🔍 OB Exam Keyword Reference by Chapter

Chapter Title Keywords / Concepts

Ch. 1 What is Organizational Behavior? ● Definition of OB,
(95% k thi) ● Managerial roles,
● OB disciplines,
● Effectiveness vs Success
Ch. 2 Diversity in Organizations ● Biographical characteristics,
● Surface vs Deep-level diversity,
● Discrimination,
● Diversity management
Ch. 3 Attitudes and Job Satisfaction ● Attitudes,
● Job satisfaction,
● Cognitive dissonance,
● Impact on behavior
Ch. 5 Personality and Values ● Personality traits,
● MBTI,
● Big Five model,
● Values,
● Person-Job Fit
Ch. 6 Perception and Individual Decision Making
● Perception,
● Attribution theory,
● Decision making biases,
● Rational model
Ch. 7 Motivation Concepts ● Maslow’s Hierarchy of Needs,
● Two-Factor Theory (Herzberg),
● McClelland’s Theory of Needs,
● Self-Determination Theory,
● Goal-Setting Theory,
● Equity Theory,
● Expectancy Theory
Ch. 8 Motivation: From Concepts to Applications
● Job design,
● Job rotation,
● Job enlargement
● Job enrichment
● Incentives
Ch. 10 Understanding Work Teams ● Types of teams
 ● Team roles
● Team composition
● Team effectiveness
Ch. 12 Leadership ● Trait theories
● Behavioral theories
● Contingency theories
● Fiedler
● Transformational leadership
Ch. 14 Conflict and Negotiation ● Sources of conflict
● Conflict resolution
● Negotiation strategies
● BATNA
Ch. 16 Organizational Culture ● Organizational culture
(khái niệm - giải thích - ví dụ) ● Strong vs weak culture
● Socialization
● Creating culture

Đọc thêm

10) Nam is devout and very active in his church. He is….

offers him a promotion, but the new role will require him to work Sundays. Nam would like the promotion but realizes that it
would force him to miss some church activities. In this situation, Nam is most likely to experience _____________

A) role conflict B) social loafing C) groupthink D) groupshift

Part 2 (5 points) Short answer questions

1. What are the three primary determinants of environmental complexity? How does the environment influence the
choice of organizational design? (p. 550)

3 dimensions:

● Capacity: the degree to which the environment can support growth. Rich and growing environments generate excess
resources, which can buffer the organization in times of relative scarcity.
● Volatility: the degree of instability in the environment. A dynamic environment with a high degree of unpredictable
change makes it difficult for management to make accurate predictions. Because information technology changes at such a rapid
place, more organizations’ environments are becoming volatile.
● Complexity is the degree of heterogeneity (độ đa dạng) and concentration among environmental elements. Simple
environments—like the tobacco industry where the methods of production, competitive and regulatory pressures, and the like
haven’t changed in quite some time—are homogeneous (dong nhat) and concentrated. Environments characterized by
heterogeneity and dispersion (phan tan) —like the broadband industry—are complex and diverse, with numerous competitors.

How does the environment influence the choice of organizational design?

● In stable, low-complexity environments, organizations tend to adopt mechanistic structures. These are centralized,
with strict hierarchies, clear rules, and little room for flexibility. They are efficient in predictable settings.
● In dynamic, uncertain, and complex environments, organizations benefit from organic structures. These are
decentralized, flexible, and allow for open communication and innovation. Teams are often cross-functional, and roles may shift
based on emerging needs.

2. Net Tech, a mid-sized software solutions company, has built a strong organizational culture centered on three core
values: innovation, customer orientation. To foster innovation, the company holds weekly "Idea Labs" for
brainstorming. Its customer-oriented culture is supported by initiatives like customer journey mapping workshops,
real-time feedback loops shared across teams. Meanwhile, management practices emphasize transparency, flexibility,
and employee development through open communication, and results-based evaluations.

These integrated practices help Net Tech maintain a dynamic, customer-focused, and empowering work environment.
What additional strategies could Nexera Tech adopt to further strengthen its organizational culture?

Although organizational culture is often shaped by its founders and tends to evolve organically over time, it’s not immutable. In
the case of Net Tech, a growing tech company navigating internal changes and external pressures, deliberate efforts to shape an
ethical, positive, and spiritual culture are both necessary and feasible. By aligning our strategy with the principles laid out in the
organizational behavior textbook, we can create a more sustainable and value-driven workplace.

1. Building an Ethical Culture at Net Tech

In Net Tech’s early stages, the culture formed informally—through founder values and employee interactions. As the company
scales, we must shift toward a more deliberate ethical culture, focusing on transparency, fairness, and integrity.

Key Actions for Ethical Culture:

● Be a Visible Role Model: Leadership at Net Tech must consistently model ethical behavior. For example, senior
developers and project managers should demonstrate honesty in reporting deadlines and own up to mistakes in sprints. These
visible actions will set a behavioral standard.

● Communicate Ethical Expectations: Net Tech should formalize a Code of Ethics outlining core values such as data
security, intellectual property protection, and respect for diverse ideas. Sharing this code during onboarding and performance
reviews will reduce ambiguity.

● Provide Ethical Training: Launch regular workshops to guide teams through dilemmas such as pressure to
overpromise on tech capabilities or cut corners on testing. Interactive case studies relevant to the tech industry will make these
trainings more engaging.

● Reward Ethical Behavior, Punish Unethical Acts: Use our internal review system to highlight employees who report
bugs honestly or resist unethical customer requests. Conversely, unethical behavior—like faking time logs—should face clear
consequences.

● Create Protective Mechanisms: Develop a whistleblower policy with anonymous reporting tools and assign a
dedicated Ethics Officer to investigate concerns. This fosters psychological safety.

By embedding these principles, Net Tech can shape a culture where ethical decisions are not just expected but reinforced, even
under tight deadlines or client pressure.

2. Nurturing a Positive Organizational Culture

A positive culture at Net Tech doesn’t mean ignoring problems but rather focusing on growth, recognition, and strengths-
based development. This is particularly critical in the fast-paced, high-burnout tech sector.
Core Practices for a Positive Culture:

● Build on Employee Strengths: Like Hammond at Auglaize Provico, Net Tech should implement strength-based
evaluations, using tools such as Gallup’s StrengthsFinder or personalized feedback sessions. Developers might be stronger in
back-end architecture than front-end design—let’s allow them to specialize rather than generalize inefficiently.

● Reward More Than Punish: Celebrate small wins—finishing a milestone, fixing a stubborn bug, or mentoring an
intern. These don’t always require financial bonuses; Slack shoutouts, peer recognition badges, or “tech hero of the week” awards
are affordable and motivating.

● Encourage Vitality and Growth: Net Tech should treat jobs as career paths. Launch an internal mentorship program,
provide course stipends for AI, cybersecurity, etc., and support employee projects through “Innovation Fridays,” where teams
explore passion projects relevant to the business.

This kind of environment not only improves morale and retention, but it also enhances performance and innovation in the long
run.

3. Creating a Spiritual Culture at Net Tech

While it may seem abstract in a tech setting, spirituality at work is about meaningful contribution, community, and
connection, not religion. In Net Tech’s context, a spiritual culture helps combat emotional burnout and creates purpose beyond
lines of code.

Ways to Foster Spirituality at Work:

● Promote Meaningful Work: Make it clear how each developer’s role contributes to something larger—whether it's
enabling SMEs to compete via our software, improving accessibility for users with disabilities, or using AI ethically.

● Build Community: Encourage team bonding through non-work rituals—weekly “tech tea” virtual coffee chats,
personal storytelling during retros, or gratitude circles during team meetings. These create genuine emotional connection.

● Support Inner Well-being: Introduce mindfulness breaks, quiet rooms, or encourage personal journaling through the
intranet blog. Even optional participation in motivational quotes or reflection boards can support inner balance.

By adopting these approaches, Net Tech can meet the modern employee’s desire to align personal and organizational values,
fostering not just productivity but belonging and meaning.

Conclusion: Culture at Net Tech is not fixed—it is continuously shaped by everyday behaviors, leadership actions, and
organizational systems. By integrating ethical clarity, positive reinforcement, and spiritual depth, Net Tech can evolve into an
organization that not only delivers great products but also becomes a great place to work. This three-pronged cultural
transformation will be essential for sustaining innovation, attracting talent, and navigating ethical dilemmas in today’s complex
tech landscape.
________________________________________________________________________________________________________
9/5/25

Question 1 (3): Choose ONE best answer

1. What behavioural science discipline has made the MOST significant contributions to understanding individual behaviour?
(a) Sociology (b) Social psychology (c) Psychology (d) Anthropology
Chương 1 – What Is Organizational Behavior?, mục Disciplines That Contribute to the OB Field, trang 53

2. ________ is the learning concept of reinforcing closer and closer approximations to the desired new behaviour.
(a) Modelling (b) Shaping (c) Classical conditioning (d) Social learning
Chương 7 – Motivation Concepts, mục Reinforcement Theory, trang 259

3. If attitudes and behaviour are inconsistent, individuals will most likely

(a) change their behaviour
(b) change their attitudes
(c) change either their attitudes or behaviour
(d) do nothing
Chương 3 – Attitudes and Job Satisfaction, mục Attitudes and Behavior, trang 114

4. Which of the following is NOT one of Hofstede's five dimensions of national culture?
(a) power distance
(b) language proficiency
(c) masculinity
(d) long-term orientation
Chương 5 – Personality and Values, mục Hofstede’s Framework, trang 194

5. Because it is impossible for us to assimilate (tiep nhan, dong hoa) everything we see, we engage in
(a) selective perception
(b) memorization
(c) mental desensitization
(d) periodic listening
Chương 6 – Perception and Individual Decision Making, mục Common Shortcuts, trang 213

6. Two-factor theory suggests that extrinsic factors such as … cause dissatisfaction.

(a) advancement
(b) working conditions
(c) achievement
(d) recognition
Chương 7 – Motivation Concepts, mục Two-Factor Theory, trang 249

7. _________ (or cross-training) is the periodic shifting of an employee from one task to another.
(a) Job enlargement
(b) Employee involvement
(c) Job rotation
(d) Job enrichment
Chương 8 – Motivation: From Concepts to Applications, mục Job Redesign, trang 285
8. Jane is concerned that her company is selling products of very poor quality. However, when meeting with customers, Jane feels
obligated to be positive and express confidence about the quality of the product. Jane is likely experiencing
(a) displayed emotions
(b) emotional dissonance (su bat hoa)
(c) deep acting
(d) self-awareness
Chương 4 – Emotions and Moods, mục Emotional Labor, trang 151

9. According to Fiedler's contingency theory, if there is NOT a match of leadership style to the group situation, what should be
done?
(a) Replace the manager.
(b) Change the situation to fit the leader.
(c) Both A and B.
(d) None of the above.
Chương 12 – Leadership, mục Fiedler’s Model, trang 425

10. The _______ is also called the network or modular organization.

(a) virtual organization
(b) team structure
(c) matrix
(d) bureaucracy
Chương 15 – Foundations of Organization Structure, mục The Virtual Organization, trang 542

Question 2 (2 ): State if the following statement is true or false and provide short explanations
1. Companies with strong organizational culture are generally more successful than those with weak culture.
→ TRUE. Employees form an overall subjective perception of the organization based on factors such as the degree of risk
tolerance, team emphasis, and support of individuals. This overall perception represents, in effect, the organization’s
culture or personality and affects employee performance and satisfaction, with stronger cultures having greater impact.
Chương 16: Organizational Culture, mục Summary, trang 589.
2. To perform effectively, a team requires three different types of skills: technical, conceptual, and cognitive skills.
→ FALSE. They are technical, human, and conceptual skills (thuoc khai niem/nhan thuc) Chương 10 – Understanding Work
Teams, mục Team Composition and Effectiveness, trang 359–360

Question 3 (2 ) Answer the following question

Explain the three job redesign options. Give examples of cases where each option should be used.
(Source: Chapter 8 – Motivation: From Concepts to Applications, p.285.)
Three major types of job redesign are:
● Job Rotation
○ Also known as cross-training, job rotation involves systematically shifting employees from one task to another. It helps
reduce boredom, increases skill variety, and allows employees to gain broader organizational knowledge. However, it may also
reduce productivity in the short term as employees learn new tasks.
○ Example:
■ In a manufacturing company, a worker assembling car doors may be rotated to the task of inspecting finished parts or
operating a different machine. This maintains engagement and builds flexibility in the workforce.
■ Rotating a customer service representative between handling different types of inquiries (e.g., online orders, phone
calls) to broaden their skillset.
● Job Enlargement
○ Job enlargement increases the number of tasks an employee performs, aiming to reduce monotony by expanding the
scope of the job. While it makes the job less repetitive, it doesn’t necessarily increase the depth or complexity of work.
○ Example:
■ A call center agent who previously only answered customer inquiries might also be assigned to process refund requests
or handle customer feedback emails. These additional tasks are similar in complexity but add variety.
■ Adding a new social media task to the marketing assistant's duties (e.g., content creation, community engagement).
● Job Enrichment
○ Job enrichment adds greater depth and responsibility to a role. It enhances autonomy, provides opportunities for
personal growth, and gives employees a sense of achievement. This approach aligns with the Job Characteristics Model, which
emphasizes skill variety, task identity, task significance, autonomy, and feedback as key psychological motivators.
○ Example:
■ A software developer might be given full ownership of a feature, from design to deployment, instead of just writing
code based on someone else's specification. This increases autonomy and task identity.
■ Adding project management responsibilities to a software engineer's role (e.g., managing project timelines, allocating
resources).

HOẶC:
● Job Enrichment: This involves adding more challenging and meaningful tasks to a job, giving employees more control
and responsibility, and potentially providing opportunities for skill development. For example, a graphic designer might be given
the opportunity to pitch their ideas directly to the customer and manage project deadlines, rather than just completing assigned
tasks.
● Job Enlargement: This involves adding more tasks at the same level of responsibility to a job, expanding the scope of the
employee's work. For instance, a customer service representative might be given the responsibility of handling a wider range of
customer inquiries or resolving more complex issues, without a change in their level of responsibility.
● Job Rotation: This involves moving employees between different jobs or tasks within the organization, allowing them to
gain experience in different areas and broaden their skill sets. This can also help employees better understand the organization as
a whole and increase their adaptability.

Question 4 (3): Refer to the following case and answer the questions:
InnovateX, a fast-growing tech startup, is experiencing declining employee productivity and rising turnover. Founded five years
ago, InnovateX was known for innovation, a dynamic work environment, and a culture of creativity, collaboration, and employee
empowerment. Initially, employees were highly motivated. Recent growth has led to increased workloads and tighter deadlines.
Despite hiring new employees, InnovateX has observed:
● Decreased productivity
● Increased absenteeism
● Higher turnover
● Lack of engagement

1. What do you think are the problems?

A. Loss of the original company culture
To begin with, as InnovateX expanded rapidly, its once dynamic and empowering culture seems to have been diluted. Initially
known for creativity and collaboration, the company may have unintentionally allowed bureaucracy to creep in, which has
weakened the flexibility and autonomy that once motivated employees.

B. Workload imbalance and employee burnout

Moreover, the increase in workloads and tighter deadlines—despite the addition of new staff—suggests an inefficient
distribution of tasks or inadequate onboarding. As a result, employees are likely experiencing burnout, which directly contributes
to absenteeism, low productivity, and emotional detachment.

C. Ineffective change management

In addition, it appears that the company has not effectively managed its growth. Without a clear strategy for scaling internal
systems and communication, employees may feel overwhelmed by unclear expectations and shifting priorities.

D. Decreased engagement and communication gaps

Another critical issue is the lack of engagement. Symptoms such as high turnover and absenteeism indicate that employees may
no longer feel connected to leadership or included in decision-making processes, thus weakening their sense of belonging and
ownership.

E. Poor onboarding and integration of new hires

Finally, although InnovateX has hired more employees, the lack of effective onboarding and cultural integration likely results in
misalignment between teams. New hires may struggle to adapt, which in turn affects team cohesion and overall productivity.

2. Propose solutions to the identified problems.

A. Rebuild and scale the company culture

To address the cultural decline, InnovateX should begin by reaffirming its core values—such as innovation, creativity, and
collaboration—through internal initiatives. These may include leadership modeling, HR policies, and internal campaigns. In doing
so, the company can create a unified sense of purpose and motivation for both old and new employees.

B. Balance workload and prevent burnout

Furthermore, it is essential to conduct a comprehensive workload audit to better understand task distribution across teams. By
reallocating responsibilities, automating repetitive tasks, and setting realistic deadlines, the company can reduce employee stress
and boost productivity.

C. Improve communication and employee engagement

Equally important is the need to strengthen internal communication. Introducing regular check-ins, town hall meetings, and
anonymous surveys will foster a culture of transparency and openness. Consequently, employees are more likely to feel heard,
valued, and involved in the organization’s growth.

D. Support employee well-being and development

In parallel, InnovateX should invest in personal and professional development by offering training, mentorship programs, mental
health resources, and flexible working arrangements. These initiatives not only improve individual performance but also increase
employee loyalty and job satisfaction.

E. Enhance onboarding and team integration

Lastly, to ensure new hires integrate smoothly, the company should develop a structured onboarding process. This could include
cultural immersion sessions, buddy systems, and team-building activities. As a result, new employees will adapt more quickly,
feel more connected, and contribute more effectively to team goals.

In summary, InnovateX's current challenges stem from rapid growth without adequate cultural reinforcement, poor workload
management, and insufficient communication and support systems. By taking a people-centered approach—one that focuses on
culture, engagement, and support—the company can restore its original spirit while ensuring sustainable productivity and
employee satisfaction.

________________________________________________________________________________________________________
 9/12/2024

Question 1: What are attitudes? What is job satisfaction? Please explain the impact of satisfied and dissatisfied
employees on the workplace.

Concepts

1. Attitudes:
○ Definition: Attitudes are evaluative statements or judgments about objects, people, or events. They reflect how we feel
about something.
○ Components:
■ Cognitive (belief): Based on logic or facts.
Example: “I believe my manager is fair in their decision-making.”
■ Affective (emotion): Emotional feeling tied to the belief.
Example: “I feel motivated when my manager acknowledges my work.”
■ Behavioral (action): Intention or behavior driven by belief and emotion.
Example: “I will put extra effort into my work because of the support I receive.”
2. Job Satisfaction:
○ Definition: A positive emotional state resulting from evaluating one’s job and its characteristics.
○ Factors Affecting Job Satisfaction: Job conditions, personality, pay, corporate social responsibility (csr).
■ Work conditions
■ Pay and benefits
■ Relationships with colleagues
■ Opportunities for growth

Impact of Job Satisfaction (p.124)

1. Satisfied Employees:
○ Positive Impacts: job Performance, organizational citizenship behavior (ocb), customer satisfaction, Life satisfaction.
■ Increased productivity.
■ Higher Organizational Citizenship Behavior (OCB): Employees help colleagues and go beyond their job requirements.
■ Reduced turnover and absenteeism.
○ Example: A satisfied marketing team might collaborate effectively to exceed sales goals, fostering innovation and
growth.
2. Dissatisfied Employees:
○ Negative Impacts: exit, voice, loyalty, neglect.
■ Lower productivity and morale.
■ Increased absenteeism and turnover.
■ Counterproductive Work Behavior (CWB): Acts like theft or sabotage.
○ Example: An overworked employee in customer service might show frustration, leading to poor customer experiences.

Managerial Application

● Regularly assess employee satisfaction through surveys.

● Address dissatisfaction by improving work conditions, offering recognition, and aligning roles with employee strengths.

Question 2: Please explain the Rational Decision-Making Model. (tr.217) - ob final exam

Concept

The Rational Decision-Making Model is a structured process aimed at logical, value-maximizing decisions.

Steps in the Model

1. Define the Problem:
Example: A manager identifies that employee turnover has increased by 20% over six months.
2. Identify Decision Criteria: Factors to consider (e.g., employee satisfaction, costs of hiring replacements).
3. Allocate Weights to Criteria: Assign importance to each factor (e.g., satisfaction = 40%, hiring cost = 30%).
4. Develop Alternatives: Possible solutions (e.g., salary increases, flexible schedules, better training programs).
5. Evaluate Alternatives: Assess each alternative based on the criteria and their weights.
6. Select the Best Alternative: Choose the most viable option based on the evaluation.

Advantages and Limitations

● Advantages:
○ Ensures logical and comprehensive decision-making.
● Limitations:
○ Requires time, full information, and consistency.

Example Application

A manager deciding on a marketing strategy evaluates options (social media ads, influencer partnerships) based on ROI, target
audience reach, and cost. After evaluation, they select influencer partnerships due to higher engagement rates.

Question 3: What is perception? How could understanding perception help the manager provide more effective feedback
in this situation?

Concepts

1. Perception: p.209
○ Definition: The process by which individuals organize and interpret sensory impressions to give meaning to their
environment.
○ Influencing Factors:
1. The Perceiver: Experience, emotions, and expectations.
2. The Target: Characteristics of the person or object being perceived.
3. The Context: Environmental factors affecting perception.
2. Role of Perception in Feedback:
○ Managers must understand how employees perceive feedback to tailor their approach, ensuring it is constructive
rather than demotivating.

Đọc thêm: The role of perception in feedback is crucial, as it significantly shapes how individuals interpret and respond
to information about their behavior. To begin with, perception influences the way we judge others, especially through
person perception — the impressions we form about people based on limited cues. These perceptions are often shaped by first
impressions, which may be inaccurate but can still strongly affect how feedback is delivered and received.

Moreover, attribution theory helps explain how perception affects feedback interpretation. When we observe someone's
behavior, we naturally attempt to determine whether it is caused by internal factors (like effort or character) or external
circumstances (such as traffic or workload). This attribution process—guided by distinctiveness, consensus, and
consistency—affects whether feedback focuses on personal responsibility or situational factors. For example, an
employee’s repeated tardiness may be attributed to personal irresponsibility rather than external traffic issues, leading to
harsher or more critical feedback.

In addition, perceptual errors and biases can distort feedback. A common error is the fundamental attribution error, where
we overemphasize internal causes while ignoring external ones. This might lead managers to blame poor performance on
laziness instead of recognizing environmental challenges. Similarly, self-serving bias causes individuals to accept positive
feedback as a reflection of their abilities while rejecting negative feedback as unfair or due to external factors.
Cultural differences also play a role in perception and feedback. For instance, Western cultures often focus on individual
responsibility in feedback, whereas Asian cultures may attribute outcomes to group or institutional factors. These differences
influence how feedback is framed and received across cultural contexts.

Finally, selective perception and the halo effect further influence how feedback is constructed. Selective perception means
individuals notice and interpret behaviors that align with their preexisting views, which may result in biased feedback. Likewise,
the halo effect can lead to an overly positive or negative overall impression based on a single characteristic, affecting how
feedback is generalized across different behaviors.

In conclusion, perception plays a foundational role in how feedback is given, received, and interpreted. It shapes
attributions, introduces biases, and influences ethical framing, all of which determine whether feedback is accepted
constructively or defensively. Therefore, understanding perceptual processes is essential for delivering fair, accurate, and
effective feedback in organizational settings.

Example

● Case Study:
○ Mr. Minh perceives feedback as constructive and uses it to improve.
○ Ms. Hoa perceives the same feedback as overly critical, leading to demotivation.
● How to Adjust Feedback:
○ For Mr. Minh: Provide additional challenges or specific goals to keep him motivated.
○ For Ms. Hoa: Use a positive tone, emphasize strengths, and frame improvement areas as opportunities for growth.

Managerial Application

● Train managers to understand individual differences.

● Offer feedback that combines recognition with actionable suggestions.
● Example: A manager tells Ms. Hoa, “You did a great job managing the team last week. Let’s explore ways to streamline
task allocation to save even more time.”

Question 4: What are group norms, and how have they influenced this team’s behavior? What strategies could Ms. Lan
use to gradually align the team’s norms with organizational goals without creating further tension? (ob final exam)

Concepts

1. Group Norms:
● Definition: Unwritten rules and expectations that guide group behavior.
● Example from Case Study:
■ Norm 1: Slowing down in the last hour to avoid mistakes.
■ Norm 2: Avoiding direct feedback during meetings.
● Influence:
■ These norms create a culture of caution but hinder productivity and open communication.
2. Strategies to Change Norms:
● Gradual and collaborative approaches minimize resistance.

Steps to Align Norms

1. Understand Existing Norms:

● Meet with team members to discuss the rationale behind slowing down or avoiding feedback.
● Example: “Why do you think slowing down helps? How do you feel about feedback during meetings?”
2. Communicate Organizational Goals:
● Highlight the importance of productivity and open communication.
● Example: “Improving productivity in the last hour could lead to meeting performance targets and team rewards.”
3. Introduce Incremental Changes:
● Adjust norms step-by-step to avoid overwhelming the team.
● Example:
■ Week 1: Encourage a 10% improvement in productivity during the last hour.
■ Week 2: Allow anonymous feedback during meetings to ease the transition to open discussions.
4. Reward Positive Behaviors:
● Acknowledge and incentivize members who adopt new norms.
● Example: Praise individuals who actively provide feedback or maintain steady productivity.
5. Monitor and Adapt:
● Continuously assess the team’s response to the changes and adjust strategies accordingly.
● Example: If resistance persists, host informal discussions to address concerns.

Illustrative Example

Ms. Lan implements a new policy encouraging open discussions by framing it as a "learning session" rather than a feedback
forum. She starts with low-stakes discussions (e.g., brainstorming ideas) before progressing to performance reviews.

________________________________________________________________________________________________________

Exam 1

Question 1: (2) Define perception. Explain how halo and horn effects can bias workplace evaluations. Provide examples.

1. Definition of Perception: (tr. 209)

○ Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to
their environment. It explains how people form impressions and make judgments about others in the workplace.
2. Halo Effect: (tr. 213-214)
○ Explanation: A positive trait in one area influences a person’s overall impression. This leads managers or colleagues to
overlook flaws because of a single favorable characteristic.
○ Example: An employee who is punctual is perceived as highly competent in all tasks, even if their actual performance
does not reflect it. A manager might rate this employee highly during evaluations because of their punctuality alone.
3. Horn Effect:
○ Explanation: A single negative characteristic negatively impacts the overall impression, leading to bias against the
person.
○ Example: An employee who frequently makes small errors in written reports may be perceived as incompetent overall,
even if they consistently deliver excellent oral presentations.
4. Impact in the Workplace:
○ These biases can lead to unfair evaluations, missed opportunities for growth, and decreased morale among employees
who feel their strengths are overlooked or weaknesses are exaggerated.

Question 2: (2) Describe the difference between transformational and transactional leadership. How can managers apply these
leadership styles effectively?

1. Transformational Leadership:
○ Definition: A leadership style that inspires and motivates employees by focusing on long-term vision, shared values,
and innovation.
○ Application:
■ Encourage creativity and innovation.
■ Example: A CEO introducing a company-wide initiative to adopt sustainable practices and inspiring employees to
contribute innovative solutions.
2. Transactional Leadership:
○ Definition: A leadership style that focuses on structure, rules, and short-term tasks. It is centered around rewards and
punishments for performance.
○ Application:
■ Use structured goals and incentives.
■ Example: A manager providing bonuses for achieving monthly sales targets.
3. Combining Both Styles:
○ Effective managers adapt their style based on the situation. For example, a transformational approach may inspire
employees during a crisis, while a transactional approach ensures day-to-day tasks are met.
OR: The difference between transformational and transactional leadership lies in their focus and approach to motivating
followers:

1. Key Differences:

● Transformational Leadership
○ Focus: Inspires followers to transcend their own self-interests for the sake of the organization.
○ How it works: Uses the "Four I’s":
■ Idealized Influence – providing vision and gaining trust.
■ Inspirational Motivation – setting high expectations and inspiring commitment.
■ Intellectual Stimulation – encouraging innovation and creative problem solving.
■ Individualized Consideration – offering personalized coaching and development.
○ Outcomes: Higher follower motivation, performance beyond expectations, creativity, reduced turnover, and greater
satisfaction.

● Transactional Leadership
○ Focus: Maintains routine and performance through rewards and penalties.
○ How it works:
■ Contingent Reward – rewarding employees for meeting specific goals.
■ Management by Exception (Active) – monitoring and correcting mistakes.
■ Management by Exception (Passive) – intervening only when problems arise.
○ Outcomes: Ensures stability and consistency, but typically does not inspire followers to exceed expectations.

2. How Managers Can Apply These Styles Effectively:

● Use Both Styles Together:

○ Research shows the most effective leaders blend both styles, using transactional methods to establish structure and
short-term goals, and transformational techniques to motivate and develop followers long-term.
● Apply Transactional Leadership When:
○ Clear roles, rules, and task completion are essential (e.g., in production, logistics).
○ Employees need guidance and accountability for specific deliverables.
● Apply Transformational Leadership When:
○ Leading change, innovation, or strategic growth.
○ Inspiring high commitment, especially in creative or knowledge-based work.
○ Developing employees and empowering teams.

Conclusion: Transformational leaders inspire, innovate, and empower, while transactional leaders organize, reward, and
maintain performance. Managers can be most effective when they build on a solid transactional foundation and elevate
performance through transformational leadership techniques.

Question 3: (3)
Case: An employee, Alex, struggles with time management, causing delays in team projects. Alex explains that their workload is
overwhelming. However, their teammates believe Alex is simply disorganized.

1. What is attribution theory?

2. How can the manager use attribution theory to understand the situation and provide constructive feedback?

1. Attribution Theory: An attempt to determine whether an individual’s behavior is internally or externally caused.
○ Internal Attribution: Behavior is due to traits like disorganization.
○ External Attribution: Behavior is caused by external factors like workload.
2. Application to Alex:
● Alex's struggle with time management could be:
○ Internal (disorganization): Alex needs better time management training.
○ External (workload): Alex needs fewer tasks or better tools to manage deadlines.
● Steps for Constructive Feedback:
○ Gather information to determine the cause (e.g., interviews, task analysis).
○ Tailor feedback:
■ If internal: “Let’s work on prioritizing tasks using time management tools like Trello.”
■ If external: “We’ll reduce your workload temporarily and provide better scheduling tools.”

OR: The manager can apply attribution theory to understand both sides of the issue. The team attributes Alex’s delays to internal
factors—believing Alex is disorganized. Alex, however, attributes the delays to external factors—feeling overwhelmed by
workload. To address this constructively, the manager should:

● Avoid bias (like the fundamental attribution error) by not jumping to conclusions based on one perspective.
● Gather more information from both Alex and the team to understand the real causes—this might reveal a mix of
internal and external factors.
● Clarify expectations and workloads to see if Alex is being assigned too much or needs help prioritizing tasks.
● Offer support, such as time-management coaching, better planning tools, or task redistribution.

Question 4: (3)
Case: A manager notices that employees in the sales team are reluctant to collaborate. They prefer working individually to earn
commission bonuses, leading to competition rather than teamwork. The manager wants to build a more cohesive team.

1. What is group cohesiveness? (P.331)

2. Suggest strategies the manager can use to improve cohesiveness while maintaining individual motivation.

1. Group Cohesiveness:
○ Definition: The degree to which group members are attracted to each other and committed to the group.
○ Impact on Team:
■ High cohesiveness enhances collaboration and trust.
■ Low cohesiveness leads to competition, as seen in the sales team’s preference for individual work.
2. Strategies to Improve Cohesiveness:
● Make the group smaller → Smaller groups increase interaction and reliance among members, making it easier to build
trust and cooperation.

● Encourage agreement with group goals → Shift focus from individual commissions to shared team objectives (e.g.,
total team sales goals), helping members align around common purposes.

● Increase the time members spend together → More interaction fosters stronger relationships. Encourage team
meetings, collaboration on accounts, or team-building activities.

● Increase the group’s status and difficulty of joining → If being part of the sales team is seen as prestigious, members
will feel more invested and loyal to the group.

● Stimulate competition with other groups → Create external competition (e.g., against other regional sales teams) to
redirect internal competition outward and boost unity.

● Give rewards to the group rather than individual members → Replace or supplement individual commission
bonuses with team-based incentives, encouraging collaboration over competition.

● Physically isolate the group → This can promote bonding by reducing outside distractions or influences, though it
should be applied carefully to avoid isolation from the broader organization.

To build a cohesive sales team, the manager should reduce individual-based incentives and promote team-based goals and
rewards, while creating structures and environments that enhance social interaction, pride, and unity within the group.

________________________________________________________________________________________________________

Exam 2

Question 1: (2 points) Define and explain the concept of job engagement. How does it differ from job satisfaction?
● Job Engagement: The level of an employee’s psychological investment in their job.
○ Example: An engaged teacher who spends extra hours preparing creative lesson plans.
● Difference from Job Satisfaction: Job engagement focuses on involvement, while job satisfaction focuses on happiness
with job conditions.

Question 2: (2) Explain the difference between intrinsic and extrinsic motivation. Provide examples of how both can be used
effectively in the workplace.

The difference between intrinsic and extrinsic motivation lies in where the motivation comes from:

1. Intrinsic Motivation

● Definition: Motivation that comes from within the individual, driven by interest, enjoyment, or personal
satisfaction in the task itself.
● Example in the workplace:
○ A software developer who enjoys solving complex coding problems because she finds it intellectually stimulating.
○ A teacher who loves helping students learn because it's personally fulfilling.

2. Extrinsic Motivation

● Definition: Motivation that comes from external rewards or pressures, such as money, bonuses, promotions, or
recognition.
● Example in the workplace:
○ A salesperson working harder to earn a quarterly bonus.
○ An employee staying late to receive a public “Employee of the Month” award.

3. Using Both Types of Motivation Effectively in the Workplace:

● Use Intrinsic Motivation to:

○ Encourage creativity, innovation, and high-quality work.
○ Design jobs that are meaningful, allow autonomy, and support mastery.
○ Foster a culture where employees feel purpose and engagement.

● Use Extrinsic Motivation to:

○ Drive results on routine or clearly measurable tasks.
○ Reward achievement fairly (e.g., bonuses for meeting goals).
○ Support motivation without overshadowing intrinsic enjoyment

Intrinsic motivation drives quality and long-term engagement, while extrinsic motivation can boost performance in the
short term—especially for quantifiable outcomes. According to self-determination theory, the best workplaces support both by
offering meaningful work and using external rewards thoughtfully to avoid undermining internal drive.

Question 3: (3)
Case: Emma is a creative designer who has consistently performed well. However, her recent performance reviews show a
decline in motivation. She mentions feeling "stuck" in her current role.

● How can Herzberg's Two-Factor Theory explain Emma's situation?

● Suggest actions the manager could take to re-engage Emma.

Case: Emma, a creative designer, feels "stuck" in her role.

● Herzberg’s Two-Factor Theory:

○ Hygiene Factors: Salary, job security, and working conditions prevent dissatisfaction but don’t boost motivation.
○ Motivators: Growth opportunities, recognition, and challenging tasks increase satisfaction.
● Actions for Emma:
○ Offer her a new project that challenges her creativity.
○ Recognize her past achievements and involve her in strategic planning to re-engage her.

Herzberg’s Two-Factor Theory Explanation:

Herzberg’s Two-Factor Theory divides job factors into:

1. Hygiene Factors (extrinsic): Prevent dissatisfaction but don’t motivate (e.g., salary, job security, company policies).

2. Motivators (intrinsic): Create true motivation and satisfaction (e.g., achievement, recognition, growth, responsibility,
meaningful work).

Emma’s Situation:

Emma feels “stuck,” suggesting her motivators are missing — particularly:

● Lack of growth or advancement opportunities

● Stagnant responsibilities
● Decreased sense of achievement or challenge

Her hygiene factors might be intact (e.g., salary, environment), but without motivators, her job satisfaction and motivation
decline.

Manager Actions to Re-Engage Emma (Focus on Motivators):

1. Job Enrichment:
○ Redesign Emma’s tasks to add variety, autonomy, and complexity.
○ Assign her more challenging or creative projects.
2. Career Development:
○ Offer training, mentorship, or leadership opportunities.
○ Discuss potential promotion paths or role evolution.
3. Recognition and Feedback:
○ Publicly acknowledge her past contributions.
○ Set new performance goals with regular, constructive feedback.
4. Involve Emma in Decision-Making:
○ Include her in creative direction discussions or team strategy meetings.
○ Make her feel valued and impactful beyond her daily design tasks.

According to Herzberg’s theory, Emma isn’t necessarily dissatisfied — she’s not motivated because intrinsic motivators are
missing. To re-engage her, the manager should focus on providing growth, meaningful work, and recognition.

Question 4: (3)
Case: A newly formed project team has difficulty making decisions because members prioritize their individual perspectives over
the team’s goals. Some members dominate discussions, while others remain silent.

● What is groupthink? (p.334)

● How can the team leader address these issues and encourage balanced participation?

A project team struggles with decision-making due to dominance by certain members and lack of participation by others.

● Groupthink: A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of
action. / Groupthink relates to norms and describes situations in which group pressures for conformity deter the group from
critically appraising unusual, minority, or unpopular views.
● Problems
- Dominant members and silent members suggest a lack of balanced participation, which can lead to groupthink or
poor-quality decisions.
- Individual priorities over team goals show a lack of shared identity and cohesion.
- The team is new, so norms and trust haven’t been established yet

SOLUTIONS:

1. Limit group size if possible:

Keep the team small (ideally fewer than 10 people) to encourage individual accountability and reduce intimidation.

2. Encourage impartial leadership:

Team leaders should avoid dominating discussions and instead solicit input from all members—especially quiet ones—to
ensure diverse perspectives are heard.

3. Assign a devil’s advocate:

Designate one person in each meeting to challenge assumptions and propose alternative viewpoints. This combats
groupthink and stimulates critical thinking.

4. Encourage initial focus on risks:

Begin decision-making discussions by exploring potential downsides, not just benefits. This reduces premature consensus and
encourages deeper evaluation.

5. Use structured decision-making techniques:

Try round-robin sharing, brainstorming rules, or anonymous idea submission to give all members an equal voice.

6. Foster group identity:

Spend time developing shared goals, norms, and values. Activities that build group cohesion (like team charters or shared
planning) can align individual motivations with the team’s purpose.

To help the project team make better decisions, managers should foster balanced participation, create a safe space for dissent,
and encourage a focus on collective goals over individual opinions. Using specific techniques like assigning a devil’s advocate
and having leaders take a neutral role can lead to more objective and collaborative decisions.

________________________________________________________________________________________________________
Exam 3

Question 1: (2) Define emotional intelligence and explain why it is critical for effective leadership. (p.154)

● Self-Awareness: Leaders with high EI understand their own emotions and how these emotions affect their behavior
and decisions. This self-awareness helps them respond thoughtfully rather than react impulsively.
● Self-Regulation: Emotionally intelligent leaders can control their emotional impulses, stay calm under pressure, and
remain professional in challenging situations—key for maintaining team morale.
● Empathy: EI enables leaders to understand the emotions and perspectives of others. This makes it easier to build trust,
resolve conflicts, and support team members effectively.
● Motivation: Leaders with EI are often driven by internal values rather than external rewards. Their passion and
optimism can inspire and motivate others to achieve shared goals.
● Social Skills: High EI helps leaders communicate clearly, manage relationships, influence others positively, and create a
collaborative team environment.

Question 2: (2) Describe the Punctuated-Equilibrium Model of group development. Provide an example of its application in
project teams. (p.317)

● Punctuated-Equilibrium Model:
○ Groups alternate between periods of inertia and bursts of activity triggered by deadlines.
○ Example: A marketing team is given 6 weeks to create a campaign.
- In Weeks 1–3, the team meets, assigns tasks, but progresses slowly with scattered ideas and no clear strategy (Phase
1).
- At the start of Week 4, realizing they’re halfway through and behind, the team holds a serious meeting, redefines roles,
sets priorities, and outlines a new, focused plan (Midpoint Transition).
- In Weeks 4–6, the team works intensely, completes deliverables, and finalizes the campaign before the deadline (Phase
2).

Question 3: (3)
Case: A manager observes two employees frequently arguing during meetings. The arguments seem to stem from personal
disagreements rather than task-related issues, which distracts the team from its goals.

● Define task conflict and relationship conflict. (p.497)

● How can the manager resolve this issue while maintaining team productivity?

Case: Two employees argue during meetings due to personal disagreements.

● Task Conflict: Conflict over content and goals of the work. Can improve performance if managed well.
● Relationship Conflict: Conflict based on interpersonal relationships.
1. Example: Two employees arguing over project deadlines (task conflict) vs. personality clashes (relationship conflict).
● Resolution: Since the conflict is relationship-based, the manager should:
1. Address the personal issues directly by talking to the two employees separately to understand their perspectives
and emotions.

2. Set clear expectations for professional behavior during meetings, emphasizing respect and focusing on work-
related topics.

3. Encourage open communication to rebuild trust and reduce misunderstandings between the employees.

4. Facilitate mediation if necessary, where the manager or a neutral party helps the employees find common ground.

5. Monitor future interactions to ensure the conflict does not resurface and that the team stays focused on its goals.

Question 4: (3)
Case: A remote team working across different time zones struggles to build trust and coordinate effectively. Deadlines are often
missed, and team members feel disconnected.

● What challenges do virtual teams face? (p.355)

● Suggest strategies the manager can implement to foster trust, improve communication, and enhance team performance.

Case: A virtual team faces trust and coordination issues due to time zone differences.

Challenges Virtual Teams Face:

1. Lack of Trust:
○ Without face-to-face interaction, it’s harder to build interpersonal trust.
○ Misunderstandings in emails or messages (e.g., tone) can damage relationships quickly.
2. Coordination Difficulties:
○ Time zone differences make real-time collaboration challenging.
○ Asynchronous work can cause delays and missed deadlines.
3. Disconnection and Low Visibility:
○ Team members may feel isolated or “invisible” to others.
○ Contributions might go unrecognized, reducing motivation.

Strategies for the Manager:

1. Establish and Maintain Trust:

○ Set clear communication norms (e.g., tone, response time).
○ Encourage transparency and respectful dialogue.
○ Use regular video calls to build relationships and personal connection.
2. Monitor Progress Actively:
○ Implement tracking tools (like Trello, Asana, or MS Teams) to visualize progress.
○ Schedule regular check-ins to keep goals top of mind and ensure accountability.
○ Rotate meeting times to accommodate different time zones fairly.
3. Foster Shared Leadership:
○ Empower team members to take initiative and lead aspects of the project.
○ Recognize contributions publicly to reinforce ownership and involvement.
4. Enhance Visibility and Engagement:
○ Share team updates and achievements with the broader organization.
○ Celebrate milestones together, even virtually, to boost morale and cohesion.
5. Choose the Right Tools:
○ Use a mix of synchronous (Zoom, MS Teams) and asynchronous (Slack, email, shared docs) platforms.
○ Ensure everyone is trained and comfortable using them effectively.

Virtual teams require intentional management practices to overcome physical distance. By focusing on trust, communication,
visibility, and shared accountability, a manager can turn a struggling remote team into a high-performing, cohesive unit.

________________________________________________________________________________________________________
Exam 4

Question 1: (2) Define organizational culture. How does a strong culture influence employee behavior and organizational
success? (p.565)

● Organizational Culture: A system of shared values and norms.

○ Example: Google’s culture of innovation encourages employees to experiment and take risks.
● A strong culture is characterized by most employees sharing and intensely believing in the organization’s core values
and mission. This shared commitment creates a climate of high behavioral control, meaning employees clearly understand what
is expected of them, which strongly shapes their actions. For example, at Nordstrom, employees know exactly how to behave to
meet organizational standards.
● This unity in values and purpose builds employee loyalty and cohesiveness, which reduces turnover and strengthens
commitment to the organization. As a result, a strong culture aligns employee behavior with organizational goals, leading to
higher productivity and overall success.

Question 2: (2) Explain bounded rationality in decision-making. How does it differ from the rational decision-making model?

● Bounded Rationality: Decision-making limited by time, information, and cognitive capacity.

● Difference: Unlike the rational model, which assumes perfect information, bounded rationality simplifies decisions by
focusing on satisfactory options.

Bounded rationality refers to the idea that in decision-making, people don’t always make perfectly rational choices because
their cognitive limitations, limited information, and time constraints restrict their ability to process all options. Instead, they
settle for a satisficing solution—one that is good enough, even if it’s not the absolute best.

In contrast, the rational decision-making model assumes that decision-makers have unlimited time and information to analyze
all possible options and outcomes, enabling them to choose the optimal solution logically and systematically.

Key difference:

● Rational model = perfect information + unlimited time + best possible choice

● Bounded rationality = limited information + limited time + good-enough choice.

So, bounded rationality is a more realistic view of how decisions are made in real life, where perfect decisions are often
impossible.
Question 3: (3)
Case: A high-performing employee, John, starts showing signs of burnout, such as frequent absenteeism and missed deadlines.
John says he feels unappreciated and overworked.

● How can the manager use Maslow’s Hierarchy of Needs to address John’s situation?
● Propose specific actions to support John and prevent burnout

Case: John feels unappreciated and overworked, showing signs of burnout.

Using Maslow’s Hierarchy of Needs to address John’s burnout:

1. Physiological needs: Basic health and rest. Burnout can affect these if John is exhausted or stressed.
2. Safety needs: Job security and a safe work environment. Feeling overworked might threaten his sense of stability.

3. Social needs: Feeling appreciated and connected to the team. John’s feeling of being unappreciated points to this
unmet need.
4. Esteem needs: Recognition and respect. John needs acknowledgment for his hard work to boost self-esteem.
5. Self-actualization: Personal growth and fulfillment. Burnout stalls John’s opportunity to reach his full potential.

Specific actions the manager can take:

● Ensure John’s workload is manageable: Rebalance tasks or delegate to reduce stress (addressing safety and
physiological needs).
● Offer regular, sincere recognition: Praise John’s contributions in team meetings or privately (boost esteem).
● Encourage social support: Foster team bonding or mentoring to rebuild John’s connection and sense of belonging
(social needs).
● Provide opportunities for growth: Assign challenging but achievable projects aligned with John’s interests (self-
actualization).
● Promote work-life balance: Suggest flexible hours or encourage breaks to restore energy (physiological needs).
● Check-in frequently: Show empathy and listen actively to John’s concerns to help him feel valued and secure.

Question 4: (3)
Case: A manager is tasked with leading a diverse team composed of employees from various cultural backgrounds. The team is
experiencing communication barriers and misunderstandings that impact collaboration.

● How can cultural diversity affect team dynamics? (p.362)

● What steps can the manager take to build an inclusive environment and improve team collaboration?

Case: A diverse team struggles with communication barriers.

Cultural diversity is the presence of a variety of cultural or ethnic groups within a team, organization, or society, characterized
by differences in language, customs, beliefs, values, and behaviors. It reflects the range of distinct cultural backgrounds and
perspectives that individuals bring to a group.

Cultural diversity brings a mix of perspectives, values, communication styles, and work habits. While this diversity can spark
creativity and innovation, it also creates challenges such as:

● Communication barriers: Different languages, expressions, and nonverbal cues can cause misunderstandings.

● Varying attitudes toward authority and teamwork: Some cultures value hierarchy and formality, others prefer
equality and informality, which can lead to conflicts or confusion.
● Different approaches to conflict and decision-making: Some cultures avoid direct confrontation, while others see it
as normal and healthy.
● Potential for stereotypes or biases: Misjudgments based on cultural assumptions can harm trust and cohesion.
Steps the manager can take to build an inclusive environment and improve collaboration:

1. Promote cultural awareness and sensitivity: Organize training or discussions to help team members understand and
respect cultural differences.
2. Encourage open communication: Create a safe space where employees feel comfortable sharing ideas and concerns
without fear of judgment.
3. Clarify communication norms: Establish clear guidelines for meetings, feedback, and conflict resolution that consider
cultural differences.
4. Leverage diversity strengths: Assign tasks that benefit from varied perspectives, encouraging knowledge sharing.
5. Build personal connections: Foster informal team activities to strengthen relationships beyond work roles.
6. Adapt leadership style: Be flexible and considerate, adjusting approaches based on individual and cultural needs.
7. Set clear goals and roles: Reduce ambiguity by defining responsibilities and expectations explicitly to avoid
misunderstandings.

________________________________________________________________________________________________________

Case Example and Resolution Using Role Theory

Case Scenario

● A’s Expectation: A believes that a leader’s role is to provide clear instructions and enforce strict accountability. A
values structure and expects the leader to monitor every task closely.
● B’s Expectation: B expects a leader to foster collaboration and empower team members with autonomy. B values
flexibility and dislikes micromanagement.

Conflict:

● When working on a joint project, A becomes frustrated because the leader encourages team discussions rather than
giving detailed instructions. A perceives this as a lack of leadership.
● Meanwhile, B is annoyed by A’s constant requests for the leader to intervene and micromanage tasks, feeling this
undermines trust and teamwork.

Analysis Using Role Theory

1. Role Perception:
○ A and B perceive the leader’s role differently:
■ A’s perception: The leader is a taskmaster who ensures strict control.
■ B’s perception: The leader is a facilitator who promotes collaboration.
2. Role Expectations:
○ A expects the leader to monitor and guide every detail.
○ B expects the leader to trust the team to handle their responsibilities.
3. Role Conflict:
○ This is a person-role conflict where the leader’s actual approach does not align with either A’s or B’s expectations.
○ Additionally, it creates interpersonal conflict between A and B, as they project their differing expectations onto each
other.

Resolution Using Role Theory

1. Facilitate Open Communication:

○ Arrange a meeting with A, B, and the leader to discuss their perspectives.
○ The leader should clarify their own role perception:
■ Example: "My role is to guide the team strategically while trusting you to handle the details collaboratively."
○ Encourage A and B to express their expectations constructively without attacking each other.
2. Define Clear Role Expectations:
○ The leader should establish clear expectations for their role and the team’s role:
■ Example: "I will provide initial guidance and step in to resolve major issues, but I trust the team to take ownership of
daily tasks."
○ Set guidelines for when the leader should intervene and when the team should work independently.
3. Establish Role Alignment:
○ Help A and B align their expectations with the leader’s role:
■ Explain to A that micromanagement is not the leader’s approach, but they can request additional clarification during
planning phases.
■ Explain to B that occasional monitoring is necessary to ensure accountability, which benefits the team.
4. Promote Role Negotiation:
○ Encourage A and B to negotiate how they can collaborate effectively despite differing expectations:
■ Example: A might take responsibility for ensuring task tracking, while B focuses on fostering teamwork.
5. Reinforce Positive Behaviors:
○ Recognize and reward A and B when they adapt to the clarified roles:
■ Example: Praise A for focusing on task management without over-relying on the leader.
■ Acknowledge B for empowering teammates while respecting the need for accountability.

Example Application

● After the meeting, the leader clarifies their role: "I aim to balance strategic oversight with team autonomy. I will set
project milestones and check progress weekly, but I trust you to handle day-to-day details."
● A agrees to seek guidance only during milestone reviews, and B agrees to provide updates to ensure transparency.
● Over time, A and B adapt to this structure, reducing conflict and improving collaboration.

________________________________________________________________________________________________________

Case Example: A Manager Addresses Ineffective Norms

Case Scenario

A new manager, Ms. Lan, joins a marketing company where a long-standing norm has developed among the team:

● Employees slow down in the last hour of the workday, believing this practice reduces mistakes caused by fatigue.
● While this norm creates a relaxed atmosphere, it results in missed deadlines, reduced productivity, and lower client
satisfaction.

Ms. Lan notices the inefficiency and wants to address this norm without causing resistance or lowering team morale.

Analysis of the Case

1. The Ineffective Norm:

○ The social norm of slowing down in the last hour was likely developed to minimize errors.
○ However, it is now counterproductive as it reduces the team's output and affects organizational goals.
2. Challenges for Ms. Lan:
○ The norm is deeply ingrained, and sudden changes could cause resistance.
○ Employees might feel demotivated or believe the new manager does not respect their work culture.

Resolution Using Group Norm Theory

1. Understand the Existing Norm:

○ Action: Ms. Lan should observe and talk to the team to understand why this norm exists.
○ Example Questions:
■ “Why is it common to slow down during the last hour?”
■ “How do you think this practice impacts deadlines and client satisfaction?”
○ Goal: Gain insights into the team’s perspective to build trust and show empathy.
2. Communicate the Need for Change:
○ Action: Ms. Lan should hold a team meeting to highlight the consequences of the norm, using data if possible.
○ Example: “We’ve missed 30% of deadlines in the last quarter, and this has impacted client satisfaction. I believe we can
address this together while maintaining a healthy work environment.”
○ Goal: Help the team understand the organizational impact and align them with the need for change.
3. Introduce Gradual Adjustments:
○ Action: Implement small changes to avoid overwhelming the team.
○ Examples:
■ Encourage employees to allocate the last hour for lighter but productive tasks (e.g., reviewing work, preparing for the
next day).
■ Trial a new system for two weeks and gather feedback.
○ Goal: Show respect for the team’s perspective while guiding them toward more productive habits.
4. Set New Positive Norms:
○ Action: Promote new behaviors that balance productivity and well-being.
○ Examples:
■ Introduce a “wrap-up session” in the last hour to discuss the day’s progress and address remaining tasks.
■ Reward teams that meet deadlines consistently without compromising quality.
○ Goal: Establish norms that support both productivity and team morale.
5. Reinforce the Change:
○ Action: Recognize and reward employees who adapt to the new norm.
○ Examples:
■ Praise employees in meetings for their improved performance.
■ Offer team incentives, such as early leave on Fridays, for consistently meeting deadlines.
○ Goal: Reinforce the new norms to make them sustainable.

Example of Implementation

● Ms. Lan observes the norm for two weeks and gathers feedback from employees. She learns that they slow down
because they believe rushing leads to errors.
● She implements a trial where the last hour is dedicated to planning and reviewing tasks instead of slowing down
entirely.
● After the trial, deadlines are met more consistently, and Ms. Lan rewards the team with a small celebration to reinforce
the positive change.

________________________________________________________________________________________________________

Scenario: Conflict in a Project Team

Situation:

A project team is tasked with delivering a marketing campaign for a new product. The conflict arises between Alex, the graphic
designer, and Taylor, the content writer:

● Alex's perspective: Alex believes that creative visuals are the most important aspect of the campaign and prioritizes
design deadlines.
● Taylor's perspective: Taylor argues that strong, persuasive content should guide the campaign and wants Alex to
adjust visuals to match the messaging.
● The Issue: Both individuals feel their contributions are undervalued, and their disagreements delay the campaign
timeline.

Analyzing the Conflict Using the Conflict Process

Stage I: Potential Opposition or Incompatibility

● Antecedent Conditions:
○ Communication Issues: Miscommunication about the importance of each role.
○ Structural Problem: Overlapping responsibilities without clear task ownership.
○ Personal Variables: Alex values visual creativity, while Taylor prioritizes content accuracy.

Observation: The lack of clarity in roles and differing priorities create the potential for conflict.

Stage II: Cognition and Personalization

● Perceived Conflict:
○ Alex perceives Taylor’s emphasis on content as undermining the value of visuals.
○ Taylor perceives Alex’s rigid deadlines as dismissive of content’s importance.
● Felt Conflict:
○ Alex feels frustrated and undervalued.
○ Taylor feels stressed about meeting campaign objectives.

Observation: The conflict has escalated emotionally, affecting both individuals’ ability to collaborate effectively.

Stage III: Intentions

● Conflict-Handling Intentions:
○ Initially, Alex and Taylor adopt a competing style, focusing on their own priorities.
○ The project manager intervenes and encourages a collaborative approach, where both parties work together to align
their goals.

Observation: The shift to collaboration is critical for resolving the conflict.

Stage IV: Behavior

● Overt Conflict:
○ Alex and Taylor engage in heated discussions during team meetings, delaying decisions.
○ After the manager’s intervention, they begin to collaborate by sharing drafts and timelines for content and visuals.

Observation: Conflict transitions from confrontation to problem-solving behavior.

Stage V: Outcomes

● Functional Outcome:
○ Alex and Taylor align their timelines, ensuring visuals and content are cohesive.
○ The campaign is delivered on time, with a stronger final product that balances visuals and content.
● Dysfunctional Outcome (avoided):
○ Without intervention, the conflict could have delayed the project further, harming team morale and client satisfaction.

Proposed Solutions

1. Clarify Roles and Responsibilities:

○ The project manager defines specific responsibilities:
■ Alex focuses on visuals, but aligns designs with approved content.
■ Taylor ensures content matches the campaign’s visual theme.
2. Improve Communication:
○ Schedule regular team check-ins to share updates and align priorities.
○ Use collaborative tools (e.g., Trello or Asana) to track progress and deadlines.
3. Encourage Collaboration:
○ Organize a brainstorming session where Alex and Taylor outline the campaign strategy together, fostering mutual
respect for each other’s expertise.
○ Implement a shared review process, where content and visuals are evaluated simultaneously.
4. Mediation by Manager:
○ The manager facilitates discussions to help Alex and Taylor understand each other’s perspectives and work styles.
○ Example: “Taylor, can you explain why the messaging is critical to campaign success? Alex, how can visuals support this
goal?”