BỘ GIÁO DỤC VÀ ĐÀO TẠO

TRƯỜNG ĐẠI HỌC KINH TẾ TP. HỒ CHÍ MINH

INTERNATIONAL BUSINESS – MARKETING DEPARTMENT

ESSAY
PSYCHOLOGY

Lecturer: Đỗ Kiên Trung

Student’s Name: Trần Thị Thùy Trang
Student’s Code: 31231022755
Class Code: 24D1BUS50327201
Class: IBF001

TP. Hồ Chí Minh – 2024

Câu I (35 %): Why is communication important in an organization? (10%). Indicate one
situation of a misunderstanding between people which leads to a severe outcome (10%).
Please present the advantages and disadvantages of high and low channel richness.
(15%)

I. Why is communication important in an organization?

1. What is communication?
Communication is the process by which information is exchanged and understood by two or
more people, usually with the intent to motivate or influence behavior.

2. Why is communication important in an organization?

Communication, specifically, effective communication, may unleash an organization's
potential since it contributes to its success in a number of ways:
Help build a strong team: communication has the ability to connect individuals, resolve
conflicts, help eliminate fear, promote solidarity and fuel motivation through direct language.
Avoid misunderstandings and miscommunication: poor interpretation can cause others to
misunderstand or misinterpret information and messages. But good communication will help
get the job done or even correct mistakes.
Promote business processes: when communication is good, customer service is upgraded,
customers problems are resolved quickly and promptly, and the business of the enterprise also
increases significantly.
Create a culture of inclusion in the workplace: encouragement and sharing through direct
language from management with employees will contribute to creating a friendly and
comfortable working environment. Increase interaction with customers: the communication
between businesses and customers will be the condition for businesses to deeply grasp the
psychology of customers or partners and help the company to be able to change or improve
products to meet the right needs.
Understand and grasp the market: interaction with customers is the basis for businesses to
understand and grasp the market. When the management team has the best understanding of
the market and can read the psychology of consumers, products reaching customers will
become easier.
Ineffective communication can cause misunderstandings, destroy relationships, erode trust,
and incite resentment and hostility. It can be caused by a poorly coordinated approach, a
failure to carry out the strategy, the use of the wrong communication medium, poor timing,
and subtleties.

3. The situation of misunderstanding

A seemingly insignificant misunderstanding between two crucial departments, marketing and
sales, in the busy hallways of a global firm turned into a serious crisis, highlighting the
possible repercussions of poor communication in a work environment.
Eager to introduce a new product line, the marketing team had planned a thorough marketing
campaign that included sending a number of promotional emails to the company's large client
base. However, a critical detail—the precise product launch date—was missed because of a
misunderstanding that occurred during a hurriedly planned virtual meeting. The sales team
was not aware of this timetable and had not yet finalized the essential logistics for
distribution, but the marketing team thought the product would be ready for launch on the
designated date.
Because of this, the promotional emails were sent out too soon, creating a lot of noise and
building up client anticipation. However, the product was not yet available when people tried
to buy it, which caused a great deal of disappointment and annoyance. Customer trust in the
business was undermined, and its reputation was damaged.
II. Advantages and disadvantages of high and low channel richness

2.1. High channel richness

a. Advantages
It is two-way communication with a personal focus that allows the receiver to respond to the
sender with quick feedback, verifying that the message was received and comprehended.
• Nonverbal actions (including voice intonation) that offer to mean to the recipient are
incorporated in these channels, resulting in lesser message distortion

b. Disadvantages
These channels interact with people directly and verbally, making it challenging to speak with
several people at once and more challenging to store than sending SMS or emails.
Furthermore, because they are direct, they give the sender little time to reflect, which is
spontaneous
2.2. Low channel richness

a. Advantages
Because these channels are associated with written communication, they may be disseminated
extensively to a large number of recipients and stored for a long time. They also provide the
sender time to consider and polish their words

b. Disadvantages
These channels—such as fliers, bulletins, and simple computer reports—are impersonal, not
audience-specific, and only allow for one-way communication from the sender, which causes
the recipient to respond slowly or with no feedback at all.

Câu II (35 %): What are the main factors that work-team effectiveness is based on,
explain in detail. (15%). Give one example in which a conflict might occur when people
work in a team, and if you were the manager, how can you deal with the problem
mentioned (at least three solutions)? (20%)

I. The main factor that work-team effectiveness is based on

The effectiveness of the work team is measured by three results: productive output, personal
satisfaction, and capacity to adapt and learn - are interconnected and crucial for a team's long-
term success.

1. Productive output
Productive output pertains to performance and the quality and quantity of task outputs as
defined by team goals.
We can not ignore output and only concentrate on our task. The group's goal is to work
effectively, not simply work. Regularly reviewing and assessing the output's effectiveness is
necessary before looking for ways to modify or enhance our workflow.
A team that consistently meets deadlines, delivers high-quality work, and exceeds
expectations is considered highly productive.
For instance, a software development team's productive output can be measured by the
number of features released, the quality of the code, or customer satisfaction with the final
product. A team that consistently delivers high-quality software on time and within budget is
demonstrating strong productive output.

2. Personal satisfaction
Satisfaction pertains to the team’s ability to meet the personal needs of its members, and
hence maintain their membership and commitment.
Satisfied team members are more engaged, motivated, and committed to their work. They are
more likely to go the extra mile, collaborate effectively, and contribute innovative ideas. A
team with high levels of personal satisfaction is more likely to be resilient, adaptable, and
productive. The team's effectiveness will suffer if members are not happy.
Maslow's theory states that before addressing one need, another must be satisfied. Internal
disputes, divisiveness, a lack of trust, and a sense of accountability for the task at hand can
quickly result from failing to meet each member's basic requirements.
For example, a marketing team's personal satisfaction can be measured through employee
satisfaction surveys, retention rates, or the number of creative ideas generated. A team where
employees feel valued, recognized, and empowered is likely to be more satisfied and engaged.

3. Capacity to adapt and learn

Capacity to adapt and learn refers to the ability of teams to bring greater knowledge and skills
to job tasks and enhance the potential of the organization to respond to new threats or
opportunities in the environment.
In today's rapidly changing business environment, teams must be agile and responsive to new
challenges and opportunities. A team that can quickly adapt to changing circumstances, learn
new skills, and embrace innovation is better positioned to succeed.
If you lack this ability to learn, you will be left behind in comparison to others when things
change.
For example, a product development team's capacity to adapt and learn can be measured by
their ability to pivot to a new product line in response to market trends or their willingness to
adopt new technologies. A team that is constantly learning and improving is more likely to
remain competitive and innovative.
These three dimensions are interconnected. A highly productive team is likely to have
satisfied members, as they feel a sense of accomplishment. Conversely, a satisfied team is
more likely to be productive and innovative. A team that can adapt and learn can improve its
productive output and increase the satisfaction of its members. By focusing on these three key
areas, organizations can build high-performing teams that drive business success.

II. Example and solutions

2.1 Example
A software developer called Mike and a quality assurance (QA) engineer called James are
working together on a new application feature. The developer is a very highly skilled person
who frequently prioritizes feature development, speed of delivery, and innovation instead of
careful attention to detail. Conversely, the QA engineer is meticulous and detail-oriented, he
focuses identifying and preventing defects, ensuring adherence to quality standards, and
minimizing risks, and can sometimes be perceived as overly critical. This difference in focus
can lead to tension and conflict.The developer may become frustrated with the QA engineer's
constant requests for changes, while the QA engineer may feel that the developer is not taking
quality seriously.
2.2 Solutions
2.2.1 Solution 1
First, I would create an environment where both Mike and James feel comfortable expressing
their concerns and perspectives. I would schedule a meeting specifically for this purpose,
ensuring that both employees have equal time to articulate their viewpoints. I would begin by
setting ground rules for respectful communication. Then I encourage James to explain the
importance of thorough testing, citing potential risks and past experiences where insufficient
testing led to issues. Allow Mike to share the pressures of deadlines and the rationale behind
prioritizing speed, emphasizing his commitment to delivering high-quality work.
2.2.2 Solution 2
Next, I would focus on identifying the common goals shared by both the QA engineer and the
software developer. In this case, both Mike and James want the application to succeed and to
maintain a good reputation for the team’s output. During the meeting, I would guide the
conversation towards how both testing and timely delivery contribute to the overall project
success. Then we would collaboratively create a list of shared objectives, such as improving
user satisfaction, minimizing post-launch defects, and meeting deadlines.
2.2.3 Solution 3
Once common goals are established, I would encourage Mike and James to brainstorm
potential compromises that satisfy both the need for quality and the requirement for speed.
I would propose a solution that incorporates both thorough testing and efficient timelines,
such as implementing automated testing alongside manual testing. Then I would suggest a
phased testing approach, where critical features are tested first, allowing for earlier feedback
while maintaining overall quality.
2.2.4 Solution 4
It's crucial to clarify roles and responsibilities to prevent misunderstandings. By outlining
specific expectations for both the QA engineer and the software developer, I can reduce
friction over project tasks.
I would define a testing schedule that aligns with the development timeline, ensuring that both
Mike and James are aware of their roles in the process. Then maybe I would set up regular
check-ins to monitor progress and address any emerging issues before they escalate.

Câu III (30 %): Present three main themes that strategic human resource management
covers (30%).
The three main themes covered by strategic human resource management are finding the right
people, managing talents to realize their potential, and maintaining the workforce for a long
time.

I. Find the right people

1. Human resource planning
The first step in finding the right individuals is human resource planning, which comprises
predicting HR needs and matching applicants with expected job vacancies.
Planning for human resources starts with a few broad questions: Which upcoming
technologies will have an impact on the work system?; How much will the company's volume
probably vary during the next five to ten years?; How much, if any, of the turnover rate can be
prevented?
These questions' answers are used to create targeted inquiries about HR-related tasks, like the
following: How many engineers of what kinds will we require?; In order to support the new
engineers, how many administrative staff will we need?; Can we assign some duties to
temporary, part-time, or virtual workers?
The matching model is an HR strategy wherein the organization and the worker attempt to
align their needs, beliefs, and interests.

2. Recruiting
2.1. Assessing organizational needs

The fundamental components of human resource management are job analysis, job
descriptions, and job requirements.
Job analysis is the methodical process of obtaining and analyzing data regarding the
fundamental tasks, obligations, and responsibilities of a job.
In order to perform a job analysis, managers or experts inquire about the tasks and workflow,
the level of supervision provided and received on the job, the knowledge and abilities
required, performance expectations, working environment, and other topics.
A job description, which is a concise outline of the precise duties and responsibilities of the
position, is prepared by the management for each available location.
A job specification outlines the required knowledge, abilities, qualifications, physical
capabilities, and other characteristics needed to perform a particular job effectively and
adequately.

2.2. Realistic Job Previews

Managers utilize realistic job previews during the hiring process to give applicants all
pertinent and accurate information, including both positive and negative information about the
role and business.
By facilitating the matching of individuals, jobs, and organizations, RJPs contribute to
increase employee satisfaction and decrease turnover. Based on full information, candidates
can more easily assess their fit with the organization and "self-select" into or out of roles.

2.3. Innovations in recruitment

Today, organizations recruit not only through intermediaries, direct channels, but also using
Social media platforms including Facebook, LinkedIn, Tianji, Weibo, and Twitter are being
widely used by businesses for recruiting.

2.4. Internship

The use of internships in hiring is growing in popularity since it enables businesses to "test-
drive" potential hires.
Internship is an arrangement whereby an intern (usually a high school or college student)
exchanges free or low-cost labor for the opportunity to explore whether a particular career is
appealing or to gain valuable work experience in a particular field.

3. Selecting

Selection is the process of evaluating applicants' skills, abilities, and other qualities in an
effort to ascertain how well each applicant's qualities match the job requirements. Employers
evaluate candidates to determine if they are suitable for the position or not. Additionally, HR
specialists employ a variety of gadgets:
3.1. Application Form:
An application form is a screening tool that gathers data about the applicant's schooling,
previous work experience, and other personal characteristics. This process must avoid
irrelevant questions and avoid questions with adverse impact.
3.2. Interviewing
Almost all businesses and job categories use interviews of some kind as a selection process
and cannot violate EEO guidelines:
In a structured interview, they employ a set of uniform questions that are asked of each
candidate in order to facilitate comparisons. These could include behavioral questions, which
ask subjects to explain how they have completed a task or dealt with a specific issue;
situational or case questions, which ask respondents to explain how they might respond to a
hypothetical scenario; and biographical questions, which inquire about the respondent's
previous life and professional experiences.
During a nondirective interview, the interviewees were asked broad, open-ended questions
and allowed to speak freely with minimum interruption in an effort to discover attitudes,
information, and behavioral characteristics that could be hidden when answering structured
questionnaires.
A panel interview is An interview in which the candidate meets with several interviewers who
take turns asking questions. In addition, some firms are using offbeat approaches, sometimes
referred to as extreme interviewing, to test job candidates’ ability to handle problems, cope
with change, think on their feet, and work well with others.
Some companies employ unusual techniques, referred to as "extreme interviewing," to
evaluate candidates' capacity for change adaptation, problem-solving, and teamwork.
3.3. Employment Test:
This test may include cognitive ability tests, physical ability tests, personality inventories, and
other assessments. Cognitive ability tests measure an applicant’s thinking, reasoning, verbal,
and mathematical abilities. For instance, IQ tests have been shown to be the most reliable
indicator of successful performance in a range of occupations since a high IQ demonstrates a
candidate's capacity for learning.
3.4. Online Checks:
One method by which human resources might determine an applicant's suitability for a
position is by looking at what they post on social media. However, several states are looking
into and passing legislation that would make it unlawful to request social network passwords
from job applicants.

II. Managing Talents

The next goal of HRM is to assist employees in becoming effective workforces after they
have been selected. Two crucial development activities are training and performance
evaluation.
1. Training and development:
Training and development is a function of human resource management concerned with
organizational activity aimed at lettering the performance of individuals and groups in
organizational settings. Development is teaching people broader professional skills, whereas
training is typically used to teach people the skills they require for their current position.
1.1. On-the-Job Training (OJT):
On-the-job training (OJT), in which an experienced employee is asked to take a new
employee "under his or her wing" and show the newcomer how to perform job duties.
1.2. Social Learning:
Social learning is gaining informal knowledge from others through social media platforms,
such as blogs, wikis, mobile devices, virtual games, and so on. Since informal rather than
formal channels account for the majority of organizational learning, managers are
encouraging the use of social media technology for learning in the course of daily work.
1.3. Corporate Universities:
A corporate university, an in-house training and education facility that offers broad-based
learning opportunities for employees—and frequently for customers, suppliers, and strategic
partners as well—throughout their careers. This strategy is used by a large number of
companies, including Procter & Gamble, FedEx, Intel, GE, Harley-Davidson, especially
McDonald’s with Hamburger University, offering training in restaurant management and
operations.
1.4. Promotion from Within:
• Internal promotion is an additional strategy for promoting employee growth that helps
companies retain and develop valuable staff. Promotions offer individuals more challenging
positions, more responsibilities, and opportunities to develop their abilities.
2. Performance appraisal:
Performance Appraisal is a periodic assessment of an employee's job performance and their
overall contribution to a company, which can be conducted at any point in time but is most
commonly annually, semi-annually, or quarterly. This refers to observing and assessing
employee performance, recording the assessment, and providing feedback to the employee.
Managers give feedback and praise concerning the acceptable elements of the employee's
performance and also describe performance areas that need improvement.
2.1. Assessing Performance Accurately:
360-degree feedback is a contemporary trend in the performance appraisal that uses multiple
raters, including self-rating, to appraise employee performance and guide development.
Members of the appraisal group may include supervisors, coworkers, and customers, as well
as the individual, thus providing a holistic view of the employee's performance. When used
appropriately, 360-degree feedback can lead to a more valid assessment of performance as
well as identify greater development opportunities for employees.
Stereotyping and the halo effect led researchers to identify some problems with the rating
system.
• One of the most harmful mistakes is stereotyping, which occurs when a manager groups
workers according to one or a small number of traits. These systems, which are the most
widely used, rank employees based on their relative performance: 20% are ranked in the top
group of performers, 70% must be ranked in the middle, and 10% are listed at the bottom. The
lowest tier employees are given a certain amount of time to raise their performance; if they do
not improve, they are fired. The purpose of forcing employees to rank one another is to
encourage them to perform better.
• The halo effect occurs when a management gives a worker the same rating for every area of
their work, even though their performance may be great on some days and awful on others.
By using behaviorally anchored rating scale (BARS), which evolved from significant
events related to work performance. Specific behavioral statements that characterize various
performance levels serve as the foundation for each work performance scale. Raters can
assess an employee's performance more precisely by connecting it to certain situations.
III. Maintaining an Effective Workforce
We will now examine the methods used by managers and HRM specialists to retain a hired
and trained staff. Sustaining the current workforce includes paying employees, providing
benefits, resizing the business, and occasionally firing them.
1. Compensation:
The term "compensation" includes all monetary payments as well as all nonmonetary
commodities or benefits used to reward the employees
1.1. Wage and Salary Systems:
The most common kind of employee compensation is job-based pay, which links
compensation to the specific duties that an employee does.
Skill-based pay systems, in which employees with higher skill levels receive higher pay than
those with lower skill levels. Also called competency-based pay, skill-based pay systems
encourage people to develop their skills and competencies, thus making them more valuable
to the organization, as well as more employable if they leave their current jobs, and this is
becoming more prevalent in most big and small businesses.
1.2. Compensation Equity:
Good managers aim to maintain a sense of justice and equality regardless of the payment
system used by the company, which boosts employee morale.
Job evaluation is the procedure for evaluating the worth of positions within a company by
looking at their content. By using job evaluation methodologies, managers can analyze tasks
that are similar and different and establish internally equitable pay rates, or pay rates that
employees think are fair in relation to other jobs within the company.
Wage and salary surveys indicate a survey that displays the salaries of incumbents in
positions that correspond to a sample of important positions chosen by the company.
1.3. Pay-for-Performance:
The technique of linking at least a portion of an employee's compensation to their
performance and effort is known as pay-for-performance. This can be done through merit-
based pay, bonuses, team incentives, or different profit-sharing or gain-sharing schemes.
Employees are encouraged to increase the organization's productivity and profitability when
they get incentive pay.
2. Benefits:
• Benefits are equally as significant as compensation. Certain benefits, like workers'
compensation, Social Security, and unemployment payments, are mandated by law.
Others are provided by the business in order to hire and retain skilled and productive
workers.
3. Rightsizing the organization:
• Rightsizing, often known as downsizing, is the process of reducing a company's
employment to the number that is appropriate for the company's current scenario.
• Rightsizing can harm morale and performance if it is not managed professionally and
ethically.
4. Termination:
Despite the greatest efforts of HR specialists and line managers, employees will nonetheless
depart the company. While some workers were compelled to leave because of mergers,
layoffs, or subpar work, others retired or freely left for other chances.
Exit interviews or online questionnaires are conducted with departing workers to understand
their leaving reasons and learn about potential risks inside the company.
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