Mỗi nhóm tạo 3 key terms, deadline trước 23h59 ngày 6/12/2024 nhen.

GROUP TERMS
1
1. Theory of Work Environment

The Theory of Work Environment emphasizes how various

factors in the workplace, including physical, social,
organizational, and psychological aspects, shape employee
behavior and performance. Key elements such as workspace
design, safety, and access to technology influence comfort and
productivity. Social factors like interpersonal relationships and
team dynamics affect employee satisfaction, while
organizational culture, leadership style, and policies guide
behaviors and attitudes. Additionally, employee well-being, job
satisfaction, and motivation are crucial psychological elements
that contribute to a thriving work environment, leading to
increased performance and engagement.

2. The Organizational Support Theory (OST)

The Organizational Support Theory (OST) explores how

employees perceive the support they receive from their
organization and its impact on their job satisfaction,
engagement, and performance. A high level of perceived
organizational support (POS) fosters loyalty and commitment,
improving employee morale and reducing turnover. When
employees feel valued and recognized, it leads to enhanced
performance and a stronger emotional connection to the
company. In contrast, a lack of support can result in
disengagement, low satisfaction, and higher rates of attrition.

3. The principle of power imbalance

The principle of power imbalance addresses disparities in power

dynamics within relationships, organizations, and society. Power
 can stem from hierarchical structures, expertise, or social
factors such as gender or race. Imbalances in power may lead to
exploitation, inequitable decision-making, and communication
barriers, as those with less power may be reluctant to voice
concerns. This can negatively impact employee morale,
well-being, and mental health, contributing to stress and
disengagement, which can ultimately affect organizational
performance and lead to high turnover rates.

2 Question 1. (Maslow) How can an organization use Maslow's

hierarchy to motivate employees effectively?
Answer:
Physiological Needs:
- Ensure fair and timely wages that cover basic living
expenses
- Offer flexible work hours or meal allowances to meet basic
physical well-being
Safety Needs:
- Provide job security through long-term contracts and
transparent policies
- Offer health insurance, retirement plans, and other financial
safety nets to reduce stress about the future
Social Needs:
- Encourage collaboration through team-building activities
and cross-functional projects
- Build connections through social events, mentoring
programs, or informal gatherings
Esteem Needs:
- Recognize and reward employees' contributions through
bonuses, awards, or public acknowledgment
 - Support personal development with constructive feedback
and training programs to help employees achieve their
goals
Self-Actualization:
- Offer continuous learning opportunities, such as
workshops, courses, or certifications, to foster growth
- Encourage innovation and creativity, allowing employees
to take ownership of projects and explore their potential

Question 2. (Herzberg) How can managers apply Herzberg's

theory to improve employee satisfaction and motivation?

Answer:
To effectively apply Herzberg's Two-Factor Theory, managers
should focus on both hygiene factors and motivators. Addressing
hygiene factors like fair compensation, job security, and effective
supervision can prevent dissatisfaction. However, to truly
motivate employees, managers should focus on motivators such
as recognition, challenging work, autonomy, responsibility, and
opportunities for growth. By combining these strategies,
managers can create a work environment that is both satisfying
and motivating, leading to higher employee morale, productivity,
and overall job performance.
Question 3. (SWOT Analysis) What role does SWOT Analysis play
in strategic decision-making?
Answer:
SWOT Analysis plays a crucial role in strategic decision-making
by providing a structured framework to assess an organization's
internal strengths and weaknesses and external opportunities and
threats. This helps decision-makers understand the current
situation, prioritize actions, and develop strategies that align with
 the organization’s capabilities and the market environment. By
leveraging strengths, addressing weaknesses, capitalizing on
opportunities, and mitigating threats, SWOT ensures informed,
realistic, and goal-oriented decisions.

3 Question 1: (Maslow)
How does Maslow's hierarchy of needs influence
decision-making?

Answer:
Maslow's hierarchy of needs influences decision-making by
guiding individuals to prioritize actions based on the fulfillment of
unmet needs, progressing from physiological needs (basic
survival) and safety needs (security and stability) to social needs
(relationships and belonging), esteem needs (recognition and
respect), and ultimately self-actualization (personal growth and
purpose). In critical situations, decisions focus on fulfilling
physiological and safety needs to ensure survival and stability.
Once these are met, individuals shift focus to higher-level needs,
such as fostering connections, achieving recognition, or pursuing
meaningful goals. The framework balances immediate necessities
with aspirations for esteem and self-actualization, offering a
structured approach to making choices aligned with both current
priorities and long-term values.

Question 2: (SMART)
Can the SMART model be adapted for both personal and
professional decision-making? How?

Answer:
Yes, the SMART model can guide structured, actionable decisions
in both contexts. For personal goals, it helps break down
aspirations like improving health, finances, or habits into clear,
manageable steps. Professionally, it supports goal alignment with
organizational objectives, aids in project planning, and improves
accountability. By tailoring goals to suit resources, priorities, and
timelines in each setting, the model remains practical and
effective.

Question 3:
How can SCQA framework be applied in solving a business
case?

Answer:
The SCQA framework, which stands for Situation, Complication,
Question, and Answer, is a powerful tool in business analysis that
helps structure communication and problem-solving effectively.
Situation:
- Describe the Current State: Outline the business context,
relevant data, and background information.
Complication:
- Identify the Issues: Highlight the complications or
challenges that arise from the situation.
Question:
- Pose the Central Question: Frame the key question that
arises from the complications. What do we need to solve?
Answer:
- Provide Solutions: Offer potential solutions or
recommendations based on the analysis.
SCQA ensures clarity, focus, and logical flow, enabling teams to
 break down complex problems into actionable solutions.

4 Question 1: How can the joint venture leverage Hofstede's

Cultural Dimensions to build trust and create effective ethical
relationships between German and Chinese team members?

Answer:

Hofstede’s Cultural Dimensions explain that China’s high-context,

collectivist culture values long-term relationships and loyalty,
while Germany’s low-context, individualist culture prioritizes clear
rule adherence.

=> Recognizing the Chinese cultural value of guanxi (relationships

and social networks), Liu can implement relationship-building
activities that are ethically sound. For instance, instead of
monetary commissions or gifts, the venture could organize
training programs or non-lavish company-sponsored events that
both foster professional growth and build relational trust.

Question 2: What ethical guidelines should he follow?

Answer:

Triple Bottom Line (TBL) Adjustment theory: Instead of

focusing solely on financial metrics, Liu could introduce the TBL
framework, emphasizing social, environmental, and financial
performance. This encourages both partners to value the
company’s ethical stance on safety and sustainability, not just
profitability

Stakeholder Compromise: Liu could engage both parties in a

stakeholder mapping exercise. This will involve identifying who
benefits from strict ethical adherence (e.g., global stakeholders
 and high-integrity clients) and who bears the costs (e.g., local
teams facing more sales hurdles). This approach can clarify the
benefits of long-term ethical compliance, such as sustainable
growth and reduced reputational risk

Question 3: How can the joint venture balance rigorous

German quality standards with the more flexible Chinese
market requirements without compromising operational
efficiency or brand reputation?

Answer:

Dual Compliance Standards: Liu could propose a dual standard

where products for the Chinese market meet required Chinese
safety and environmental regulations. While products destined
for international markets maintain full German standards.

-> This would minimize operational costs while preserving safety

standards where most critical.

Institutional Theory: This approach aligns with institutional

theory, where organizations must adapt to local norms while
retaining core values.

=> Cost-Benefit Analysis for ERP and Safety Equipment: A

cost-benefit analysis can identify areas where the venture could
reduce costs without compromising core safety standards. For
instance, opting for localized safety equipment suppliers that
meet minimum requirements could satisfy the budget
concerns of Chinese partners.

5
Question 1: How does Fiedler's Contingency Model reveal the
fundamental misalignment between Vijay's leadership style and
the organizational context at Leman Highlander's Mumbai
office?

Answer: Fiedler's Contingency Model provides a nuanced lens to

understand the leadership challenges in the Mumbai office. The
model emphasizes that leadership effectiveness depends on the
fit between a leader's style and situational favorableness. In
Vijay's case, there's a critical mismatch between his task-oriented
leadership approach and the office's moderately favorable
situation. Vijay demonstrates poor leader-member relations,
characterized by high turnover and employee dissatisfaction.
While he possesses strong position power and operates in an
environment with structured tasks, his leadership style creates
significant friction. The model suggests that task-oriented
leaders perform best in highly favorable or highly unfavorable
situations, but Vijay is operating in a middle ground where his
approach creates organizational tension. This misalignment
manifests in employees feeling intimidated, overworked, and
undervalued, leading to a cycle of high turnover and diminishing
team morale

Question 2: How do Schein's Organizational Culture Model

demonstrate the intricate process of cultural landscape within
a high-performing but dysfunctional organizational unit?

Answer: Schein's Organizational Culture Model provides a

profound framework for understanding the deep-seated cultural
challenges in the Mumbai office. At the artifact level, the visible
manifestations of culture include long working hours, high-stress
environments, and a performance-driven ethos that sacrifices
employee well-being. The espoused values of excellence and
client satisfaction exist in stark contrast to the actual employee
experience, creating a significant cultural dissonance. The basic
underlying assumptions reveal a toxic belief that success requires
relentless effort and personal sacrifice, which fundamentally
undermines long-term organizational sustainability.

Question 3: In what ways do French and Raven's Power Bases

illuminate the complex power dynamics that contribute to the
toxic workplace culture in the Mumbai office?

Answer: French and Raven's Power Bases provide a

comprehensive framework for understanding Vijay's leadership
through the lens of power sources. Vijay demonstrates a
particularly combination of power types that undermines
organizational health. His legitimate power as managing partner
creates a foundational authority, while his expert power derived
from his exceptional business acumen initially attracts top talent.
However, Vijay predominantly relies on coercive power, creating
an environment of fear and intimidation. Employees consistently
reported feeling pressured to work extraordinary hours, with the
constant threat of retribution if they fail to meet his exacting
standards. His reward power appears minimal, overshadowed by
his tendency to emphasize punishment and criticism. Referent
power, which typically emerges from personal charisma and
admiration, is rapidly eroding as employees become disillusioned
with his leadership approach. This power dynamic creates a
workplace where employees feel constantly under siege, leading
to high turnover and a reputation that makes future recruitment
challenging.
6
Question 1: How does the "S" (Self) component ensure
accountability in ethical decision-making?

-> The "S" prompts individuals to reflect on whether the decision

aligns with their own values and sense of responsibility, ensuring
personal integrity and accountability.

Question 2: Why is it important to include "legal" considerations

when using the PLUS Framework?

-> Including legal considerations ensures the decision avoids

liability or penalties, protecting both the organization and
individuals from legal charges.

Question 3: How does the Utilitarian Lens help decision-makers

choose actions that benefit the most people?

-> The Utilitarian Lens focuses on the results of actions, aiming to

create the most good and the least harm. Ethical decisions
should increase benefits and reduce harm for as many people as
possible. The goal is to choose actions that bring the greatest
positive impact, ensuring that the benefits for most people
outweigh any harm.

7 How can an organization apply Maslow's hierarchy of needs to

reduce stress for employees in a high-pressure work
environment?
Answer: The organization can address basic needs by providing
on-site meals, ensuring workplace safety, and offering emotional
support through team-building activities and wellness programs.
How can conducting a SWOT analysis help a startup identify
 potential market opportunities?
Answer: A SWOT analysis helps a startup understand its strengths
and weaknesses, leverage market opportunities, and mitigate
threats, enabling the development of effective growth strategies.
What can managers do to turn hygiene factors into motivators
for employees?
Answer: Improve working conditions, ensure fair compensation,
and guarantee workplace safety; additionally, provide
opportunities for growth, meaningful tasks, and recognition to
encourage employee development.

8 Question 1: Briefly explain the stakeholder theory and the

organizational responsibilities it suggests

- The stakeholder theory is the theory of organizational

management and business ethics that accounts for
multiple constituencies impacted by business entities like
employees, suppliers, local communities,...
- The theory suggests that organizations have a
responsibility to consider the interests of all
stakeholders, including employees, customers, suppliers,
and the community.

Question 2: Explain 2 types of stakeholder (internal stakeholder

and external stakeholder) and give some examples for each type.

- Internal stakeholders are people whose interest in a

company comes through a direct relationship, such as
employment, ownership, or investment.

For example: Employee, manager, owner,...

 - External stakeholders do not directly work for or with a
company but are affected by the actions and outcomes of
the business.

For example: shareholders, suppliers, society

Question 3: What is the decision matrix? Explain the purpose of

applying a decision matrix.

A decision matrix is a decision-making tool, where the team first

establishes a list of weighted criteria, evaluates each option
against those criteria, and eventually assesses the option
implemented.

The purpose of a decision matrix is to systematically evaluate and

compare multiple options or alternatives based on specific
criteria, making the decision-making process more objective,
organized, and transparent.

9 Question 1: (Hofstede's cultural dimensions theory) How does a

masculine culture influence workplace dynamics and employee
behavior?
Answer:
Competition and Achievement:
- There is a strong emphasis on competition, performance,
and achievement. Employees are often driven to excel, and
success is frequently measured by results and
accomplishments.
Clear Hierarchies:
- Masculine cultures often have well-defined organizational
structures. Hierarchies are respected, and decision-making
is typically top-down, with less emphasis on
 consensus-building.
Communication Style:
- Communication tends to be direct and straightforward,
with less emphasis on empathy or emotional expression.
Feedback may be blunt, focusing on performance rather
than personal feelings.

Question 2: (High-context and low-context cultures) How does

the reliance on context differ between high-context and
low-context cultures in shaping interpersonal relationships and
decision-making processes?
Answer:
In high-context cultures, communication heavily relies on implicit
understanding, nonverbal cues, and the shared knowledge of
cultural norms. These cultures emphasize close interpersonal
relationships and value the unspoken elements of
communication, such as body language, tone, and the context in
which messages are delivered. Decision-making in high-context
cultures often takes into account the group’s consensus,
long-term relationships, and respect for tradition. Examples of
high-context cultures include Japan, China, and many Middle
Eastern countries.

In contrast, low-context cultures prioritize direct, explicit

communication where most of the information is conveyed
through words rather than nonverbal cues or context.
Relationships in these cultures tend to be more task-oriented and
less dependent on shared history or unspoken understanding.
Decision-making typically focuses on individual goals, efficiency,
 and factual information. Examples of low-context cultures include
the United States, Germany, and Scandinavian countries.

Question 3: (Decision matrix) Can you explain the steps

involved in creating a decision matrix to support an effective
decision-making process?
Answer:

The decision matrix is a systematic approach to achieve effective

outcomes. It starts with identifying the problem and defining the
issue. Next, decision criteria are established and weighted
based on importance. Alternatives are then developed and
scored against these criteria. The best option is selected,
implemented, and finally evaluated to assess its effectiveness
and gather insights for future decisions.

10 Question 1: (SWOT) What do the four components of a SWOT

analysis represent? Briefly explain each.

Four components of SWOT are:

- Strengths: Internal factors that give the organization a
competitive advantage.
- Weaknesses: Internal limitations or areas where the
organization lacks capability.
- Opportunities: External factors that the organization can
leverage for growth or improvement.
- Threats: External challenges or risks that could hinder the
organization’s progress.

Question 2: (Schein’s Three Levels of Culture) An organization

has a tradition where new employees are formally welcomed
with a team lunch on their first day. Based on Schein's Three
Levels of Culture, which level does this tradition represent?
Explain your reasoning.
- The tradition of welcoming new employees with a team
lunch on their first day represents the Artifacts level of
Schein's Three Levels of Culture.
- Reasoning: Artifacts are the visible and tangible elements
of an organization's culture, such as rituals, traditions, or
practices. This team lunch is an observable tradition that
reflects how the organization values welcoming and
integrating new members, making it part of the artifacts
level.

Question 3: (Maslow’s Hierarchy of Needs) A company

introduces flexible work hours and remote work options to help
employees balance their personal and professional lives.
According to Maslow's Hierarchy of Needs, which level of the
hierarchy does this initiative primarily address? Justify your
answer.
This initiative primarily addresses the Love and Belonging level.
Justification: Flexible work hours and remote work options foster
better relationships by allowing employees to spend more time
with family and friends. It can also enhance their sense of
connection and inclusion within the organization by
demonstrating care for their well-being.