ORGANIZATIONAL BEHAVIOR &

CHANGE MANAGEMENT
DR. VO SANG XUAN HOANG

Vo Sang Xuan Hoang’s background (1)

1988: Bachelor Degree (University of HCM city) in French Language
1988-1993: working for a Consulting and Training Company (HCMC)
1994: CFVG post-graduate degree, alumna of the MBA 2
1994-1995: studying at HEC (France)
1996: DEA (University of Paris IX Dauphine) in Enterprise Diagnosis
2003: Doctorate Degree in Management Sciences at the University of Paris IX-
Dauphine (France)

Introduction to OB and Individual Work Behavior 1

 Vo Sang Xuan Hoang’s background (2)
From 1996: Member of the CFVG permanent faculty
◦ In charge of the courses Human Resource Management (1997-2013) and Organizational Behavior (from
2008) in the MBA program and CFVG executive education.
◦ Responsible for the Executive Education at the CFVG-HCMC (2004-2009)
◦ Academic Director of CFVG-HCMC MBA Program (since 2004)
2006 – 2007 : Visiting lecturer at University of Van Lang (Master of Tourism)
2007 – 2008 : Visiting lecturer at IEP de Lyon, France (Master of Asia)
From 2015 : Visiting lecturer in International Seminars at IAE Aix (Aix-Marseille University,
France)
[email protected]

COURSE OBJECTIVES
Successful management and leadership means to achieve organizational goal through people. Therefore,
this course aims:
to help you evaluate theory and practical issues related to individual and group behavior, which affect
the managerial decision-making process
to help you master some key tools & skills for diagnosing the individual and organizational behaviors in
your organization
◦ Individual differences and work behavior Decision making and dealing with conflict
◦ Successful communication and motivation Working organizational culture and structure
◦ Leadership and developing effective team Managing change.

to improve your management and leadership skills and fully develop capacity and contributions of your
human resource in a dynamic and ever-changing business environment
so that you can ultimately become a literate, well-informed professional, able to make decisions that
reflect best available evidence regarding effective practice.
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Introduction to OB and Individual Work Behavior 2

 METHODOLOGY
Interactive class discussion and exploration of course material.
MS Power point presentations.
Application of test and role play.
Small group discussion on OB cases.
Presentations of output of small group discussion.
Discussion and idea generation about real management problems faced by
learners.

EVALUATION
Individual participation / attendance will account for 10% of the
final grade ;

The teamwork on mini-cases along the course will account for 40%
of the grade

An open book exam at the end of the course will account for 50%
of the final evaluation.

Introduction to OB and Individual Work Behavior 3

 REFERENCES
Luthans F., (2005), Organizational Behavior, McGraw-Hill/Irwin, tenth edition, New York.
Gibson J.L., Ivancevich J.M., Donnelly Jr. J.H., Konopaske R. (2012) Organizations – Behavior,
Structure, Processes”, McGraw-Hill/Irwin, 4th edition, New York.
McShane S.L., Von Glinow M.A., (2018), Organizational Behavior – Emerging Knowledge, Global
Reality, McGraw-Hill/Irwin, eighth edition, New York.
Rollinson D. & Broadfield A., (2002), Organisational Behaviour and Analysis – An Integrated
Approach, Prentice Hall, second edition, Essex.
And other academic articles, papers from the Journals, Websites indicated in the Syllabus of the
course.

ORGANIZATION

• A group of people working in

a network of relationships
and systems toward a
common objective

Introduction to OB and Individual Work Behavior 4

 WHAT IS ORGANIZATIONAL BEHAVIOR?
A field of study that
investigates the impact
that individuals, groups,
and structure have on
behavior within
organizations, for the
purpose of applying such
knowledge toward
improving an
organization’s
effectiveness.
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THREE PERSPECTIVES OF EFFECTIVENESS

Individual Group Organizational
effectiveness effectiveness effectiveness
_______________ _______________ _______________

Ability Cohesiveness Environment

Skill Leadership Technology
Knowledge Structure Strategic choices
Attitude Status Structure
Motivation Roles Processes
Stress Norms Culture

Introduction to OB and Individual Work Behavior 5

 MARS MODEL OF INDIVIDUAL
BEHAVIOR AND RESULTS
Individual
Characteristics

Personality Situational Behavior and

Motivation factors results
Values •Task performance
•Organizational
Self-concept citizenship
Ability •Counterproductive
Perceptions work behaviors
• Joining/Staying
Emotions and with the organization
attitudes Role •Maintaining
perception attendance
Stress

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INDIVIDUAL PERSONALITY
Cultural forces
SOME MAJOR • Norms
A relative FORCES • Values
stable set of INFLUENCING • Attitudes
feelings and PERSONALITY
behaviors
that have
Hereditary forces Social class & other group
been • Biological rhythms
THE
membership forces
significantly • Gender
INDIVIDUAL’S
• Peers
formed by PERSONALITY
• Physical attributes • Friends
genetic and • Genetics • Reference persons
environmen
tal factors.
Family &
environment forces
• Birth order
• Size
• Structure
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Introduction to OB and Individual Work Behavior 6

 THE BIG FIVE PERSONALITY DIMENSIONS
Openness to
Extroversion: experience: the
indicates a extent to which an
person’s outgoing, individual is broad-
sociable behavior minded, creative,
curious and
intelligent
Neuroticism:
characterizes a Conscentiousness:
person who tends to the tendency to be
be anxious, denpendable,
insecure, depressed Agreeableness: organized, thorough,
and temperamental the tendency to be and responsible
courteous,
forgiving, tolerant,
trusting and soft-
hearted
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THE BIG FIVE PERSONALITY DIMENSIONS:

MANAGERIAL IMPLICATIONS
High extroversion: use personality assessment to identify extroverted individuals for
jobs requiring large amounts of social interaction.

High emotional stability: Managers can only do so much to increase job satisfaction
and to motivate employees; employees low in emotional stability will be more
difficult to influence in these areas.
High agreeableness: Managers should try to include on team individuals who are
agreeable because they help the team to function more smoothly by using their good
interpersonal skills to keep communication channels open and to work out
intragroup problems.
High conscientiousness: Personality assessment should be used to select
individuals with high levels of conscientiousness. Selection should include new
hires and current employees applying for internal promotions.
Openness to experience: Personality assessment should be used to identify
employees for key training opportunities.

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Introduction to OB and Individual Work Behavior 7

 The Myers-Briggs Type Indicator (MBTI)

Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)

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CONTRIBUTIONS OF PREFERENCES
Extraverted types (E) remain aware of the environment, maintain their networks, and take
action.

Introverted types (I) pay attention to the infrastructure, conceptualize the problem, and look
deeply into issues.

Sensing types (S) know the facts, understand the planning stages, and work out
implementation details.

Intuitive types (N) see the big picture, forge into new areas, and develop new possibilities.

Thinking types (T) discuss issues in a logical way, consider the pros and cons of various
alternatives, and spot the inconsistencies in a plan.

Feeling types (F) understand what is important to people, acknowledge the human side
of decision making, and help others accept decisions.

Judging types (J) generate systems, provide organization, and act with decisiveness.

Perceiving types (P) are open to new ideas, provide insight, and react with flexibility if the
system breaks down.
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 VALUES ACROSS CULTURES
Individualism versus collectivism
◦ Individualism: Care for oneself & family
◦ Collectivism: Tight social frameworks and groups

Power distance :
◦ Less-powerful people accept unequal distribution of power

Uncertainty avoidance
◦ Feel threatened by ambiguous situations

Masculinity versus Feminity

◦ Masculinity: Assertiveness, materialism
◦ Femininity: Relationships, quality of life

Long-term versus short-term orientation

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Examples of Culture Dimensions

Power Quantity of Uncertainty Long-term
Country Individualism*
Distance Life** Avoidance Orientation***
China High Low Moderate Moderate High

France High High Moderate High Low

Germany Low High High Moderate Moderate

Hong Kong High Low High Low High

Indonesia High Low Moderate Low Low

Japan Moderate Moderate High Moderate Moderate

Netherlands Low High Low Moderate Moderate

Russia High Moderate Low High Low

United
Low High High Low Low
States
West Africa High Low Moderate Moderate Low
* A low score is synonymous with collectivism Source: Adapted from G. Hofstede, “Cultural Constraints in Management
** A low score is synonymous with high quality of life Theories,” Academy of Management Executive, February 1993, p. 91.
*** A low score is synonymous with a short-term orientation
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Introduction to OB and Individual Work Behavior 9

 COMPARISON FRANCE-VIETNAM BASED ON CULTURAL
DIMENSIONS PROPOSED BY HOFSTEDE ET AL. (2010)
100 86
80 68 70 71
63 57
60 48
43 40
40 30 35
20
20
0
Power Distance Individualism vs Masculinity vs Uncertainty Long-term vs Indulgence vs
Collectivism Feminity Avoidance Short-term Restraint
Orientation

FRANCE VIETNAM

EMOTIONAL INTELLIGENCE
Self-awareness
Managing emotions
Motivating oneself
Empathy
Social skills

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Introduction to OB and Individual Work Behavior 10

 ABILITIES AND SKILLS
Ability is a person’s
talent to perform a
mental or physical task.
Skill is a learned talent
that a person has
acquired to perform a
task.

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PERCEPTION
Perception is a process by
which individuals organize and
interpret their sensory
impressions in order to give
meaning to their environment

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Introduction to OB and Individual Work Behavior 11

 THE PERCEPTUAL PROCESS: An
Individual Interpretation
Work Response
Environment Person’s Perceptual Process: Organizing,
Translating, Selection • Attitudes
Stimuli
• Feelings
Manager style • Motivation
Observation Selection Translation
Technology • Sight • Intensity • Stereotyping
Noise • Learning • Size • Self-concept
• Taste • Impatience • Emotions
Peers
• Smell
Reward system
Compensation
plan
Career
opportunities

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THE CONTRAST PRINCIPLE OF PERCEPTION:

which black circle is larger?

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Introduction to OB and Individual Work Behavior 12

 STEREOTYPING IN
ORGANIZATIONS
Stereotyping is
the process of
assigning traits to
people based on
their membership
in a social
category.

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THE ATTRIBUTION PROCESS

Reinforcement
Choice
Analysis what or modification
regarding
Event caused the of previous
future behavior
event assumptions
of causality

Example:

Since I value
I received the
Hard work leads these rewards,
raise because
I received a raise to rewards in I will continue
I am a hard
this organization to work hard
worker
in the future

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Introduction to OB and Individual Work Behavior 13

 OTHER PERCEPTUAL EFFECTS
The halo effect

The primary effect

The recency effect

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GLOBAL MINDSET: DEVELOPING

PERCEPTIONS ACROSS BORDERS
Global mindset: An
individual’s ability to
perceive, appreciate, and
empathize with people from
other cultures, and to
process complex cross-
cultural information

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