BÀI tập HÀNH VI tổ CHỨC về tạo ĐỘNG LỰCE

BÀI TẬP HÀNH VI TỔ CHỨC VỀ TẠO ĐỘNG LỰC

Organizational Behavior Management is considered a science course focusing on
researching influence of individual, group and organizational behavior in the
organization; Behavioral research in organization and its impact on organizational
performance; Study of behavior and attitudes of individuals in the organization.
Concentrate on basic issues such as productivity, quit, and job satisfaction and loyalty
to the organization; Try to find scientific explanations rather a sense of organizational
behavior.
Object of study subjects are individuals, groups and organizations. Through the basics
of the course (Organizational Behavior), leaders, managers use it to apply in the
management and administration of the organization in an effective way as well as
create motion for employees and encourage subordinates to bring out the ability to
work with the best effort to accomplish the purpose of the company. To promote staff,
leaders and managers must know how to treat people. Motivation is to promote people
to work. The effect of motivation depends on the (physical and mental)
encouragement that stimulates employees to use all their potentials and try to do the
job. To achieve results at the highest level, leaders and managers must find ways to
satisfy demand of individuals as well as the general needs of the organization.
"Organizational behavior" has introduced the theories of behavior and method to
create work motivation for employees to assess the ability and the role of leaders in
creating motivation for employees. Two of the theories are Maslow's Needs theory
and Herzberg’s two factor theory.
Maslow's Needs theory
Demand is the lack of something that people can feel. Human needs are classified
from low to high.
Some characteristics of Maslow's needs theory:
- A demand that has been satisfied will no longer be the driving force.
- One need is not a driving force before the other needs in the hierarchy are met.
- Lower-level needs that are not satisfied will become a driving force.

- Instinct demand of human is to climb up to the top of tower of needs.
- The need to confirm themselves is unlike other needs.
Maslow's needs theory indicates that people have different levels of demand. When
the low-level needs are satisfied, higher-level needs become the driving force. Once a
need is met, other needs will appear. The result is that people always have unsatisfied
needs and these needs motivated people perform certain tasks in order to satisfy them.
Needs of individuals are so abundant and diversified that satisfying these needs are
also complicated. To do this, Maslow points out those managers need to take measures
to find and meet the needs of employees. It will create incentives for employees.
Level of needs described through Tower of Maslow needs.
- Biological demand. Located at the lowest position in the hierarchy of needs is a
biological need. These include basic needs such as: food, water, housing and resting.
The human body needs to have these needs in order to survive. At work, all physical
demand of a person should be satisfied. He should be paid a reasonable salary to be
able to feed himself and his family. He must be eating lunch and have time to rest to
recover health and to get rid of fatigue and monotony of work.
- Safety need. When the needs at the lowest level are met, people began to feel the
need to satisfy a higher level need. He wanted to be assured of the safety of the body.
He wants to work in a safe place, such as in a workshop the health and safety of
workers are assured. Moreover, the workers want a safe and stable job to ensure long
life. He did not want to be pushed off the road for no legitimate reason.
- Connection need. Human nature is to live in a community. Everyone wants to be a
member of a certain group and maintain relationships with others. These needs will be
necessary once the survival and safety needs are met. At work, people are eating lunch
together, join the football team of the company and participate in the trip or make
other social work programs. These activities enable employees of a department to
meet and contact the staff of other departments. At the same time, we also help
develop a sense of community and teamwork.
- Growth need. Next level is the growth need. Growth need is recognized for success,

talent, ability and knowledge of an individual. At work, the symbol of position can
satisfy these needs. The reward for long term service and the award for best


production workers in the month were given to show appreciation and recognition of
personal achievement.
- The self-improvement need. The highest level is the need to express and develop the
capabilities of individuals. At work, this need is particularly important for managers to
assert itself. The lack of satisfaction and challenge of the work is the reason why the
top executives leave their jobs.
Herzberg’s two factor theory
Herzberg said that there are two groups of factors that affect the work of individuals in
business
A group containing motivation with which the individuals in the enterprise will work
better
- The motivating factor is the challenge of the job and maturity; achievements and
responsibilities; job prospects.
- The factors that motivate work: Motivation is the promotion of an individual to
improve performance at work, it is the managers’ task to always recognize employee’s
performance, as well as the product of the staff and subordinate. Leaders point out that
the work that employees, subordinates are doing is a very meaningful and it will bring
efficiency to business. At the same time, the leader must assign the responsibility to
the work and achievements of employees, subordinates. By this way, employees and
subordinates will have the opportunity to have chance to get promotion.
A group of elements have the effect of maintaining the activities of man.
- Maintenance factor ensures the monitoring of working conditions; wages and private
life; corporate policy.
- Lack of maintenance factor will cause resentment of working conditions; work
status, salary; individual relations and steady jobs.
Herzberg's two-factor theory indicates that the factors creating job satisfaction do not

directly conflict with the factors creating dissatisfaction with the job. These factors
creating work motivation in the perspective of Herzberg is a man's sense of his or her
own work: the work done, the recognition, the nature of work and responsibilities and
opportunities. Maintaining factors relate to the working environment: working
conditions, management and business policy, supervision, interpersonal relationships


with individuals, salary, status and job stability. Herzberg’s discovery is significant for
administrators. They draw attention to the fact that the contents can influence human
behavior at work, and the factors such as wages and working conditions are not
always work motivation.
Through the nature of needs theory of Maslow and Herzberg two-factor theory we see
Maslow and Herzberg share a same view of studying the relationship between the
need and the effort to satisfy that internal need. The guarantee to satisfy biological
needs: Housing conditions, work, safety need of a stable job with appropriate wages,
the demand associated with an assurance mechanisms stability of the enterprise
policy, held in conjunction with the contact and exchange learning in enterprises and
organizations of the tower needs Maslow also considered maintenance factors of
Herzberg employment conditions, wages, the private life, business policy,
organization. Herzberg's motivation factors challenges in work and achievement
comes with maturity and responsibility is also a driving force that Maslow has given
when the needs of people reach the level of recognition for success, talent, ability and
knowledge, self-improvement needs to assert itself.
However Herzberg offers two elements to separate motivation to improve
achievement in maintaining labor conditions and job stability. Meanwhile Maslow's
tower of needs is the need to satisfy the conditions, the environment, policy work and
promotion motivation reflected through by the hierarchy of needs.
Maslow points out that when people have already satisfied this element, they will ask
for higher demand than before. However, to satisfy that demand, then a question is
still to maintain previous demand. At that time the goal they set out is to meet higher

demand. Their needs and motivations associated with goals that they set will form
their behavior. So in a business good policies shall stimulate employees eager to work.
Their behavior will have a positive impact on the process of production and business
activities of the enterprise. On the other hand if the policies of the enterprise do not
meet the demand of the employees, they do not stimulate employees to work hard.
Herzberg's two-factor theory indicates that the factors that create job satisfaction do
not directly conflict with the factors that create dissatisfaction with the job. The work motivating factors in Herzberg’s view is a man's sense of his or her own work: the
completion of work, the recognition, the nature of work and responsibilities,


promotion opportunities. Maintenance factors related to the working environment:
working conditions, management and business policy, supervision, interpersonal
relationships with individuals, salary, status, job stability. The discovery of Herzberg
is extremely significant for administrators. We draw attention to the fact that the
contents of work can influence human behavior, and factors themselves such as wages
and working conditions are not always work motivation.
According to the Circular No. 59/2007/NQ-CP on applying "one door policy” in
business registration, registration of new enterprises is made through this division. All
business registration procedures are carried out in transparent and simple. All
employees working in this part are experienced, professional and able to work under
high pressure. On average, this part serves 45 to 55 transactions.
During the first implementation of the "one door policy" it was easy to see that people
work very hard and feel enthusiastic for the task and the work assigned. However,
after a period of implementation of this division, leaders realized the level of
enthusiasmspirit of the staff in this department were significantly reduced. The
feedback from individuals and organizations about this division was not as good as
expected.
Whereas the situation gets worse, losing the trust of organizations and citizens is
unpreventable. This prompts leaders to take quick action find out the causes of that
situation. Leaders directly hold meetings with meet employees working in this

division to discuss to find out the reasons and also the method to deal with these
matters. After thorough studying, they find the following main reasons:
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The first reason: The work in this department is boring and repeated.

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The second reason: Suffering from pressures from frequent contacts with
individuals and organizations

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The third reason: The legal documents are not updated and timely promulgated
to these employees.

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The forth reason: Time to work in the division is tight.

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After studying and evaluating the causes of the above situation, the leaders
decided to use the method of weekly rotation of officials in order to create
comfort while ensuring the quality of the work proposed. At the same time
experts in this field are invited to conduct training in order to improve cultural


communication skills. Besides, the staffs are always equipped with updated
legal documents to contribute to improving the knowledge of their own. After

some time of making rotation of positions, everyone's spirit is back, nice
picture of the "one door policy" gradually being regained and complains about
the attitude of service being subdued.
Chart rotation of employees working in the "one-stop policy"

Receiving records

Paying results

Guiding documents

Checking
documents