Final POM môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

FINAL POM I/ Individual behavior: 1. Perception and distortion.
+ Perception is the process of organizing and interpreting sensory impressions in
order to give meaning to the environment.
- Selective perception (nhan thuc co chon loc)
+ definition: is the tendency to selectively interpret what one sees or hears based on
existing beliefs or expectations.
+ Example: If someone has a negative perception of a coworker, they might selectively
focus on that person's mistakes while overlooking their successes.
-Stereotyping: (Nhan thuc khuon mau)
+ Definition: Stereotypes are generalized beliefs or assumptions about a particular
group of people. These preconceived notions can be based on attributes such as
race, gender, age, or other characteristics.
+Example: Assuming that all members of a certain nationality are good at mathematics.
- Halo effect: (Hieu ung hao quang)
+ Definition: The halo effect occurs when one's overall impression of a person
influences how they feel and think about their character.
+ Example: If a manager is impressed with an employee's punctuality, they may also
assume the employee is competent in other aspects of their job without further evidence. - Projection: ( phan chieu)
+ Definition: Projection is the tendency to attribute one's thoughts, feelings, or motives to others.
+ Example: Someone who is competitive may assume that everyone around them is also highly competitive. -Self-serving bias:
+occurs because individuals become their personal performance failures or
problems on external factors and attribute their successes to internal factors.
+ example: A student who gets a good grade on a test attributes it to their
intelligence and hard work, but blames a bad grade on a difÏcult test or an unfair teacher.
Identification of Common Tendencies:
As a student, I find that two common perceptual tendencies are Selective Perception
and Projection. Selective Perception Example: In group projects, I may selectively
perceive the contributions of my teammates based on my initial impressions or biases. If
I have a positive view of a team member, I might focus on their strengths and overlook their shortcomings.
( Khi còn là sinh viên, tôi nhận thấy hai xu hướng nhận thức phổ biến là Nhận thức có chọn lọc và Phóng
chiếu. Ví dụ về nhận thức có chọn lọc: Trong các dự án nhóm, tôi có thể nhận thức có chọn lọc những đóng
góp của đồng đội dựa trên ấn tượng hoặc thành kiến ban đầu của tôi. Nếu tôi có cái nhìn tích cực về một
thành viên trong nhóm, tôi có thể tập trung vào điểm mạnh của họ và bỏ qua những khuyết điểm của họ.)
Projection Example: In discussions or debates, I might project my viewpoints onto
others, assuming they share similar perspectives. This could lead to misunderstandings
and hinder effective collaboration. Improving Perceptual Process: To enhance my perceptual process,
I can: Increase Self-Awareness: Reflect on my own biases and preconceptions to
become more aware of how they influence my perceptions.
(Trong các cuộc thảo luận hoặc tranh luận, tôi có thể áp dụng quan điểm của mình lên người khác, cho rằng
họ có cùng quan điểm. Điều này có thể dẫn đến hiểu lầm và cản trở sự hợp tác hiệu quả. Cải thiện quá trình
nhận thức: Để nâng cao quá trình nhận thức của mình, tôi có thể: Tăng cường khả năng tự nhận thức: Suy
ngẫm về những thành kiến và định kiến của chính mình để nhận thức rõ hơn về cách chúng ảnh hưởng đến nhận thức của tôi.)
Seek Diverse Perspectives: Actively engage with people who hold different
viewpoints to broaden my understanding and minimize projection.
Practice Mindfulness: Be mindful of the tendency to selectively perceive
information and consciously challenge myself to consider alternative interpretations.
By taking these steps, I aim to improve the accuracy and fairness of my
perceptions, fostering better collaboration and communication in academic setÝngs.
•(Tìm kiếm những quan điểm đa dạng: Tích cực tương tác với những người có quan điểm khác
nhau để mở rộng hiểu biết của tôi và giảm thiểu sự phóng chiếu. Thực hành chánh niệm: Hãy chú
ý đến xu hướng tiếp nhận thông tin có chọn lọc và thử thách bản thân một cách có ý thức để xem
xét các cách giải thích khác. Bằng cách thực hiện các bước này, tôi mong muốn cải thiện tính
chính xác và công bằng trong nhận thức của mình, thúc đẩy sự cộng tác và giao tiếp tốt hơn trong môi trường học thuật.)
2. What is atÝtude? AtÝtude. Components of atÝtudes: -
A predisposition to act in a certain way toward people and things in one’s environment. - Components of atÝtudes: + Cognitive component.
+ Affective or emotional component. + Behavioral component. + Cognitive dissonance.
The discomfort a person feels when atÝtudes and behavior are inconsistent.
Job Satisfaction Job satisfaction. -
Job satisfaction or dissatisfaction is an atÝtude that reflects the extent to which an
individual is gratified by or fulfilled in his or her work. -
Common aspects of job satisfaction: + Pay. + Coworkers. + Supervision. + Work setÝng. + Advancement opportunities. + Workload. -
Job Satisfaction: Strong and positive relationship between satisfaction and absenteeism and turnover. -
Satisfaction-related concepts having the quality of work-life implications … + Job Involvement
The extent to which an individual is dedicated to a job. + Organizational commitment
+ Loyalty of an individual to the organization.
Extensive research conducted on job satisfaction has indicated that personal
factors, such as an individual’s needs and aspirations, determine this atÝtude,
along with group and organizational factors, such as relationships with coworkers
and supervisors, as well as working conditions, work-related policies, and
compensation. => A satisfied employee also tends to be absent less often, to
make positive contributions, and to be inclined to stay with the organization.
In contrast, a dissatisfied employee may be absent more often, may experience
stress that disrupts coworkers, and may be continually looking for another job.
Contrary to what many managers believe, however, high levels of job satisfaction do
not necessarily lead to higher levels of performance. Our Leading the Way feature
highlights the importance that one firm, Hilton Hotels, places on employee
satisfaction, as well as employee commitment and engagement. 3. Impression management -
A direct and intentional effort by someone to enhance his or her image in the eyes of others. -
Impression management is a subtle form of political behavior that deserves special mention. -
Impression management is a direct and intentional effort by someone to enhance
his or her image in the eyes of others. II/ Motivation
1. Definition: set of forces that move people forward to do something 2. Concept:
-Goal orientation( Định hướng mục tiêu)
- Effort (cố gắng): set of forces that move ( tập hợp các lực chuyển động)
-Persistence (kiên trì): someone forward to do
3. Importance: Performance( effective efÏcient) = T x O x M
Talents (ability); Opportunity; Motivation 4. Emotion: - Physical healthy - Perception - Environment
To build and maintain positive emotion. 5. Notes: -
Motivation attached with work: dluc gan lien vs 1 viec de lam - Base on emotion: -
Higher motivation, higher consumption energy -> hard to maintain: dluc cang cao, muc tieu
hao nluong cang lon tgian duy tri cang lon. -
Between motivation you need to relax: giua cac khoang tg co gang cao do can co khoang t tai tao. 6. Theory: -
Content (need): Maslow and 2factors theory. - Process expectancy Maslow’s Hierarchy
The theory suggests that human needs can be organized into a hierarchical structure, arranged in a
pyramid. The hierarchy consists of five levels -
Physiological Needs: Attenfing to basic survival needs and biologycal functions. They
are the most fundamental and must be satisfied before higher-level needs.
-Safety Needs: seeking safety and security physical and emotional environment
-Social Needs (Love and Belonging): experiencing love and affection.
-Esteem Needs: Having positive self image/ self respect and recognition , respect from others.
-Self-Actualization: realizing one's full potential for personal growth and development. Contribtuions: -
Identifiedd and categorized individual needs. -
Emphasized importance of needs to motivation. Weakness: -
All levels of need are not always present -
Ordering or importance of needs is not always the same. -
Cultural differences can impact the ordering and scilence of needs.
Maslow proposed that individuals strive to satisfy these needs in a sequential
order, with higher-level needs becoming motivating factors once lower-level needs are met.
David McClelland was a psychologist who developed McClelland's Theory of
Needs, which focuses on three fundamental human needs: Achievement, AfÏliation, and Power. - Need
for Achievement (nAch): Individuals with a high need for achievement are
driven by a desire to excel, set challenging goals, and take calculated risks to accomplish those goals. - Need for
AfÏliation (nAff): The need for afÏliation is characterized by a strong desire
for positive interpersonal relationships, social interaction, and a sense of belonging. -Need
for Power (nPow): Individuals with a high need for power are motivated by
the desire to influence and control others, and to have an impact on their environment
Two factor Theory: Motivation-Hygiene Theory or Dual-Factor Theory, focuses on the
factors that contribute to job satisfaction and dissatisfaction. According to Herzberg, there are two sets of factors: -Hygiene
Factors (Dissatisfiers ): These factors are related to the work environment and
can lead to job dissatisfaction if they are absent or inadequate. However, their presence
does not necessarily result in increased job satisfaction.
+ Examples include salary, working conditions, company policies, interpersonal
relationships, and job security. -Motivational
Factors (Satisfiers): These factors are intrinsic to the job itself and can lead
to job satisfaction and increased motivation. Unlike hygiene factors, the absence of
motivational factors doesn't necessarily cause dissatisfaction, but their presence enhances job satisfaction.
+ Examples include achievement, recognition, the work itself, responsibility, and advancement.
In summary, Herzberg's Two-Factor Theory suggests that job
satisfaction and dissatisfaction are influenced by different sets of factors, and
to truly motivate employees, organizations need to address both hygiene and motivational factors. III. Teamworks
1. Concept: Teamwork in management involves individuals collaborating
toward shared goals through effective communication, clearly defined roles,
mutual accountability, conflict resolution, and a commitment to continuous improvement.
( Làm việc theo nhóm trong quản lý bao gồm các cá nhân cộng tác hướng tới các mục tiêu
chung thông qua giao tiếp hiệu quả, vai trò được xác định rõ ràng, trách nhiệm chung, giải
quyết xung đột và cam kết cải tiến liên tục.)
2. Stages of team development: + Forming:
Attempting to define the task and how it will be accomplished through
discussions of task-related concepts/issues
First day as a team, try to figure out goals and parameters of the assignment + Storming:
Defensiveness, intragroup competition, and the formation of factions; arguing
among members, even when they agree
Brainstorming, discussion, and division of labor + Norming:
Establishing and maintaining team ground rules
More friendliness and confiding in one another Begin to work toward goals + Performing
The ability of the group/team to prevent or work through problems
Members develop close attachment to the team
Mechanism for accomplishing goals 3. Types of teams: -
Problem-solving: Most popular type of team; comprises knowledge workers who
gather to solve a specific problem and then disband -
Management team: Consists mainly of managers from various functions like sales
and production; coordinates work among other teams -
Work team: An increasingly popular type of team; work teams are responsible for
the daily work of the organization; when empowered, they are self-managed teams
-Virtual team: A newer type of work team whose members interact in a virtual arena;
members enter and leave the network as needed and may take turns serving as
leader. Team comprised of people from remote worksites who work together online
-Quality circle: Declining in popularity, quality circles, comprising workers and
supervisors, meet intermittently to discuss workplace problems 4. Advantages and disadvantage
+ Flexibility, innovation, motivation, productivity
+ Conflict, waste of time, uneven contribution, disagreement
5. Key characteristics of a goals
+ Team leader (full-real power) + Clear and share goals + Accepted regulation + Team members (ability) + Supporting,