Final Exam Notes Môn Organizational behavior | Đại học Kinh Tế Quốc Dân

lOMoAR cPSD| 58675420
ORGANIZATIONAL BEHAVIOR (HÀNH VI TỔ CHỨC)
Q1: Describe the manager’s functions & give examples for each funtion → Case
→ Phân tích các chức năng mà người quản lý đó đang thực hiện Ví dụ câu 3 điểm
Định nghĩa manager: 0.5 điểm
Managers are individuals who achieve goals through other people. They make decisions, allocate
resources & direct the activities of others to attain goals.
Mô tả các chức năng: 1.5 điểm
Managers perform 4 management functions: planning, organizing, leading and controlling.
The planning function includes defining an org’s goals, establishing an overall strategy for
achieving those goals and developing a comprehensive set of plans to integrate and coordinate activities.
The organizing function: managers are responsible for designing an organizational’s
structure and determining how to distribute resources and organize employees
according to the plan (what tasks are to be done, who is to do them, how tasks are to be
grouped, who reported to whom and where decisions are to be made)
The leading function: managers motivate employees, direct their activities, select the
most effective communication channels, resolve conflict among members.
The controlling function includes monitoring, comparing and potential correcting.
Managers are responsible for controlling the team and resources so that the plan is
implemented as planned and in accordance with the organization's rules and procedures,
evaluate the result against the set goals. lOMoAR cPSD| 58675420
Ví dụ/case: 1 điểm (đưa ra trong 1 ngành/business như restaurant, coffee shop,…)
1. Planning: The manager in a restaurant engages in planning activities to ensure smooth
operations. They develop a strategic plan, set goals, and establish objectives for the
restaurant. This involves creating a menu that aligns with the target market, forecasting food
and beverage demand, estimating budgetary requirements, and scheduling staff shifts to meet customer demand.
2. Organizing: The manager organizes the restaurant's resources and activities to achieve its
objectives. They assign roles and responsibilities to employees, create work schedules, and
coordinate tasks. They also manage the restaurant's physical layout, ensuring an efficient
flow of customers, staff, and food from the kitchen to the dining area.
3. Leading: The manager takes on a leadership role in the restaurant by motivating and guiding
the staff. They provide clear instructions, communicate expectations, and foster a positive
work environment. The manager leads by example, exhibiting professionalism, customer
service excellence, and teamwork. They also facilitate training and development
opportunities to enhance employee skills and performance.
4. Controlling: The manager is responsible for controlling various aspects of the restaurant's
operations. They monitor and evaluate employee performance, ensuring adherence to
quality standards, customer service protocols, and food safety regulations. They implement
control measures to manage inventory, track expenses, and minimize waste. The manager
also collects customer feedback and reviews key performance indicators to identify areas for
improvement and take corrective actions when necessary.
By effectively applying these four functions, the manager in a restaurant can ensure efficient
operations, provide exceptional customer experiences, and drive overall success. They plan and
organize resources, lead and motivate the staff, and control operations to maintain high-quality
standards and meet customer expectations.
Q2: Describe 3 main function of OB and give examples for each function Explanatory Function
Managers need to be able to explain why employees engage in some behaviors rather than others. lOMoAR cPSD| 58675420
Example: Scenario: A team fails to meet its quarterly sales targets. → analyzing and interpreting
the potential reasons for the team's failure to meet their sales targets (Lack of Sales Training,
Inadequate Resources, Market Conditions,…) Predictive Function
Managers need to be able to predict how employees will respond to various actions and decisions.
Example: By observing attitudes and habits of an employee, a manager know whether or not that
employee is committed to the organization. If not, the manager can find the root of the problem,
determine ways to help that employee to be loyal to the org and prevent them from wanting to leave the organization.
linh tinh (By observing attitudes and habits , a manager can collect data on productivity, talent
spotting, turnover or absenteeism and predict future behavior in the face of change.) To predict employee turnover
1. Job Satisfaction: Research shows a correlation between low job satisfaction and higher
turnover rates. The organization can survey employees to assess their job satisfaction levels
and use this data as a predictor of potential turnover.
2. Employee Engagement: Engaged employees tend to have higher job commitment and are
less likely to leave the organization. The organization can measure employee engagement
through surveys or assessments and use it as a predictive factor.
3. Leadership Effectiveness: Poor leadership and inadequate support can contribute to
turnover. Evaluating the effectiveness of managers and supervisors can help predict turnover
rates, as employees are more likely to leave if they have negative experiences with their immediate supervisors. Controlling Function
Managers need to be able to influence how employees behave.
Example: Change and Innovation: The marketing landscape is dynamic and constantly evolving.
Managers need to influence employee behavior to embrace change, adapt to new technologies,
and encourage innovation. They must create a culture that values continuous learning,
experimentation, and agility, influencing employees to be open to new ideas, embrace creativity,
and proactively adapt marketing strategies to stay ahead in a competitive marketplace. lOMoAR cPSD| 58675420
Q3: What are the main components of attitudes?
Cognitive component of an attitude is a description of or belief in the way things are
For example, sweets like candy or cake are harmful to employee’s health because it can cause
obesity or affect the productivity of employees.
Affective component is the emotional or feeling segment of an attitude.
For example, many people dislike bringing sweets to office.
Behavioral component of an attitude describes an intention to behave in a certain way toward someone or something.
For example, we better keep sweets out of work place.
There is a statement as follows: “People’s behavior always follow from their attitudes.”. Please
discuss the above statement
Định nghĩa attitude → mô tả
Attitudes are evaluative statements - either favorable or unfavorable -
about objects, people or events. Discuss Agree/Disagree? Why
How it’s applied in organization?
Attitudes play a significant role in organizations as they influence employees' behavior, job
satisfaction, and overall organizational climate. Here's how attitudes are applied in organizations:
1. Recruitment and Selection: Organizations often consider attitudes when recruiting and
selecting employees. They seek candidates whose attitudes align with the organization's
values, culture, and job requirements. By assessing attitudes during the hiring process,
organizations aim to ensure a better fit between the employee's mindset and the organization's goals.
2. Employee Engagement and Satisfaction: Attitudes affect employee engagement and job
satisfaction. Positive attitudes towards work, colleagues, and the organization can lead
to higher levels of engagement, increased productivity, and a more positive work lOMoAR cPSD| 58675420
environment. Organizations promote a positive attitude by fostering a supportive and
inclusive culture, providing opportunities for growth and development, and recognizing
and rewarding employees' contributions.
3. Organizational Culture: Attitudes contribute to shaping the organizational culture.
Employees' collective attitudes towards work, collaboration, innovation, and customer
service create a shared belief system within the organization. Leaders play a crucial role
in influencing and promoting positive attitudes, fostering a culture that encourages
teamwork, open communication, and a customer-centric mindset.
4. Communication and Collaboration: Attitudes impact communication and collaboration
within the organization. Positive attitudes foster effective communication, active
listening, and constructive feedback, leading to better teamwork and problem-solving.
Conversely, negative attitudes can hinder communication, create conflicts, and impede
collaboration. Organizations promote a positive attitude by encouraging open and
respectful communication channels and fostering a supportive and inclusive work environment.
5. Customer Interactions: Attitudes directly influence customer interactions and service
quality. Employees with positive attitudes towards customers are more likely to provide
excellent service, meet customer needs, and create positive customer experiences.
Organizations emphasize customer-oriented attitudes through training programs,
customer service standards, and ongoing feedback and coaching.
6. Change Management: Attitudes are crucial during times of change within organizations.
Employees' attitudes towards change, such as their willingness to adapt, embrace new
technologies, or support organizational initiatives, can significantly impact the success
of change management efforts. Organizations address attitudes during change by
effectively communicating the rationale behind changes, involving employees in
decision-making processes, and providing support and resources to navigate the transition.
In summary, attitudes have a pervasive impact on various aspects of organizations. They
influence employee behavior, job satisfaction, organizational culture, communication,
customer interactions, and change management. Organizations strive to foster positive
attitudes by aligning values, promoting employee engagement, creating a supportive culture,
and emphasizing customer-centricity.
Có thể là value, personality, learning lOMoAR cPSD| 58675420
Q4: Please explain the “attribution theory” and give example (trong 1 trường hợp/business cụ
thể) -p168 textbook, chap 2 slide 34
When we observe people, we attempt to explain why they behave in certain ways. Our
perception and judgment of a person’s actions, therefore, will be significantly influenced by
the assumptions we make about that person’s internal state.
Attribution theory explain the ways in which we judge people differently, depending on the
meaning we attribute to a given behavior. It suggests that when we observe an individual’s
behavior, we attempt to determine whether it was internally or externally caused.
Internally caused behaviors are those we believe to be under the personal control of the individual.
Externally caused behavior is what we imagine the situation forced the individual to do.
Depends largely on three factors: (1) distinctiveness, (2) consensus, and (3) consistency. Example:
In a marketing campaign, a company attributes the success of their product to the quality of their
manufacturing process and the expertise of their engineers. By highlighting these internal factors
as the cause of their product's superior performance, the company aims to create a positive
perception of their brand and establish themselves as a reliable and trustworthy choice in the market.
When a restaurant attributes positive dining experiences to their skilled and passionate chefs,
emphasizing the expertise and creativity behind their dishes. By highlighting the internal factors
of their culinary team, the restaurant aims to create a positive perception among customers,
attributing the enjoyable dining experience to the skill and talent of their chefs.
if a person gets a promotion, those left behind may attribute the promotion to the person being
the manager’s ‘favourite’ instead of attributing it to their experience and skills. Coffee shop
You tend to attribute the quality of the drink you ordered to the barista and rate that the drink is
bad, rather than simply thinking that it is just because the drink doesn’t match your taste.
Q5: Please explain “rational decision-making model” & give example
3 model → explain 1 of 3, compare lOMoAR cPSD| 58675420
Rational decision-making model Example 1 Define the problem
Henry is a manager at Cloud ClearWaters Inc. After his performance review with company
executives, he receives a memo to increase monthly profits and generate more revenue. The
challenge for Henry is finding the best way to increase profits every month.
Identify the decision criteria
Henry examines the relevant information that can help him increase profits. He doesn't
believe in terminating or laying off a teammate to reduce expenses but feels finding cost-
effective vendors and improving sales are more effective strategies. Henry considers the
impact of his decision on customers, teammates, and product quality, which is his decision criteria.
Allocate weights to the criteria
Henry feels the crucial factor is how his financial strategy would impact the team. He also
feels that other factors, such as the impact on customers and product quality, are equally essential. Develop the alternatives
Henry creates a list of alternative solutions. Ranking them according to their ability to meet
the decision criteria, he has the following strategies for solving the financial challenge:
- Select a new distributor that charges less money.
- Reduce overtime hours, which would reduce overhead costs.
- Increase customer promotions to attract new customers and make more sales.
- Rent a section of the company's building to increase revenue.
- Request more funding from company executives for expansion operations.
- Invest in more stocks and bonds to improve the company's market position. - To develop an
effective sales pitch, request funding from angel investors and venture capitalists.
- Lay off employees who receive high salaries but contribute less to revenue generation.
Evaluate the alternatives ranking, … Select the best alternative lOMoAR cPSD| 58675420
Henry recommends that finding a new distributor for the company can reduce costs, leading
to more profits. He also chooses this option because it's the most favourable when
considering his established decision criteria. He then creates a document detailing the
process followed when implementing the rational decisionmaking model to present to Cloud ClearWater Inc executives. Example 2
Let’s say that you’re the general manager at a nice hotel. Suddenly, you notice that customers
are rating your property two and three stars instead of the customary five stars you and the
team are used to earning. You need to make a decision about next steps to solve this issue.
Let’s start right at the top of the rational decision making model.
Understand the issue. The issue is clear to you. Customers are rating their experience at
your property online, and they’re not happy. This will surely damage your team’s efforts
to generate new business. You need to find a way to earn better customer ratings.
Define the problem. You and your team sit down and read the last twenty or thirty
customer reviews on three different travel sites. It turns out that customers’
unhappiness coincides with a recent increase in rates. They no longer feel they’re getting good value for their money.
Define the objectives. What criteria will your solution have to meet? Clearly, you want to
start getting better ratings from customers. You don’t want to see customers
complaining about anything online. Your objective is 100% happiness, 100% five-star ratings.
Diagnose the problem. This is the stage where you look to determine and understand the
root causes of your issue. Perhaps you decide that all customer-facing staff report daily
on quality issues. And maybe you consult with operations on additional perks that can
be incorporated into the guest experience without giving away too much margin.
Develop alternatives. You ultimately want to create a lengthy list of alternatives and not
decide on one too quickly. You look over your employees’ reports on quality. You wait
on operations for recommendations on extra perks. You collect all the data.
Evaluate alternatives. Once you have all your alternatives on the table, you can start to
make a choice. Every employee suggestion, every operations recommendation should
be in front of you, and you consider each option carefully. lOMoAR cPSD| 58675420
Select an alternative. One of your employees has suggested two additional members for
the housekeeping staff, as the current level of staff is having difficulty keeping up with
the increase precipitated by an office building opening up down the street. A member
of your operations team has suggested providing a continental breakfast for business
travelers in response to the increase in that customer type. Both seem like good ideas.
Which will provide the bigger impact?
Implement alternative. You decide to hire the two additional members for the
housekeeping staff, understanding that your customers view quality in clean rooms and
common spaces. You get the budget approved and post for those two jobs. You make a
plan to check in at the thirty day mark to see if customers’ ratings have improved. Compare
The rational model of decision-making involves reasoning, facts, and data. In comparison,
intuitive decision-making involves choosing among options without relying on reasoning or
analysis. It involves unconsciously recalling a memory or relying on emotions to make decisions.
Both rational and intuitive decision-making models are useful at work.
For example, you can typically use the rational model of decision-making when creating strategic
plans, such as deciding whether to merge with another company. When to apply?
Big, important decisions, to avoid biased thoughts → rational
Simple problem & situation → Intuition
Q6: Discuss 4 common biases and errors, how to overcome in decision making & give example
- p177 tb, chap 3 p16 slide Overconfidence Bias
For example, imagine a marketing executive who believes their marketing campaign will be
a huge success simply because they have a positive gut feeling about it. Despite lacking
concrete evidence or market research, their overconfidence bias leads them to ignore
potential risks or flaws in their plan. Anchoring Bias
In a restaurant setting, a menu strategically places a high-priced "luxury" item at the top of
the list. This anchors customers' expectations of what constitutes an expensive dish,
potentially making other items on the menu seem more reasonably priced in comparison. As lOMoAR cPSD| 58675420
a result, customers may be more likely to order higherpriced items without thoroughly
considering the value or alternatives available. Confirmation Bias
For example, imagine a manager who has a negative opinion about a particular employee.
They might selectively focus on the employee's mistakes and overlook their achievements,
reinforcing their existing negative perception. Availability Bias
For instance, a marketing team planning a new product launch may rely heavily on success
stories from similar products in the past, while ignoring information about the market's
current conditions or potential risks. By doing so, they may overlook critical factors that could
impact the success of their new product. Case → identify bias/error
Solution to reduce biases and errors - p178 Focus on goals
Look for information that disconfirms your beliefs
Don’t try to create meaning out of random events Increase your options
Q7: Please define creativity and discuss 3-component model of creativity
Creativity: The ability to produce novel and useful ideas
One example of creativity in organizational behavior is the implementation of a "hackathon"
within a company. A hackathon is an event where employees from different departments
come together to collaborate and work on innovative projects, often with a focus on finding
new solutions or improving existing processes. During a hackathon, employees are
encouraged to think outside the box and explore unconventional ideas. They have the
freedom to experiment, take risks, and challenge the status quo. This creative approach can
lead to the development of new products, services, or strategies that can benefit the organization. lOMoAR cPSD| 58675420
3-component model of creativity
Expertise is the foundation for all creative work. The potential for creativity is enhanced
when individuals have abilities, knowledge, proficiencies, and similar expertise in their field of endeavor.
Creative-thinking skills encompasses personality characteristics associated with
creativity, the ability to use analogies, and the talent to see the familiar in a different light.
The final component in the three-component model of creativity is intrinsic task
motivation. This is the desire to work on something because it’s interesting, involving,
exciting, satisfying, or personally challenging. It’s what turns creativity potential into actual creative ideas. Statement → Discuss
Q8: Explain “Stage of group development” and discuss how group norm affect the performance of the group
Stages of group development: 5-stage model
Forming: great deal of uncertainty about the group’s purpose, structure and leadership.
Storming: intragroup conflict over leadership, constraits on individuals.
Norming: close relationships & cohesiveness, strong sense of group identity.
Performing: structure is functional and accepted, members concentrate on the task.
Adjourning: wrapping up activities and disband (temporary committees, teams, task
forces, or limited-task groups).
Affect: positive and negative? làm thế nào để phát huy tính hiệu quả của cái norm đó? Group norm
Group norms can have a significant impact on the performance of a group, and this impact can
be either positive or negative depending on the nature of the norms established. Here's an
overview of the effects and how to improve group norms:
Positive impact: When group norms are positive, such as promoting collaboration, open
communication, mutual respect, and shared goals, they can enhance group performance. Positive lOMoAR cPSD| 58675420
norms foster a supportive and inclusive environment where members feel comfortable
expressing their ideas, seeking feedback, and working together effectively.
Negative impact: Conversely, negative group norms can hinder group performance. Negative
norms may include behaviors such as a lack of accountability, resistance to change, excessive
competition, or the dominance of a few individuals. These norms can lead to conflicts, lack of
trust, reduced motivation, and hindered collaboration, ultimately impacting the group's overall performance. Improving group norms:
1. Establish clear expectations: Clearly define the desired behaviors and outcomes for the
group. Communicate the importance of positive norms and set expectations for how
members should interact and work together.
2. Role model positive behavior: Leaders and influential group members should consistently
demonstrate positive behaviors aligned with desired norms. Their actions set the tone for
others and can inspire the adoption of positive norms throughout the group.
3. Foster open communication: Encourage open and constructive communication among group
members. Create opportunities for active listening, idea sharing, and respectful discussion.
This helps in developing norms that value diverse perspectives and encourage collaborative problem-solving.
4. Provide feedback and recognition: Regularly provide feedback to group members,
acknowledging and reinforcing positive behaviors that align with desired norms. Recognize
and reward individuals or the group as a whole for displaying behaviors that contribute to a positive group dynamic.
5. Address and manage conflicts: Actively address any conflicts or deviations from desired
norms within the group. Encourage open dialogue to resolve differences and promote
understanding. Facilitate conflict resolution techniques to find common ground and restore positive norms.
6. Continuously evaluate and adapt: Regularly assess the effectiveness of group norms and their
impact on performance. Solicit feedback from group members and be open to adjusting
norms as necessary to better align with the group's objectives and promote positive outcomes.
By consciously developing and reinforcing positive group norms, organizations can foster a culture
of collaboration, trust, and high-performance, leading to improved group performance. lOMoAR cPSD| 58675420 Group status
Group status can have both positive and negative effects on group performance, depending on
how it is perceived and managed within the group. Here's an overview of the effects and how to improve group status:
Positive impact: When group status is perceived positively, it can enhance group performance.
Higher group status can lead to increased motivation, confidence, and a sense of pride among
group members. Positive status can also attract resources, support, and opportunities, enabling
the group to achieve its goals more effectively.
Negative impact: Conversely, negative group status can hinder group performance. Low group
status may lead to feelings of inferiority, reduced motivation, and decreased selfconfidence
among group members. Negative status can also result in limited access to resources, support,
and opportunities, which can impede the group's ability to perform at its best. Improving group status:
1. Establish a supportive environment: Create a supportive and inclusive environment where all
group members feel valued and respected. Encourage equal participation, open
communication, and recognition of individual contributions.
2. Set challenging goals: Establish challenging and meaningful goals for the group that motivate
members to strive for excellence. Clear goals provide a sense of purpose and direction,
fostering a positive sense of accomplishment and enhancing group status.
3. Provide resources and support: Ensure that the group has access to necessary resources,
such as funding, equipment, and training, to perform their tasks effectively. Provide
guidance, mentoring, and support to help group members develop their skills and capabilities.
4. Celebrate achievements: Acknowledge and celebrate the group's achievements and
milestones. Recognize individual and collective successes, both within the group and in the
wider organizational context. Celebrations can boost morale, reinforce positive group status,
and motivate members to continue performing at a high level.
5. Encourage diversity and collaboration: Embrace diversity within the group, including diverse
perspectives, skills, and backgrounds. Encourage collaboration and mutual respect among
members, valuing the unique contributions that each individual brings. Emphasize the
strength and richness that diversity brings to the group's performance and status. lOMoAR cPSD| 58675420
6. Foster supportive leadership: Effective leadership plays a crucial role in shaping group status.
Leaders should provide guidance, support, and advocacy for the group's achievements. They
should also actively manage external perceptions and promote the positive reputation and
status of the group within the organization or community.
By cultivating a positive group environment, setting challenging goals, providing resources and
support, and emphasizing the value of diversity and collaboration, organizations can improve
group status and create a conducive environment for highperformance teams. Group role
Group roles can have a significant impact on group performance, and their effect can be both
positive and negative. Here's an overview of the effects and how to improve group roles:
Positive impact: When group roles are well-defined, aligned with individual strengths, and
promote effective collaboration, they can enhance group performance. Positive roles can provide
clarity, structure, and coordination within the group. Each member understands their
responsibilities, contributes their unique expertise, and works together towards shared goals,
resulting in improved efficiency and productivity.
Negative impact: Conversely, negative group roles can hinder group performance. If roles are
unclear, overlapping, or not effectively fulfilled, it can lead to confusion, conflicts, and reduced
efficiency. Negative roles, such as dominating, loafing, or creating discord, can disrupt group
dynamics, hinder effective communication, and impede progress towards goals. Improving group roles:
1. Clarify roles and responsibilities: Clearly define and communicate the roles and
responsibilities of each group member. Ensure that everyone understands their specific tasks,
functions, and expectations within the group. This clarity helps avoid role ambiguity and sets
the foundation for effective teamwork.
2. Match roles with skills and strengths: Assess the skills, strengths, and expertise of group
members and assign roles that align with their capabilities. When individuals are assigned
roles that capitalize on their strengths, they are more likely to feel motivated, perform at
their best, and contribute to the group's success.
3. Encourage role specialization and collaboration: Foster an environment where individuals
can specialize in their respective roles while recognizing the interdependence of their tasks.
Encourage collaboration and effective communication among members to ensure that roles
are well-coordinated and aligned towards achieving shared goals. lOMoAR cPSD| 58675420
4. Provide training and development opportunities: Offer training and development programs
to enhance the skills and competencies required for specific roles. This can improve
individual performance and confidence in fulfilling their roles, contributing to overall group effectiveness.
5. Foster a culture of mutual support: Encourage group members to support and assist each
other in fulfilling their roles. Promote a cooperative and collaborative culture where
members share knowledge, provide feedback, and help one another overcome challenges.
This fosters a sense of shared responsibility and collective success.
6. Regularly review and adapt roles: Periodically review the effectiveness of group roles and
make necessary adjustments as the group evolves. As tasks and goals change, ensure that
roles remain relevant and aligned with the group's needs. Solicit feedback from group
members to identify areas for improvement and address any role-related issues.
By clarifying roles, matching them with individual strengths, encouraging collaboration, providing
training, fostering mutual support, and periodically reviewing and adapting roles, organizations
can improve the effectiveness of group roles and enhance group performance.
Q9: Please define creativity and discuss the three-component model of creativity
Q10: Discuss and give example for the following statement “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” Agree/Disagree/both
Give evidence (link it with what you learn)
Q11: Discuss the following statement “Group decision making is more efficient than individual
decision making.” -p290, p25 chap 4 Agree/Disagree/both
Whether group or individual decision making is more efficient depend on various factors. In
certain situations, each one has its own strengths and weaknesses.
Điểm mạnh/ yếu của từng cái Group decision making Advantages lOMoAR cPSD| 58675420
More complete information and knowledge → lead to a broader range of ideas, creativity, and innovative solutions.
Offer increased diversity of views → help identify potential risks, consider multiple
alternatives, and improve the quality of decision making.
Lead to increased acceptance of solution → Group members are more likely to
support decisions they have actively participated in, leading to better
implementation and execution of chosen strategies. Disadvantages
Time-consuming: Group decision making often requires consensus building,
discussion, and coordination among members, which can be timeconsuming. Conformity pressure (p290)
Can be dominated by one or a few members
Suffer from ambiguous responsibility
Individual decision making Advantages
In terms of speed, individuals are superior. Since there are no discussions or
coordination required with others, individuals can quickly assess the situation, evaluate
alternatives, and make decisions promptly.
Autonomy and control: Individuals have the freedom to make decisions based on
their own values, preferences, and expertise. They can consider personal goals,
priorities, and unique insights without the need for consensus or compromise.
Accountability: With individual decision making, the decision-maker is solely
responsible for the outcome. This can foster a sense of accountability and
ownership, as there are no external factors or group dynamics to attribute the decision to. Disadvantages
Limited perspectives: Without input from others, individuals may miss out on
alternative viewpoints, creative ideas, and potential risks. This can lead to a
narrower analysis and suboptimal decisions. lOMoAR cPSD| 58675420
Increased bias and subjectivity: Individual decision making is susceptible to personal biases.
Decision fatigue: When individuals are solely responsible for making a large number
of decisions, decision fatigue can occur which can lead to potential decision errors.
Cái nào tốt hơn trong trường hợp nào
Another example in marketing where group decision making might be more suitable is when
developing a marketing campaign for a new product. In this scenario, involving a group of
individuals with diverse expertise, such as marketing strategists, creative designers, and
market researchers, can lead to more comprehensive and innovative campaign ideas. Group
decision making allows for collaborative brainstorming, the integration of different
perspectives, and the ability to identify potential risks and opportunities.
Meanwhile, less complicated tasks such as basic research or interpreting survey data can be
more suitable for individual decision making.
Q12: What is downward communication/upward communication/lateral communication? How
important is this type of communication in the org?
Downward communication: Communication that flows from one level of a group or organization to a lower level
Example: when a manager provides clear instructions to their team members regarding a
new project, outlining the objectives, deadlines, and specific tasks that need to be accomplished.
Upward communication: flows to a higher level in the group or organization. It’s used to
provide feedback to higher-ups, inform them of progress toward goals, and relay current problems
For instance, an employee may submit a detailed report on customer feedback and market
trends to their manager, highlighting key insights and recommending potential strategies to
improve customer satisfaction and sales performance.
Lateral communication: Communication takes place among members of the same work
group, members of work groups at the same level, managers at the same level, or any other
horizontally equivalent workers, we describe it as lateral communication.
Example: when the marketing department collaborates with the sales department to
develop a joint promotional campaign. They exchange ideas, align their strategies, and
coordinate their efforts to ensure a cohesive and effective marketing and sales approach. lOMoAR cPSD| 58675420
Q13: Distinguish 3 kinds of communication networks in the org: chain, wheel and all channel Định nghĩa - p343
Chain: In a marketing department, a chain communication network can be observed
when marketing strategies and directives flow from the marketing manager to the
marketing coordinators, then to the creative team, followed by the content creators, and
finally to the digital marketing specialists. Each person in the chain receives instructions or
feedback from the person above them and passes it along to the next person in the
sequence, ensuring that marketing efforts are aligned and executed according to the manager's vision.
Wheel: In the context of product launches, a wheel communication network can be
observed. The product manager acts as the central hub of communication, coordinating
with cross-functional teams such as research and development, design, marketing, and
sales. The product manager consolidates information, gathers input from each team,
and ensures effective communication and coordination between all stakeholders
throughout the product development and launch process.
All channel: In a marketing brainstorming session, an all-channel communication network
can be observed. All members of the marketing team actively participate in sharing
ideas, insights, and suggestions, regardless of their hierarchical positions. There is open
and direct communication among team members, fostering a collaborative environment
where everyone has an equal opportunity to contribute, provide feedback, and
collectively shape marketing strategies or campaigns.
Có giống nhau ở điểm nào ko, có chung mục tiêu, mục đích nào k
Downward communication, upward communication, and lateral communication share some common aspects:
Information Exchange: All three types of communication involve the exchange of
information within an organization. They facilitate the sharing of knowledge, ideas,
feedback, instructions, and reports among individuals or groups.
Organizational Coordination: Downward, upward, and lateral communication play a role
in coordinating activities within the organization. They help in aligning goals,
disseminating information, and ensuring that tasks and responsibilities are properly assigned and understood. lOMoAR cPSD| 58675420
Feedback Loop: Each type of communication provides an opportunity for feedback.
Downward communication allows for feedback from lower-level employees to higher-
level management, upward communication enables employees to provide feedback to
their supervisors or managers, and lateral communication allows for feedback and
exchange of ideas among peers.
Collaboration: All three forms of communication support collaboration within the
organization. Downward communication sets expectations and guidelines for
collaborative efforts, upward communication involves employees in decisionmaking and
problem-solving, and lateral communication facilitates collaboration among individuals
or departments at the same hierarchical level.
Organizational Performance: Effective communication, regardless of direction,
contributes to overall organizational performance. Whether it's providing clear
instructions (downward), incorporating employee feedback (upward), or sharing
knowledge and best practices (lateral), communication enhances efficiency, productivity,
and innovation within the organization.
While each type of communication has its unique characteristics and purposes, they share the
underlying goal of facilitating information flow, coordination, collaboration, and improving
organizational outcomes. Recognizing the interconnectedness and importance of these
communication channels can help organizations foster effective communication practices
throughout the entire hierarchy and across functional areas. Compare
Let's compare downward communication, upward communication, and lateral communication: Direction of Communication:
Downward communication flows from higher levels of the organization to lower levels,
providing instructions, feedback, and information to employees.
Upward communication flows from lower levels to higher levels, allowing employees to
provide feedback, suggestions, and reports to their supervisors or managers.
Lateral communication flows horizontally between individuals or departments at the
same hierarchical level within the organization. Purpose and Function: lOMoAR cPSD| 58675420
Downward communication serves to provide guidance, instructions, and information to
employees, ensuring they understand their roles, tasks, and organizational goals. It helps
in cascading directives, coordinating activities, and maintaining consistency within the organization.
Upward communication allows employees to share their opinions, concerns, feedback,
and suggestions with their superiors. It provides a channel for employees to voice their
ideas, report progress or challenges, and contribute to decision-making processes.
Lateral communication facilitates collaboration, coordination, and information sharing
between individuals or departments at the same hierarchical level. It helps in problem-
solving, sharing best practices, and fostering teamwork across different functional areas.
Power Dynamics and Hierarchical Structure:
Downward communication reflects the hierarchical structure of the organization, with
information flowing from higher authority to lower-level employees. It emphasizes top-
down decision-making and information dissemination.
Upward communication challenges the traditional power dynamics by allowing
employees to communicate with higher-level management and contribute to decision-
making processes. It promotes a more inclusive and participatory culture within the organization.
Lateral communication bypasses hierarchical boundaries and promotes collaboration and
coordination between peers. It encourages teamwork, innovation, and a sense of equality among colleagues.
Information Flow and Decision Making:
Downward communication primarily involves the transmission of information,
instructions, and goals from management to employees. It is crucial for task allocation,
performance feedback, and ensuring alignment with organizational objectives.
Upward communication provides valuable feedback, insights, and suggestions from
employees, which can influence decision-making processes and lead to improvements
in policies, procedures, and strategies.
Lateral communication facilitates the exchange of knowledge, expertise, and ideas
between individuals or departments, fostering innovation, problemsolving, and cross- functional collaboration.