest in a close long-term commitment to the
“member” group, be that a family, extended family or extended relationships.
Vietnam scores 40 on masculinity dimension and is thus considered a Feminine
society, people are on “working in order to live”, managers strive for consensus,
people value equality, solidarity and quality in their working lives. Vietnam
scores 30 and thus has a low preference for avoiding uncertainty, maintain a
more relaxed attitude in principles and norm. Vietnam scores 57, making it a
pragmatic culture. In societies with a pragmatic orientation, people believe that

truth depends very much on situation, context and time. A low score of 35 on
indulgence dimension indicates that the culture of Vietnam is characterised as
Restrained. Societies with a low score in this dimension have a tendency to
cynicism and pessimism.
Chapter 4: Perception and decision making
1. Factors affecting perception

There are 3 factors affecting perception:
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Factors in the Perceiver (Make the different perception): Attitudes, motives,

-

interests, experience, expectations…
Factors in the Situation: Time, work setting, social setting
Factors in the target: Novelty, motion, sounds, size, background, proximity,

similarity
2. Attribution theory
Attribution theory explain the ways in which we judge people suggests that when
we observe an individual’s behavior. We will attempt to determine whether it is
internally or externally caused:
-

Internal causes are under that person’s control
External causes are not under that person’s control

Three diterminants factors:

-

Distinctiveness: Show different behaviors in different situation, high
distinctiveness is external, low distinctiveness is internal

Ex: A person who arrives today also one who regulary “blows off”
commitments. We can consider him/her behavior to be internal.
-

Consensus: Show the same as others to same situation, high consensus is
external, low consensus is internal

Ex: Only James did not do well in this task; meanwhile; others did well. We can
consider James’s result is from internal causes
-

Consistency: Response in the same ways over time, high consistency is
internal, low consistency is external

Ex: James always does his task not well, his performace in the final-year report
is as bas as his in the half-year report.We can consider James’s result is from
internal causes
3. Errors and bias in attribution
- Fundamental attribution Error: The tendency to underestmate the

influence of external factors and overestimate the influence of internal
factors when making juidgments about the behaviors of others.
Ex: When sales decrease, the boss blame it for his employee’s ability, not
because of COVID-19. However, COVID-19 is reason that is considerable.

-

Self-serving Bias: The tendency for inividuals to attribute their own
successes to internal factors while putting the blame for failures on external
factors

Ex: When OB-subject-group has bad result, Mary blame that its ther failure of
leader. In another group, Accounting principles-subject-group has good result,
Mary state that: “it is our attempt and worthy success”
4. Common shortcuts (Bien phap) in judging others


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Selective perception: People selectively interpret what they see on the basis

-

of their interests, background, experience and attitudes.
Halo effect: Drawing a general impression about an individual on the basis

-

of a single characteristic.
Contrast effect: Evaluation of a person’s characteristics that are affected by
comparisons with other people recently encountered who rnk higher of

-

lower on the same characteristics.

Stereotyping: Judging someone on the basis of one’s perception of ther

group to which that person belongs.
5. Decision-making models in organizations
- Rational decision making
A number of assumptions:
+ Complete information
+ Be able to indentify all the relevent options in an unbiased maner
+ Choose the option with highest utility
6 steps decision-making process: Define the problem => Identify the decision
criteria => Allocate weights to the criteria => Develop the alternatives =>
Evaluate the alternatives => Select the best alternative
-

Bounded rationality decision making: Seek sastisfactory and sufficient
solutions from limited data and alternatives. Be have rationally within the

limits of the simple model.
- Intuition decision-making:
+ An unconscious process created from distilled experience
+ Rely on holistic association
+ Links between disparate pieces of information
+ It is fast and affectively changred – engaging the emotions
6. Errors and bias in decision making
- Overconfidence Bias: Believing too much in our ability to make good
decisions – especially when outside of own expertise.


Ex: A person who thinks their sense of direction is much better than it actually
could show overconfidence by going on a long trip without a map and refusing

to ask for directions if they get lost along the way.
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Anchoring bias: Using early, first received information as the basis for
making subsequent judgments

Ex: A car salesman is trying to sell a Ford Focus for $20,000. The customer
bargains $18,000 for it. After discussing the details of the car, the salesman makes
an offer to the customer of $22,000. This is the anchor.
The customer hears the $22,000 price and thinks ‘oh, that’s way out of my price
range’. However, at the same time, the customer has anchored their valuation of
the car to $22,000.
The salesman then says ‘We can do a deal especially for you, we can go down to
$20,000 if you buy today’. ‘That’s an excellent deal, it’s a bit out of my price
range, but I can’t miss out on this offer’, the customer replies.
As the customer anchored their price expectation of the car at $22,000, anything
underneath that seems like an excellent deal.
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Confirmation bias: Selecting and using only facts that support our decision

Ex: A person believe that left-handed people are more creative than right-handed
people. Whenever this person encounters a person that is both left-handed and
creative, they insist on this “evidence” that supports what they already believe.
They will ignore any “evidence” that don’t support the idea.
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Avaliability bias: Basing the judgment on information that is readily
available at hand

Ex: Managers doing performance appraisals give more weight to recent employee
behaviors than to behaviors of 6 or 9 months earlier.
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Escalation of commitment: An increased commitment to a previous
decision in spite of negative information.

Ex: Ed has been dating with Ann for 5 years. Athough he admits something are not
going too well, he decides marry her.
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Randomness Error: People believe that they can predict the outcome of
random events.

Ex: If you are certain your lucky tie will help you earn a client's business at a
meeting later today, you're committing a randomness error. A tie does not bring
you luck, even you once wore it on a day when you closed a big deal.
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Risk aversion: The tendency to prefer a sure gain of a moderate amout over
a riskier outcome, even if the riskier outcome might have higher expected
payoff.

Ex: When An attended “Ai La Trieu Phu” program, An decided to stop at the 22
level with reward of 22 millions Dong, she might get a higher reward if she
continued. However, she did not because of risk aversion.
-

Hightsight bias: After an outcome is already known, believing it could have

been accurately predicted beforehand

Ex: After attending a baseball game, you might insist that you knew that the
winning team was going to win beforehand.
Chapter 5: Motivation
-

Job characteristics model
How to motivate employees by redesign jobs
How to motivate employees by rewards, benefits
How to motivate employees by employee recognition programs

Chapter 6: Understanding work teams
1. Differences between group work and group team?


We can consider about these differences through definitions of work group and
work team:
-

A work group is a group that interacts primarily to share information and
make decisions to help each member perform within his or her area of
responsibility. Work groups have no need or opportunity to engage in
collective work that requires joint effort. So their performance is merely the
summation of each group member’s individual contribution. There is no
positive synergy that would create an overall level of performance greater

-

than the sum of the inputs.

A work team, on the other hand, generates positive synergy through
coordinated effort. The individual efforts result in a level of performance
greater than the sum of those individual inputs.

To sum up, there are some differences between work group and team group:
-

About goal, work group is to share information; meanwhile; work team is to

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gain collective performance.
About synergy, work group is neutral (or sometime negative), but work team

-

is positive.
About accountability, it is belong to individuals in work group but both

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individual and mutal in work team.
About siklls, work group selects random and varied skills, but work team

requires complementary skills.
2. 4 Types of teams, there characteristics (4 loại nhóm, đặc điểm của mỗi
loại nhóm)
There are 4 types of teams:
-

-

Problem-Solving teams:
• 5 – 12 employees from the same department
• Met for a few hours each week
• To discuss ways of improving quality, efficiency, and the work
environment
Self-Mangaed work teams:


Typically 10 – 15 members
Perform highly related or interdependent jobs
Take on the responsibilities of their former supervisors
Cross-functional teams:
• Employees from about the same hierarchical level
• From different work areas
• Come together to accomplish a task.
Virtual teams:
• Teams that use computer technology to unite physically dispersed
•
•
•

-

-

members and achieve a common goal
• Less social rapport and direct interaction among members.
• For virtual teams to be effective, management should ensure that

- Trust among members
- Close monitoring
- To be publicized
3. The team effectiveness model
A team-effective model contains 3 cagetories: Context, composition and process.
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Context (Boi canh):
+ Adequate resources: Need enough tools to complete the job
+ Effective leadership and structure:
• Agreeing to the specifics of work and how the team first together to
intergrate individual skills.
• Even “self-managed” teams need leaders
• Leadership especially important in multi-team systems
+ Climate of trust: Members must trust each other and ther leader
+ Performance and rewards systems that reflect team contributions: Can not
be based on individual effort

-

Compositions (Thanh phan):
+ Abilities of members: Need technical expertise, problem-solving, decisionmaking and good interpersonal skills.
+ Personality of members: Conscientinousness (tan tam), openess to
expertience, and agreeableness all relate to team performance
+ Allocating roles and diversity:
• Many necessary roles must be filled


•

Diversity can often lead to lower performance

+ Size of teams: The smaller the better: 5 – 9 is optimal
+ Member’s preference for teamwork: Need to consider whether the
members want to be on team or not
-

Process (Quy trinh):
+ Commitement a common purpose:
• Create a commom purpose that provides direction
• Have reflexitivity: willing to adjust plan if necessary
+ Establishment of specific team goals: Must be specific, measurable,
realistic and challenging
+ Team efficacy: Team belives in its ability to suceed
+ Mental models: Have an accurate and common mental map of how the
work gets
+ A managed level of confilct: Task conflicts are helpful, interpersonal
conflicts are not
+ Minimized social loafing: Team holds itself accountable both individually
and as a team

Chapter 7: Communication
1. Interpersonal communication
- Oral communication
• Advandtages: Speed and feedback
• Disadvantages: Distortion of the mesage
- Written communication
• Advandtages: Tangible and verifiable
• Disadvantages: Distortion of the mesage
- Nonverbal communication (Body movement, Intonations and voice

emphasis, Facial expression and physical distance between sender and
receiver)
• Advandtages: Support other communications and provides observable
expression of emotion and feeling


•

Disadvantages: Misperception of body language or gestures can influence

receiver’ interpretation of message
2. Communication channels
Definition: The medium selected by the sender through which the message travels
to the receiver. There are 2 types of communication channels:
-

Formal channels: Are established by the organizationa and transmit

-

messages that are related to the professional activities of members
Informal channels: Used to transmit personal or social messages in the
organization. These informal channels are spontaneous and emerges as a

response to individual choices
3. Communication process
Definition: Comunication process is the steps between a source and a receiver that
result in the transference and understanding of meaning.
Key parts of communication process:

4.

The sender: Initiate message
Encoding: Translating thought to message
The message: What is communicated
The channel: The medium the message travels through
Decoding: The receiver’s action in making sense of the message
Noise: Things that interfere with the message
Feedback: A return messag regarding the initial communication
Direction of Communication

Downward

Upward Communication

Communication
•

From high to low

•

level.
•

The

low

to

higher

•

level.
content

is

•

usually notices and
directives.
•

From

Lateral Communication

Communication

Content

in the organization.
is

usually

•

feedback information.
•

To

Among people of the same rank

effective

implementation, try to

Save time and facilitate
coordination

•

Functional conflicts can be
created when vertical official


tends to be one-way

minimize

disruptions

=> dialogue.

and distractions.

channels are overlooked.