Câu hỏi tổng hợp Môn Organizational behavior | Đại học Kinh Tế Quốc Dân
Organizational Behavior (OB) serves several critical functions that help managers and employees understand, anticipate, and influence behavior in the workplace. Tài liệu được sưu tầm gồm 24 trang, giúp bạn ôn tập tốt hơn. Mời các bạn đón xem.
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1.1) Present the functions of organizational behavior (OB). Which function do you think
is the most important? Explain and provide illustrative examples.
Organizational Behavior (OB) serves several critical functions that help managers and
employees understand, anticipate, and influence behavior in the workplace. Among these,
three core functions stand out: explanatory, predictive, and controlling. Each function plays
a unique role in shaping how organizations operate effectively. 1.1. Explanatory Function
The explanatory function of OB helps in understanding why individuals or groups behave in
certain ways within an organization. It involves analyzing causes of behavior, such as
motivation, leadership style, communication barriers, or organizational culture. “Managers
need to be able to explain why employees engage in some behavior rather than others.“
Example: If employee turnover is high in a company, OB can explain it through factors such
as lack of job satisfaction, poor management, or limited career growth opportunities. By
applying Herzberg’s Two-Factor Theory, for instance, managers might discover that hygiene
factors (e.g., salary, work conditions) are not being met. 1.2. Predictive Function
OB also allows managers to predict future behavior based on observed patterns. This function
is valuable for planning, decision-making, and risk management. It helps in foreseeing how
employees might react to organizational changes, policy shifts, or leadership transitions.
“Managers need to be able to predict how employees wil respond to various actions and decisions.”
Example: If a company plans to implement a major digital transformation, OB models can help
predict resistance from employees and suggest interventions to ease the transition, such as
early communication or involving employees in the change process.
Example: If a company introduces a performance-based bonus system, OB concepts like
Vroom’s Expectancy Theory can help predict employee response. If employees believe that
their effort wil lead to good performance (expectancy), that performance wil be rewarded
(instrumentality), and the reward is desirable (valence), they are more likely to increase their effort. 1.3. Controlling Function
The controlling function involves shaping or influencing behavior to align with organizational
goals. It includes implementing policies, designing reward systems, or applying leadership
techniques to guide employee performance and maintain order. “Managers need to be able to
influence how employees behave.”
Example: A sales team that lacks discipline might improve performance if OB principles are
applied, such as setting clear KPIs, offering performance-based incentives, or providing
leadership training. Therefore, managers can reinforce desired behaviors and reduce undesired ones. lOMoAR cPSD| 58675420
1.4. Most Important Function: Predictive
Among the three core functions of Organizational Behavior, the predictive function is the
most important because it directly supports strategic foresight and proactive management.
Explanation helps us understand what happened and control influences what is happening,
but only prediction allows us to shape what wil happen. In today’s dynamic business
environment—marked by rapid technological change, shifting workforce expectations, and
global uncertainty—being able to anticipate behavior is not just helpful, it’s essential.
The predictive function transforms OB from a reactive discipline into a forward-looking tool. It
allows leaders to reduce uncertainty, allocate resources more efficiently, and design policies
that are more likely to succeed. Without this function, decision-making becomes guesswork,
and organizations risk implementing initiatives that backfire (phản tác dụng) due to unforeseen
human responses. Predictive capability also improves change management by highlighting
potential resistance points before they occur, giving managers time to plan and respond with
empathy and strategic precision.
Moreover, prediction creates the foundation for evidence-based management. By applying
theories and past behavioral patterns, organizations can test assumptions about what
motivates people or how teams wil respond to structural changes. This elevates OB from an
observational practice to a decision-making science.
Illustration: During the COVID-19 pandemic, companies that could predict the behavioral
impacts of remote work (e.g., isolation, reduced collaboration) were better positioned to
implement timely support systems such as virtual team-building and flexible schedules. This
proactive approach helped sustain productivity and employee morale.
1.2) Analyze Challenges and Opportunities of OB
Organizational Behavior (OB) is essential for understanding how individuals and groups act
within organizations. As the business environment becomes more global, digital, and
uncertain, OB helps organizations address pressing human-related chal enges while also
unlocking opportunities to improve performance and well-being.
One of the most persistent chal enges is managing workforce diversity. Globalization has
brought together people from different cultures, generations, and backgrounds. While this
diversity offers rich perspectives, it also risks misunderstandings and conflict if not handled
carefully. OB provides frameworks for building inclusive cultures and reducing bias. Another
key chal enge is coping with economic pressures. During periods of financial stress,
organizations face layoffs, restructuring, and employee burnout. OB helps managers maintain
morale and commitment through fair leadership and effective communication. In addition, the
demand for innovation and adaptability requires that employees embrace change, yet many
resist it. OB offers strategies to reduce resistance, foster psychological safety, and encourage
creativity. Final y, the shift to remote and networked organizations complicates
communication and team dynamics, calling for new approaches to managing virtual collaboration. lOMoAR cPSD| 58675420
Despite these chal enges, OB presents several opportunities. A well-led diverse team can
outperform more homogeneous ones in problem-solving and innovation. Through motivational
theories and leadership models, OB helps increase employee engagement and
performance. It also supports better decision-making by addressing biases and groupthink.
Moreover, OB plays a key role in change management, enabling smoother transitions in fast-
changing environments. The growing influence of technology also creates new possibilities
for flexible work, enhanced communication, and data-driven people management—areas
where OB can guide the design of effective digital workplaces. Lastly, OB contributes to
ethical conduct and responsible leadership, building long-term trust and reputation.
In conclusion, OB equips organizations to manage human chal enges and seize strategic
opportunities. By understanding and applying OB principles, leaders can create more
adaptive, ethical, and high-performing workplaces.
2.1) Why do managers need to study the impact of learning when researching OB at the
individual level? Applications and examples
Managers need to study the impact of learning when researching Organizational Behavior
(OB) at the individual level because learning is the foundation of behavior change.
Understanding how individuals acquire, process, and apply knowledge allows managers to
shape performance, improve skil s, and foster adaptability—critical for organizational effectiveness. Why It Matters:
1. Behavior is learned, not fixed
Most workplace behaviors—such as communication style, time management, or
problem-solving—are acquired through learning. By understanding learning
processes, managers can influence how employees develop productive habits and
unlearn counterproductive ones.
2. Supports performance improvement
Learning theories (e.g., reinforcement theory, social learning theory) help managers
design effective training and feedback systems. When learning is encouraged and
supported, individuals are more likely to grow in competence and confidence, leading to higher performance.
3. Enables change and adaptability
In dynamic environments, employees must learn new tools, roles, or workflows.
Without learning, even the best strategies fail at the implementation stage. Studying
learning helps managers reduce resistance and support smoother transitions.
Applications and Examples:
● Reinforcement theory (Skinner): Managers use positive reinforcement (e.g.,
bonuses, praise) to encourage desired behavior. For example, consistently rewarding
punctuality can lead to more reliable attendance patterns. lOMoAR cPSD| 58675420
● Social learning theory (Bandura): Employees often learn by observing peers or
leaders. A new sales associate may mimic the approach of a top-performing colleague,
especially if that behavior is visibly rewarded.
● Onboarding and training programs: Effective onboarding that incorporates adult
learning principles (e.g., active involvement, relevance) helps new hires become
productive faster and reduces turnover.
● Performance feedback: Learning also occurs through feedback. Managers who
frame feedback as a learning opportunity (not just evaluation) create a growth-oriented environment.
2.2) Analyze the factors influencing an individual's personality. How does individual
personality affect organizational behavior? Examples.
FACTORS INFLUENCING AN INDIVIDUAL’S PERSONALITY
An individual’s personality is shaped by both nature and nurture factors.
Nature includes biological and genetic influences—traits inherited from parents, brain
chemistry, and hormonal balances. For instance, research shows that characteristics like
extraversion and neuroticism can be partially inherited, meaning some people are naturally
more sociable or emotional y reactive.
Nurture encompasses environmental factors such as family upbringing, education, culture,
and life experiences. A person raised in a supportive, stimulating environment might develop
higher levels of openness and agreeableness, while restrictive or stressful surroundings can
shape traits like lower trust or higher anxiety. Both sets of factors interact over time,
continuously shaping and refining personality throughout an individual’s life. Phiên bản 2: dài hơn
An individual’s personality is influenced by a complex interplay between nature (biological
factors) and nurture (environmental factors). Nature refers to genetic inheritance, brain
structures, and biochemical processes. Studies in behavioral genetics indicate that traits such
as extraversion, neuroticism, and openness have moderate heritability. For instance, a
person may naturally exhibit high levels of energy, sociability, or emotional reactivity due to
inherited genetic patterns or neurochemical balances. Even temperament observed in early
childhood—like being naturally calm or irritable—can reflect biological predispositions that
shape later personality development.
On the other hand, nurture involves external influences such as family environment, cultural
background, education, peer interactions, and significant life events. For example, a child
raised in a nurturing, intellectually stimulating home is more likely to develop higher openness
to experience and agreeableness, fostering creativity and empathy. Conversely, exposure
to trauma, neglect, or rigid social norms can shape individuals toward lower openness or
higher neuroticism. Social learning, role models, and cultural expectations continuously mold
behaviors and attitudes, meaning personality evolves with experiences. Ultimately, neither
nature nor nurture works in isolation; both interact dynamically across a person’s lifespan,
constantly refining personality traits. lOMoAR cPSD| 58675420
HOW DOES THE INDIVIDUAL PERSONALITY AFFECTS OB?
Individual personality plays a vital role in shaping workplace behaviors, influencing task
performance, interpersonal relations, and adaptability. The Big Five personality model offers
a useful framework to understand these impacts, as follows:
● Conscientiousness: Employees high in conscientiousness are organized,
responsible, and goal-oriented. They demonstrate strong attention to detail,
persistence, and reliability in task execution. This trait is positively associated with
overall job performance across most occupations, as such individuals typically require
less supervision and deliver dependable results.
● Extraversion: Extraverted employees are sociable, energetic, and assertive, thriving
in roles that involve interaction and teamwork. Their enthusiasm and confidence make
them effective in positions such as sales, customer service, and leadership.
Extraversion is linked to greater leadership emergence and effectiveness in social and dynamic workplace settings.
● Agreeableness: Highly agreeable individuals are cooperative, empathetic, and
compassionate. They contribute to a harmonious work environment by helping resolve
conflicts, supporting colleagues, and fostering trust. This trait supports teamwork,
customer service, and roles requiring interpersonal sensitivity.
● Openness to Experience: Employees with high openness are curious, imaginative,
and open to new ideas. They are comfortable with ambiguity and change, making them
valuable in creative roles or dynamic industries. This trait supports innovation,
adaptability, and continuous learning, which are essential in fields like marketing, research, and technology.
● Neuroticism (Emotional Stability): Neuroticism reflects emotional reactivity and
susceptibility to stress. Employees low in neuroticism (i.e., high in emotional stability)
are calm, resilient, and better able to manage workplace pressure. Conversely,
individuals high in neuroticism may experience anxiety and mood fluctuations that
could affect job performance and teamwork.
By understanding these dimensions, organizations can better align roles with individuals’
strengths, form balanced teams, and design supportive work environments that maximize both
individual well-being and organizational effectiveness.
2.3) How does personality influence behavior? As a manager, what would you do if an
employee's personality is not suitable for their job?
HOW PERSONALITY INFLUENCE BEHAVIOR (Giống ý 2.2b) WHAT WOULD I DO
If an employee’s personality does not match their role, as a manager, I would first try to
understand the specific chal enges they face. I would have an open conversation to discuss
how they feel about their tasks and work environment. Based on that, I might adjust their
responsibilities to better suit their strengths—for example, giving a shy, introverted employee
fewer client-facing tasks and more independent work. I could also offer training, mentoring, or
coaching to help them build needed skil s or confidence. If possible, I might explore
transferring them to a role that fits their personality better. Throughout the process, providing lOMoAR cPSD| 58675420
regular feedback, support, and clear communication is key to helping the employee grow and
stay engaged, while also ensuring team performance is not affected.
2.4) Propose solutions to facilitate positive behavior of individuals in an organization
Encouraging positive behavior among individuals is essential to building effective, ethical, and
resilient organizations. Organizational Behavior (OB) offers several strategies to foster such
behavior at the individual level.
First, organizations should create a supportive organizational culture that reinforces core
values such as respect, collaboration, and responsibility. According to Robbins & Judge,
culture shapes behavior by signaling what is acceptable and rewarded. A strong, positive
culture helps align individual behavior with organizational goals.
Second, applying reinforcement theory can strengthen desirable behaviors. Through clear
performance management systems, positive behaviors—such as initiative, cooperation, or
integrity—should be consistently recognized and rewarded. This encourages repetition of
these behaviors and sets a behavioral standard for others.
Third, training and development programs are critical in shaping attitudes and skil s.
Emotional intelligence, communication, and ethical decision-making workshops help
employees respond constructively in complex situations. This proactive investment in people
leads to more emotional y stable, self-aware, and responsible individuals.
Fourth, leadership style has a strong influence on individual behavior. Transformational
leaders, who act as role models and inspire shared purpose, can create a psychologically safe
environment where employees feel motivated to contribute positively. Employees are more
likely to mirror the behavior of leaders who are ethical, consistent, and empowering.
Final y, using organizational justice—ensuring fair treatment, transparent processes, and
voice in decisions—promotes trust and commitment. When individuals feel respected and
fairly treated, they are more likely to exhibit citizenship behaviors and reduce counterproductive actions.
In summary, by shaping culture, reinforcing desired behavior, developing capabilities,
modeling strong leadership, and ensuring fairness, organizations can create an environment
where positive behavior is encouraged and sustained.
3.1) What are the three components of attitude? How can leaders effectively address
the affective component of attitudes in the workplace to foster a more positive and
productive environment? Applications and examples THREE COMPONENT
Researchers assume attitudes have three components: cognition, affect, and behavior. lOMoAR cPSD| 58675420
Cognitive component of an attitude is a description of or belief in the way things are. This
component includes thoughts, feelings, beliefs, and behaviors that are related to how
individuals think about their attitudes.
Affective component: stage for the more critical part of an attitude. Affect is the emotional or
feeling segment of an attitude reflected in the statement, "I am angry over how little I'm paid."
Affect can lead to behavioral outcomes.
The behavioral component of an attitude describes an intention to behave a certain way
toward someone or something-as in, "I'm going to look for another job that pays better."
Viewing attitudes as having three components-cognition, affect, and behavior-helps
understand their complexity and the potential relationship between attitudes and behavior.. Example:
1. Cognitive: My supervisor gave a promotion to a coworker who deserved it less than I did. My supervisor is unfair.
2. Affecting: I dislike my supervisor.
3. Behavioral: I’m looking for other work, I’ve complained about my supervisor to anyone who would listen. Example:
1. Cognitive: My company prioritizes profits over employee well-being. They cut benefits even
when profits are high. I believe this company doesn’t care about its people.
2. Affective: I feel frustrated and unappreciated working here.
3. Behavioral: I’ve stopped volunteering for extra tasks, and I’m updating my resume to apply elsewhere. HOW LEADER CAN
One powerful way leaders can do this is by
Showing authentic appreciation and recognition for employees’ efforts. For example,
when Satya Nadella became CEO of Microsoft, he emphasized empathy and understanding
as core leadership values. Under his leadership, employees reported feeling more valued and
emotionally connected to the company, which helped to transform Microsoft’s work culture into
a more collaborative and innovative space. Leaders who consistently recognize both small
and large contributions positively affect employees' emotional attachment to their work and their teams.
Promoting a culture of open communication and psychological safety. When employees
feel safe to express their concerns, share ideas, and admit mistakes without fear of judgment,
their emotional well-being improves. Google’s “Project Aristotle” famously revealed that
psychological safety was the most important factor in determining team success. Leaders who
encourage inclusive discussions and actively listen to employees can reduce negative
emotions such as anxiety or frustration and replace them with feelings of belonging and trust.
Providing opportunities for meaningful work and career development can increase
positive affect. For example, at Salesforce, leaders align roles with employees’ strengths and lOMoAR cPSD| 58675420
provide clear growth paths. This boosts emotional satisfaction and drives engagement. As a
result, employees stay motivated and productive.
By combining recognition, open dialogue, and personal growth, leaders can foster stronger
emotional connections and greater commitment to organizational goals.
3.2) How does analyzing employee attitudes impact teamwork? How can managers
foster positive attitudes among employees to improve team dynamics and overall productivity?
5.1) Please explain the “Attribution Theory” and give example (in a concrete business)
The Attribution Theory is a notion in organizational behavior that aids in our comprehension of
how people interpret and justify behavior in a corporate environment. It investigates the
cognitive processes involved in assigning causes to deeds or occurrences in an effort to
provide an explanation for why this occurred. According to the Attribution Theory, people
frequently choose between explaining behavior by internal or external sources. EX:
Performance Evaluation
Assume a manager is evaluating the performance of an employee, Ms A, who has frequently
missed project deadlines. The manager's interpretation of the behavior wil have an impact on
their subsequent actions or decisions. Internal Attribution:
If Ms A's missed deadlines are attributed to internal sources, the manager may interpret it as
a lack of competence, poor time management skil s, or low motivation. The manager may then
consider providing further training, direction, or counseling to Ms A in order to improve her performance. External Attribution:
If the management blames Ms A's missed deadlines to outside circumstances, they may see
it as a result of a hard workload, insufficient resources, or disruptions from other team
members. To assist Ms A in meeting deadlines more successfully, the manager may consider
real ocating work, giving more resources, or altering project schedules.
The manager's attribution may have ramifications for how Ms A is handled and supported
inside the organization. If the manager believes the cause is internal and under Ms A's control,
he or she may take a more directive or disciplinary approach. If the cause is perceived to be
external and beyond Ms A's control, the manager may take a more supportive or problem- solving approach.
It's vital to remember that attribution is subjective and might differ amongst people depending
on their own biases, experiences, and perceptions. As a result, managers should aim for a lOMoAR cPSD| 58675420
balanced and objective understanding of the causes of behaviour in order to make fair and effective business decisions.
5.2) Explain attribution process, give example Attribution Process
The attribution process is the way people interpret and explain the causes of
behavior—whether it is caused by internal factors (like personality, ability, effort) or external
factors (like environment, task difficulty, luck).
The most famous model for this process is Kelley’s Covariation Theory, which suggests that
we evaluate behavior by examining three factors: 1. Distinctiveness
Definition: Does the person behave the same way in different situations?
● High distinctiveness → The person behaves differently in different situations → likely
caused by the situation (external).
● Low distinctiveness → The person behaves the same across situations → likely
caused by the person (internal). 2. Consensus
Definition: Do other people behave the same way in the same situation?
● High consensus → Others behave similarly → likely caused by the situation (external).
● Low consensus → Others behave differently → likely caused by the person (internal). 3. Consistency
Definition: Does the person behave the same way over time in this situation?
● High consistency → The person behaves the same way every time in this situation → strengthens attribution.
● Low consistency → The person behaves differently at different times → attribution is unclear. Example
Situation: Anna, an employee, arrives late to work. lOMoAR cPSD| 58675420 Factor Observation Interpretation Distinctivenes
Anna is only late to work, but not late to Maybe something about work s
social events or appointments. (High is causing her to be late distinctiveness) (external). Consensus
Many colleagues are also late today. Likely an external factor (e.g., (High consensus) traffic jam, bad weather). Consistency
Anna has been late many times This pattern strengthens the recently. (High consistency)
external cause (if other factors align).
Conclusion: Because distinctiveness and consensus are high and consistency is high, we
attribute Anna’s lateness to an external factor (e.g., traffic problems near the office).
6.1) What is employee motivation? In your opinion, how can good motivation be created
for employees (techniques for motivating employees)? Provide examples. EMPLOYEE MOTIVATION
Employee motivation is the level of energy, commitment, and enthusiasm that employees bring
to their work. It reflects how wil ing they are to put effort into their tasks and achieve both
personal and organizational goals. Motivated employees are more productive, creative, and
engaged, while low motivation can lead to poor performance, absenteeism, and high turnover.
TECHNIQUES FOR MOTIVATING EMPLOYEES
- Motivation by job design
Designing jobs in a way that makes work more meaningful and engaging can boost motivation.
Techniques like job enrichment (adding more responsibility or variety), job rotation (allowing
employees to switch between tasks) help employees feel chal enged and valued. For example,
in a marketing team, rotating staff between social media, content writing, and campaign
planning keeps work interesting and helps employees build diverse skil s.
- Motivation by work arrangements
Flexible work arrangements give employees more control over when and where they work,
improving work-life balance and motivation. Options like flexible working hours (Flextime
allows employees to choose the hours they work within a defined period of time) ,
telecommuting (Al ows workers to work from home at least 2 days a week), or Job Sharing
(allows two or more individuals to split a traditional 40 hour-a-week job) can reduce stress and
increase job satisfaction. For instance, many tech companies like Microsoft allow employees
to work remotely several days a week, which helps them manage personal responsibilities while staying productive. lOMoAR cPSD| 58675420
- Motivation through employee involvement
Involving employees in decision-making gives them a sense of ownership and importance.
Practices like participative management, suggestion schemes, or team-based projects
encourage employees to contribute ideas and feel part of the company’s success. For
example, Toyota uses employee suggestion systems where workers propose improvements
to production processes, making them more engaged and invested in outcomes.
- Motivation by financial and non-financial rewards
Both types of rewards can effectively boost motivation. Financial rewards include salary
increases, bonuses, and profit-sharing, which directly recognize performance. Non-financial
rewards like recognition, career development, and positive feedback fulfil emotional and
psychological needs. For instance, Salesforce motivates employees through competitive pay
and also recognizes achievements with awards, public praise, and opportunities for skil development.
7.1) Why is it necessary to work in teams? What should a manager pay attention to for
an effective work team? Examples. WHY WE HAVE TO WORK IN TEAMS
Working in teams is necessary because it brings significant benefits both for the group as a
whole and for individual members.
- For the team (group benefits)
Teams allow organizations to combine the diverse skil s, knowledge, and experiences of
multiple people to achieve goals more effectively than individuals working alone. Teams create
synergy, meaning the total output of the team is greater than the sum of individual
contributions. Working together helps tackle complex and diverse tasks that require different
areas of expertise. Teams also improve creativity through the exchange of ideas, leading to
more innovative solutions. In addition, teams have more information available than
individuals, helping make better and more informed decisions. By discussing and sharing,
teams also remember more of what they talk about, ensuring important ideas and actions
are not forgotten. Overal , teamwork leads to higher-quality outcomes and faster problem- solving.
- For the individual (personal benefits):
Working in teams offers valuable benefits to each member. Teams provide social support,
helping individuals feel connected, motivated, and engaged as they work toward a shared
goal. Being part of a team often increases job satisfaction, as employees feel they are
contributing to something larger than themselves. In addition, participating in team discussions
and decision-making helps members feel more satisfied with the outcomes because their
opinions are valued. Teamwork also gives individuals the chance to learn more about
themselves—understanding their strengths, improving communication skil s, and developing
abilities like cooperation and leadership. Nếu cần viết ngắn:
Working in teams is necessary because it allows organizations to combine the skil s,
knowledge, and experiences of multiple people to achieve goals more effectively than
individuals working alone. Teams bring synergy, meaning the team’s total output can exceed
the sum of individual contributions. Teamwork helps tackle complex and diverse tasks that
require different expertise, encourages creativity through idea exchange, and improves
decision-making by offering multiple viewpoints. Furthermore, teams provide social support, lOMoAR cPSD| 58675420
increasing motivation, engagement, and job satisfaction, as employees feel they are
contributing to something bigger than themselves.
MANAGERS SHOULD PAY ATTENTION FOR
To build and maintain an effective team, managers need to focus on several key aspects:
1. Clear purpose and goals
The team must understand why it exists and what it is trying to accomplish. Managers
should communicate clear, achievable objectives to align members’ efforts. Example:
A sales team with clear monthly targets knows exactly what to aim for and how to measure success.
2. Well-defined roles and responsibilities
Each team member should know their role and how it contributes to the team's
success. Clear roles reduce confusion and overlap. Example: In a project team,
assigning roles like leader, researcher, and coordinator ensures smooth workflow. 3. Good communication
Effective teams communicate openly and frequently. Managers should encourage
sharing of information, active listening, and constructive feedback. Example: Regular
team meetings keep everyone informed and aligned.
4. Trust and collaboration
A strong team is built on mutual trust and respect. Managers should create an
environment where members feel safe to express ideas and depend on each other.
Example: Team-building activities can strengthen relationships and trust.
5. Diverse skills and balanced composition
A mix of technical and interpersonal skil s, as well as diverse backgrounds, enhances
team effectiveness. Managers should assemble teams with complementary strengths.
Example: A product development team benefits from having both creative designers and analytical engineers.
6. Support and resources
Managers must provide the necessary resources, such as time, tools, and training, to
help the team succeed. Example: Providing collaboration software or training
workshops can improve efficiency.
7. Recognition and reward
Acknowledging and rewarding team achievements boosts morale and motivation.
Example: Celebrating milestones or successful project completions keeps teams engaged 6.2) Motivation theory
7.2) How does group cohesion affect the effectiveness of a team? In your opinion, how
can team members be brought together? lOMoAR cPSD| 58675420
INFLUENCES ON EFFECTIVENESS OF A TEAM
Group cohesion—the strength of the relationships and the sense of connection among team
members—has a strong impact on how effectively a team performs. When a team has high
cohesion, members participate more actively, communicate more openly, and focus more on
shared group goals. In conclusion, cohesion increases participation, encourages members
to align with group norms (level of conformity), and keeps the team focused on group goals
rather than individual agendas.
However, cohesion’s effect on performance depends on whether the team’s norms align with
company goals. If team norms support company goals, high cohesion leads to high task
performance, as members work closely and efficiently towards shared objectives. On the
other hand, if team norms conflict with company goals, high cohesion can actual y lower
performance, because members may prioritize their group’s interests over organizational
success. For example, a highly cohesive sales team that values cutting corners to meet targets
might hurt long-term company reputation.
In short, cohesion boosts team effectiveness when it is combined with positive, goal-aligned
team norms. Managers should not only build cohesion but also guide teams to align their
efforts with the organization’s objectives.
HOW TEAM MEMBERS CAN BE BROUGHT TOGETHER
To bring team members closer and strengthen cohesion, several key factors should be
considered (based on the second slide):
1. Encourage member similarity and shared values
When team members find common interests or similar working styles, they bond
more easily (similarity-attraction effect). Activities that help members discover shared
goals or values can increase connection.
2. Keep team size manageable
Smaller teams tend to be more cohesive because members can interact more
frequently and build stronger relationships. Organizing sub-teams for big projects
helps maintain close interaction.
3. Promote regular interaction
The more often team members communicate and collaborate, the stronger the
cohesion. Tasks that require interdependence, like joint problem-solving or shared
projects, naturally increase interaction.
4. Set meaningful challenges
Facing external chal enges together can unite a team, as long as the chal enges are
not overwhelming. For example, working together to meet a tight deadline can strengthen bonds.
5. Celebrate success together
Teams that achieve success and meet goals together feel more connected.
Recognizing achievements, celebrating milestones, and rewarding group
performance builds pride and social identity within the team. lOMoAR cPSD| 58675420
6. Ensure fair and manageable entry
When joining a team feels valuable but not excessively difficult, it increases
commitment and cohesion. Setting clear expectations and welcoming new members smoothly supports bonding.
In short, managers and team members can build strong cohesion by encouraging regular
interaction, balancing team size, setting shared goals, and recognizing success—all while
fostering a supportive, inclusive environment
7.3) Explain “stage of group development” and discuss about how group norm affect
the performance of the group and give examples STAGE OF GROUP DEVELOPMENT
The notion of "stage of group development" refers to the several stages that a group goes
through as it forms, develops, and matures over time in the field of organizational behavior.
This paradigm assists us in comprehending the dynamics and obstacles that groups
encounter, as well as their potential for productivity and effectiveness.
Bruce Tuckman's "Forming, Storming, Norming, and Performing" paradigm is the most well-
known group development model. Let's go over each stage and then talk about how group
norms can affect group performance
- Forming: During this stage, group members get to know one another and identify the
group's purpose and goals. Members are stil getting to know one other and clarifying
their positions, so there is a sense of civility and caution. At this stage, group norms
are not fully formed, and there may be a lack of clear direction or structure.
- Storming: Conflicts and disagreements may emerge during this stage when group
members begin to express their thoughts, ideas, and competing interests. It is a pivotal
stage in which power disputes, communication problems, and opposition to authority
may emerge. As members negotiate and navigate the storming process, group norms evolve.
- Norming: Group members begin to acquire a sense of cohesion and establish shared
expectations, values, and standards during the norming stage. Individuals' trust and
collaboration grow when they match their behaviour with the evolving group standards.
Roles become more defined, and a greater sense of teamwork and mutual support develops.
- Performing: The performing stage is the ideal state of development for a group. At this
point, the group is highly functional, productive, and focused on its objectives. Group
norms are well-established, and members collaborate successfully, using their skil s
and coordinating their efforts to complete tasks.
7.4) Discuss and give examples for the following statements “Groups they properties
that shape members’ behavior and help explain and predict individual behavior within
the group as well as the performance of the group itself” (1)
Roles: The allocation and fulfil ment of roles influence individual behavior as members
strive to meet the expectations associated with their assigned roles. Example: To be a good
father, the director needs to cut back on after-hours receptions. This also means, the chances
of career success wil be affected. lOMoAR cPSD| 58675420 (2)
Norms: providing explicit cues about how hard members should work, what the level
of output should be, how to get the job done, what level of tardiness is appropriate, and the
like which are extremely powerful and are capable of significantly modifying a performance
prediction based solely on ability and level of personal motivation For example, you don’t have
to talk privately during a discussion (3)
Status: Those with higher status may have more influence, decision-making power,
and perceived expertise. The behavior of individuals is often influenced by the desire to gain
or maintain a certain status within the group. For example, members of a high-status group
tend to have more freedom, are less subject to organizational standards, and less pressure to
conform than do low-status groups. (4)
Size and Dynamics: One of the key findings regarding team size is social loafing. This
waste is understood as when working in a group, individuals tend to put less effort than
working individually, leading to the average labor productivity of the whole group being smaller
than the labor productivity of each individual in the group. (5)
Cohesiveness: The correlation between linkages and labor productivity also depends
on the performance-related norms set by the group. If this norm is high and the group is highly
connected, the team's productivity wil be high. For example, Police officers, firefighters, and
paramedics often work together as part of emergency response teams, responding quickly to
crises and life-threatening situations. They need to trust one another and work well together
in order to save lives, and keep each other safe. (6)
Diversity: When a group is not homogenous in terms of gender, personality, opinions,
abilities, and views, that group often has conflicts but the work performance is high. And racial
and cultural differences wil also make it more difficult for team members to perform tasks or
solve problems. For instance, African American students who were made to feel welcome and
included as they entered college, had a higher GPA and visited their physicians less frequently
during their three-year college period
7.5) Explain the nature of groups, team and group behavior
A group is defined as two or more individuals who interact and are interdependent, coming
together to achieve specific objectives. Groups can be formal (e.g., departments, project
teams) or informal (e.g., friendship or interest groups). In contrast, a team is a type of group
with higher levels of coordination and mutual accountability. Teams work col ectively toward a
common goal and often require complementary skil s, shared leadership, and strong commitment.
Group behavior is shaped by several key elements (7.4)
7.6) Factors That Promote or Inhibit Effective Group Behavior and Teamwork Based on Group Properties
The effectiveness of group behavior and teamwork in organizations is largely influenced by
specific group properties — inherent characteristics that shape how a team functions. These
include roles, norms, status, size, cohesiveness, and group composition. Understanding how
these properties promote or inhibit teamwork is key to building high-performing teams.
Firstly, roles play a vital part in defining individual responsibilities within the group. Clear and
well-understood roles promote effective teamwork by ensuring that each member knows their lOMoAR cPSD| 58675420
specific tasks and contributions. Role clarity prevents overlap and confusion, increasing
efficiency. Conversely, role ambiguity or role conflict—when members are unsure of their
responsibilities or face contradictory expectations—can cause frustration and reduce productivity.
Secondly, norms, or shared expectations about acceptable behavior, shape how members
interact. Positive group norms, such as open communication, collaboration, and accountability,
promote constructive group behavior and strengthen teamwork. On the other hand, negative
norms (e.g., tolerating procrastination, disrespect, or free-riding) can undermine group performance and morale.
Status, the relative rank or prestige assigned to members within the group, also influences
team dynamics. When status is distributed fairly and reflects competence, it motivates
members to contribute and respect each other’s input. However, status incongruence (when
perceived status does not align with actual competence) or status differences that are too
extreme can lead to resentment, reduced participation from lower-status members, and conflict.
Group size significantly affects behavior. Smaller groups often promote closer relationships,
easier coordination, and higher individual accountability, which can improve teamwork. Larger
groups, although they may offer diverse skil s and resources, risk problems like social loafing,
communication breakdown, and difficulty achieving consensus.
Cohesiveness, or the degree to which members are attracted to the group and motivated to
remain part of it, is another critical property. High cohesiveness can promote trust,
collaboration, and shared commitment, leading to improved performance, especially when
aligned with group goals. However, excessive cohesiveness may result in groupthink, where
critical thinking diminishes as members prioritize harmony over realistic decision-making.
Lastly, group composition, particularly in terms of diversity, impacts group behavior. Teams
with diverse backgrounds and perspectives can promote creativity and innovation, offering a
broader range of ideas and problem-solving approaches. However, if not well managed,
diversity can also lead to misunderstandings, miscommunication, or conflict due to differing viewpoints.
In conclusion, the development of effective teamwork hinges on how group properties are
managed. Clear roles, positive norms, equitable status, optimal group size, healthy
cohesiveness, and well-managed diversity can all promote strong group behavior. Conversely,
mismanagement of these factors can inhibit teamwork, causing conflict, inefficiency, and
disengagement. Leaders who understand and shape these properties effectively can create
cohesive, high-performing teams.
8.1) Explain the leadership theories lOMoAR cPSD| 58675420
Leadership Theories Explained
Leadership theories aim to explain how and why certain individuals become effective leaders.
Over time, these theories have evolved from focusing on traits to behaviors, then to situational and modern perspectives. 1. Trait Theory
One of the earliest approaches, trait theory suggests that effective leaders possess
certain inherent characteristics—such as intelligence, confidence, and charisma.
However, research shows that traits alone cannot guarantee leadership
effectiveness; context matters too. 2. Behavioral Theories
These theories focus on what leaders do rather than what they are. The two main dimensions identified are:
● Initiating structure: task-oriented behavior (setting goals, organizing work)
● Consideration: people-oriented behavior (building trust, showing concern) Studies
suggest that effective leaders balance both.
3. Contingency Theories (404) (ngẫu nhiên)
Contingency theories argue that leadership effectiveness depends on the situation. Key models include:
● Fiedler’s Contingency Model: Matches leadership style (task- or relationship-oriented)
with situational favorableness.
● Hersey and Blanchard’s Situational Leadership: Suggests leaders should adapt their
style based on the followers’ readiness level (ability and wil ingness).
● Path-Goal Theory: Leaders choose styles (directive, supportive, participative, or
achievement-oriented) to match the employee and task.
4. Transformational and Transactional Leadership
● Transactional leaders focus on routine, rewards, and performance (give-and-take approach).
● Transformational leaders inspire, motivate, and change followers by creating vision
and trust—often leading to higher performance and commitment.
5. Servant and Authentic Leadership (422)
Modern theories highlight ethics and values. Servant leaders prioritize followers'
needs, while authentic leaders lead with self-awareness, transparency, and integrity.
In summary, leadership is not one-size-fits-all. The most effective leaders adapt to context,
understand people, and inspire others through vision, trust, and ethical behavior. lOMoAR cPSD| 58675420 TRAIT THEORIES
The Trait Theory of leadership is an extension of the Great Man Theory, offering a more
systematic approach to analyzing the qualities that define effective leaders. This theory posits
that certain inherent personal traits are key determinants of leadership success. It divides
these traits into three main categories: abilities, personal traits, and motivators.
Abilities refer to competencies such as supervising ability, intelligence, and initiative, which
enable leaders to manage tasks and people efficiently. Personal traits include qualities like
self-assurance, decisiveness, maturity, and the ability to relate to different social classes, all
of which shape how a leader interacts and influences others. Motivators encompass internal
and external drivers such as the need for achievement, self-actualization, power over others,
financial rewards, and job security.
Trait Theory is valuable for identifying and selecting potential leaders by highlighting traits
associated with effective leadership. However, the theory has limitations. It tends to emphasize
inherent characteristics, overlooking situational factors and the possibility of developing
leadership skil s through experience and learning. Despite these limitations, Trait Theory
remains influential, providing foundational insights into leadership by suggesting that personal
qualities significantly impact leadership effectiveness.
In modern leadership research, Trait Theory is often combined with behavioral and situational
theories to offer a more holistic understanding of leadership dynamics. BEHAVIORAL THEORIES
The Behavioral Theory of leadership emphasizes that leadership is defined not by inherent
traits but by the behaviors and actions leaders exhibit. Within this framework, four key
leadership styles have been identified, based on the leader's relative focus on tasks and
people. These styles offer distinct approaches to managing teams and achieving organizational goals.
The Direct Leader style is characterized by a high focus on task completion with clear
directions and control. Leaders using this style prioritize efficiency, deadlines, and goal
achievement. They set clear expectations, assign tasks explicitly, and closely monitor progress
to ensure results are delivered. This approach works best in structured environments where
quick decision-making and productivity are paramount, such as in crisis situations or routine
task execution. However, overreliance on this style may lead to low employee morale, as
workers may feel micromanaged and undervalued, particularly when their opinions and
personal needs are overlooked.
The Participative Leader adopts a collaborative approach, emphasizing high concern for
people while stil maintaining task orientation. These leaders encourage team involvement in
decision-making, actively seeking input and fostering open communication. By empowering
employees and building strong relationships, participative leaders create a supportive work
environment that enhances motivation, creativity, and ownership. This style is particularly
effective in knowledge-based industries, creative teams, and organizations undergoing
change. Nevertheless, participative leadership can be less effective in high-pressure lOMoAR cPSD| 58675420
scenarios where swift decisions are needed, as the process of consultation may slow down actions.
The Focus on the Work leadership style revolves around prioritizing task accomplishment
above all else. Leaders with this orientation concentrate on achieving goals, increasing
efficiency, and optimizing workflows. They are highly organized, result-driven, and concerned
about meeting performance standards. Like the Direct Leader, these leaders minimize
interpersonal considerations, viewing relationships as secondary to output. While this
approach can drive short-term productivity, it risks burnout, disengagement, and high turnover
if employees feel that their well-being is consistently ignored.
In contrast, the Focus on the People leadership style centers on fostering interpersonal
relationships, team morale, and employee satisfaction. Leaders practicing this style
emphasize trust, respect, and empathy, creating a harmonious and collaborative work
environment. They invest in team building, conflict resolution, and personal development of
their employees. While this approach can boost loyalty and long-term engagement, it may
compromise productivity if the leader neglects to hold team members accountable or push for
performance outcomes when necessary.
In summary, the four leadership styles within Behavioral Theory highlight the balancing act
between task orientation and people orientation. Effective leaders understand these styles and
adapt their behaviors to fit the needs of their team and organizational context. Mastering when
to emphasize tasks, people, or a balance of both is key to achieving sustained leadership success. TRANSFORMATIONAL LEADERSHIP
Transformational leadership is a leadership style introduced by James MacGregor Burns
(1978) and later expanded by Bernard Bass (1985). This style emphasizes the leader's ability
to inspire, motivate, and transform their followers to transcend personal interests and commit
to collective goals that benefit the organization and society at large.
Unlike Transactional Leadership, which focuses mainly on exchanges and rewards for task
completion, Transformational Leadership goes beyond managing tasks by elevating followers’
aspirations, unlocking their potential, and fostering personal development.
According to Bass, Transformational Leadership consists of four core components (the 4 I’s): 1. Idealized Influence
Leaders serve as role models by demonstrating strong ethics, integrity, and a clear
commitment to mission and vision. Fol owers admire, respect, and want to emulate them.
Example: A CEO who consistently upholds their promises and prioritizes the organization's
interest over personal gain, earning deep trust from employees. 2. Inspirational Motivation
Leaders articulate an inspiring vision that provides meaning and purpose. They use
optimistic, passionate communication to motivate employees to work towards shared goals. lOMoAR cPSD| 58675420
Example: A leader who paints a compel ing picture of the company’s future,
encouraging employees to fully commit and contribute. 3. Intellectual Stimulation
Leaders encourage creativity, innovation, and critical thinking. They chal enge
assumptions, promote problem-solving, and empower followers to propose new
ideas without fear of criticism.
Example: A manager who creates a safe space where employees feel confident
proposing innovative solutions to improve workflow.
4. Individualized Consideration
Leaders provide personal attention to each follower's needs, strengths, and
aspirations. They act as mentors or coaches, offering tailored support and development opportunities.
Example: A supervisor who takes time to mentor employees individually, aligning
projects with their personal career goals.
Advantages of Transformational Leadership
✔ Strong inspiration and intrinsic motivation
✔ Fosters innovation and continuous improvement
✔ Enhances employee engagement and long-term commitment ✔ Drives sustainable organizational performance
Disadvantages of Transformational Leadership
❌ Requires leaders with high vision, charisma, and skills
❌ May not suit environments where employees prefer stability and routine
❌ Less effective in highly structured, rule-based, or time-sensitive tasks Conclusion
Transformational leadership is a modern leadership approach that inspires and elevates
followers by unlocking their potential, fostering creativity, and nurturing individual growth.
When applied appropriately, it can generate powerful organizational change and long-term loyalty from employees.
9.1) What is conflict? Distinguish between traditional view of conflict and functional conflict? ● What Is Conflict?
The word “conflict” generates images of anger, fighting, and other ugly thoughts that
leave people bruised and beaten. Conflict isn’t uncommon in the workplace, and it isn’t always
good. But it isn’t always a bad thing, either.
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