ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 20: Organizational Behavior

Submission date Date received (1st submission)

Re-submission date Date received (2nd submission)

Student name Pham Manh Cuong Student ID BH00777

Class Assessor name Ngô Thúy Quỳnh

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

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P1 P2 P3 M1 M2 D1
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 TABLE CONTENTS
I INTRODUCTION...................................................................................................................................................4
II MAINT CONTENT......................................................................................................................................................5
Part 1: A reflective essay (1,000 -1,500 words).....................................................................................................5
2 Introduction FPT...................................................................................................................................................5
2.1 Analyze how individuals impact management methods and company performance....................................6
2.1.1 Neuroticism................................................................................................................................................7
2.1.2 Extroversion.............................................................................................................................................10
2.1.3 Openness to experience..........................................................................................................................13
2.1.4 Agreeableness..........................................................................................................................................16
2.1.5 Conscientiousness....................................................................................................................................19
2.3 Reflect on the value and importance of perception for effective managerial relationships P2....................22
2.3.1 Perception Defined..................................................................................................................................22
2.3.2 The value and importance of knowledge for effective management relationships...............................22
2.4 My perception and its impact on management relationships (M1) SỬA.....................................................24
PART 2 REPORT.....................................................................................................................................................26
2.5 Maslow's Hierarchy of Needs (Content Theory of Motivation).....................................................................26
2.6 Vroom..............................................................................................................................................................27
2.6.1 Expectancy...............................................................................................................................................28
2.6.2 Instrumentality.........................................................................................................................................31
2.6.3 Valance.....................................................................................................................................................32
I INTRODUCTION
 II MAINT CONTENT
Part 1: A reflective essay (1,000 -1,500 words)
2 Introduction FPT
FPT Corporation, officially known as Công ty Cổ Figure 1.1 Logo FPT
phần FPT, is a leading Vietnamese technology
corporation headquartered in Hanoi, Vietnam.
Founded in 1988, FPT operates in three core
business segments:
• Technology: Providing IT services and solutions to
domestic and international customers.
•Telecommunications:Offering
telecommunications and internet services to
individuals, households, and businesses.
• Education: Training high-quality human resources
in the IT and related fields.

Source: FPT

Major Shareholders:

Trương Gia Bình: Chairman of the Board and CEO, holds 7.0% of outstanding shares.

State Capital Investment Corporation (SCIC): Owns 5.8% of shares, representing the Vietnamese
government's stake.

Other individual and institutional investors: Hold the remaining 87.2% of shares.

Shareholding Structure:

Free float: Approximately 72% of shares are freely tradable on the stock exchange.

Restricted float: The remaining 28% of shares are subject to certain ownership restrictions, such as
lock-up agreements or ownership by strategic partners.

Corporate Governance:
FPT adheres to high corporate governance standards, ensuring transparency and accountability to its
shareholders.

The company has a well-defined Board of Directors and management structure, with clear oversight
and risk management mechanisms.

FPT regularly publishes financial reports and other disclosures to keep investors informed.

FPT is recognized for its remarkable achievements, including:

 Being one of the largest IT companies in Vietnam with over 80,000 employees.
 Generating annual revenue exceeding $40 billion.
 Having a presence in over 30 countries and territories worldwide.
 Ranking among Vietnam's most valuable brands.
 FPT is committed to sustainable development, contributing to a strong and prosperous
Vietnam.

Here's some detailed information about FPT:

Website: https://fpt.com/en

Facebook: https://www.facebook.com/FsoftGlobal/

LinkedIn: https://vn.linkedin.com/company/fpt-corporation

2.1 Analyze how individuals impact management methods and company performance
Based on my Big Five personality assessment chart to analyze and evaluate the strengths and
weaknesses in management
2.1.1 Neuroticism
The first is Neuroticism (59): I demonstrate moderate emotional stability. Although I may feel
stressed or anxious at times, it does not significantly impact my overall health.

Anxiety score: 17 (high)

The "fight-or-flight" system of the brain of anxious individuals is too easily and too often engaged.
Therefore, people who are high in anxiety often feel like something dangerous is about to happen.
They may be afraid of specific situations or be just generally fearful. They feel tense, jittery, and
nervous. Persons low in Anxiety are generally calm and fearless.
Anger score: 20 (high)

Persons who score high in Anger feel enraged when things do not go their way. They are sensitive
about being treated fairly and feel resentful and bitter when they feel they are being cheated. This
scale measures the tendency to feel angry; whether or not the person expresses annoyance and
hostility depends on the individual's level on Agreeableness. Low scorers do not get angry often or
easily.

Depression score: 14 (high)

This scale measures the tendency to feel sad, dejected, and discouraged. High scorers lack energy and
have difficulty initiating activities. Low scorers tend to be free from these depressive feelings.

Self-Consciousness score: 14 (high)

Self-conscious individuals are sensitive about what others think of them. Their concern about rejection
and ridicule cause them to feel shy and uncomfortable around others. They are easily embarrassed and
often feel ashamed. Their fears that others will criticize or make fun of them are exaggerated and
unrealistic, but their awkwardness and discomfort may make these fears a self-fulfilling prophecy. Low
scorers, in contrast, do not suffer from the mistaken impression that everyone is watching and judging
them. They do not feel nervous in social situations.

Immoderation score: 14 (high)

Immoderate individuals feel strong cravings and urges that they have have difficulty resisting. They
tend to be oriented toward short-term pleasures and rewards rather than long- term consequences.
Low scorers do not experience strong, irresistible cravings and consequently do not find themselves
tempted to overindulge.

Vulnerability score: 16 (high)

High scorers on Vulnerability experience panic, confusion, and helplessness when under pressure or
stress. Low scorers feel more poised, confident, and clear-thinking when stressed.
Based on the test results, my personality has some interesting strengths and areas for growth that
can impact your job performance and management style. Here's a breakdown:

Strength:

High self-awareness: I can be acutely aware of my own emotions and the emotions of others. I became
a responsive leader who fostered a comfortable and supportive work environment. I can also leverage
my self-awareness to identify my leadership strengths and weaknesses to continuously improve. Low
moderation I tend to be good at controlling impulses and focusing on long-term goals. These can be
valuable assets in making sound business decisions and developing strategic plans for the company.

Development area:

High anxiety: Feelings of constant worry can lead to hasty decisions or missed opportunities. Learning
stress management techniques can help me make more balanced and considered choices. High anger
Tendency to get angry easily can create conflicts with co-workers and business partners. Developing
effective anger management and communication skills can help navigate difficult situations. High
depression Feeling down or depressed can sap my motivation and creativity. Prioritizing mental health
through healthy habits like sleep, exercise, and a balanced diet can significantly improve my overall
performance. High vulnerability Being easily influenced by others can make independent decision
making difficult. I need to learn how to trust my judgment and make decisions based on analysis that
can improve my leadership effectiveness.

How does this affect my work:

Management Self-awareness and focus on your long-term goals can be assets to leading a team.
However, your anxiety, tendency to anger, and vulnerability can create challenges. Productivity My
anxiety and depression can hinder my productivity and creativity. On the other hand, my ability to
exercise self-control and long-term focus can be beneficial to achieving goals.

Points I need to improve

Build a support team Surround myself with colleagues who complement my strengths and can offer
guidance when needed. Effective delegation Assign tasks that match the skills and strengths of team
members. Foster a positive work environment Create an open and respectful office culture that
encourages communication and collaboration. Prioritize mental health Maintain a healthy lifestyle
including good sleep hygiene, exercise and a balanced diet. Invest in personal development Consider
leadership training or personal development courses to improve your management skills and
emotional intelligence.

2.1.2 Extroversion
Next is Extroversion (84): I am an extrovert and sociable person. I thrive in social situations, enjoy
meeting new people, and feel energized by the interactions.

Friendliness score: 11 (low)

Friendly people genuinely like other people and openly demonstrate positive feelings toward others.
They make friends quickly and it is easy for them to form close, intimate relationships. Low scorers on
Friendliness are not necessarily cold and hostile, but they do not reach out to others and are perceived
as distant and reserved.

Gregariousness score: 14 (high)

Gregarious people find the company of others pleasantly stimulating and rewarding. They enjoy the
excitement of crowds. Low scorers tend to feel overwhelmed by, and therefore actively avoid, large
crowds. They do not necessarily dislike being with people sometimes, but their need for privacy and
time to themselves is much greater than for individuals who score high on this scale.

Assertiveness score: 17 (high)

High scorers Assertiveness like to speak out, take charge, and direct the activities of others. They tend
to be leaders in groups. Low scorers tend not to talk much and let others control the activities of
groups.

Activity Level score: 13 (high)

Active individuals lead fast-paced, busy lives. They move about quickly, energetically, and vigorously,
and they are involved in many activities. People who score low on this scale follow a slower and more
leisurely, relaxed pace.

Excitement-Seeking score: 17 (high)

High scorers on this scale are easily bored without high levels of stimulation. They love bright lights and
hustle and bustle. They are likely to take risks and seek thrills. Low scorers are overwhelmed by noise
and commotion and are adverse to thrill-seeking.

Cheerfulness score: 12 (neutral)

This scale measures positive mood and feelings, not negative emotions (which are a part of the
Neuroticism domain). Persons who score high on this scale typically experience a range of positive
feelings, including happiness, enthusiasm, optimism, and joy. Low scorers are not as prone to such
energetic, high spirits.

Based on my test results, my personality is a unique combination of traits that influence how you
manage and perform at work. Let's break down the positive and negative aspects:

Strength:

Highly sociable I may enjoy social interaction and thrive in collaborative environments. This can be a
positive asset for building strong team relationships and promoting open communication within your
team. Highly assertive I demonstrate initiative and leadership qualities. I feel comfortable taking
charge and directing activities, which can be helpful in decision making and project management. High
Activity Level Your agile and energetic nature allows me to handle high workloads and complete tasks
efficiently. Seek high excitement I can be drawn to challenging and stimulating work environments. I
can be good at solving problems and finding creative solutions.

Weekness

Low friendliness I may appear reserved or distant during initial interactions. This can make it more
difficult to build relationships with team members or customers. Neutral cheerfulness While not
necessarily negative, a neutral cheerfulness score indicates that I do not always display a positive and
enthusiastic attitude. This can affect team spirit during challenging times.

Positive impact on work

Management Your assertiveness and ability to thrive in collaborative environments can be assets in
leading and motivating my team. Performance Your high activity level and excitement-seeking nature
can make you a highly productive and results-oriented individual. I excel in fast-paced environments
with challenging problems to solve.

Negative impact on work:

Manager My reserved nature and cheerful neutrality can make it difficult to connect with my team on
a personal level. This can hinder team morale and communication. Performance My poor friendliness
can create initial barriers when building relationships with colleagues or clients, potentially affecting
collaboration and project success.

By understanding your personality and actively working on areas that need growth, you can become a
more effective and high-performing leader.

Points I need to improve

Practice active listening: Make a conscious effort to show genuine interest in my team members and
colleagues. Develop a more approachable attitude Always smile, make eye contact and initiate
informal conversations with colleagues. Focus on the positive Actively seek out opportunities to
celebrate achievements and show appreciation for my team. Find balance with your own energy
levels While my high activity level is a strength, be mindful of stress management and ensure your
team has opportunities to rest and shut down dynamic.

2.1.3 Openness to experience

Openness to experience (84): An active imagination and curiosity push me to explore new ideas, art,
and experiences. I am open-minded and willing to accept new concepts.
Imagination score: 18 (high)

To imaginative individuals, the real world is often too plain and ordinary. High scorers on this scale use
fantasy as a way of creating a richer, more interesting world. Low scorers are on this scale are more
oriented to facts than fantasy.

Artistic Interests score: 18 (high)

High scorers on this scale love beauty, both in art and in nature. They become easily involved and
absorbed in artistic and natural events. They are not necessarily artistically trained nor talented,
although many will be. The defining features of this scale are interest in, and appreciation of natural
and artificial beauty. Low scorers lack aesthetic sensitivity and interest in the arts.

Emotionality score: 14 (high)

Persons high on Emotionality have good access to and awareness of their own feelings. Low scorers are
less aware of their feelings and tend not to express their emotions openly.

Adventurousness score: 10 (low)

High scorers on adventurousness are eager to try new activities, travel to foreign lands, and experience
different things. They find familiarity and routine boring, and will take a new route home just because
it is different. Low scorers tend to feel uncomfortable with change and prefer familiar routines.

Intellect score: 12 (neutral)

Intellect and artistic interests are the two most important, central aspects of openness to experience.
High scorers on Intellect love to play with ideas. They are open-minded to new and unusual ideas, and
like to debate intellectual issues. They enjoy riddles, puzzles, and brain teasers. Low scorers on Intellect
prefer dealing with either people or things rather than ideas. They regard intellectual exercises as a
waste of time. Intellect should not be equated with intelligence. Intellect is an intellectual style, not an
intellectual ability, although high scorers on Intellect score slightly higher than low-Intellect individuals
on standardized intelligence tests.
Liberalism score: 12 (neutral)

Psychological liberalism refers to a readiness to challenge authority, convention, and traditional values.
In its most extreme form, psychological liberalism can even represent outright hostility toward rules,
sympathy for law-breakers, and love of ambiguity, chaos, and disorder. Psychological conservatives
prefer the security and stability brought by conformity to tradition. Psychological liberalism and
conservatism are not identical to political affiliation, but certainly incline individuals toward certain
political parties.

Based on test results, my personality offers a unique combination of traits that influence my job
performance and management style.

Strength:

High imagination and artistic interests I have strong creativity and appreciation of beauty. This can be
a valuable asset in coming up with creative solutions, developing innovative marketing campaigns or
fostering a stimulating work environment. Highly Emotional I have the ability to be in tune with my
own and other people's emotions. This emotional intelligence can make you a more empathetic and
understanding leader, fostering positive relationships with my team.

Weakness

Less adventurous I may enjoy routine and stability. This can hinder my ability to adapt to changes in
the workplace or adopt new methods to solve problems. Intellectual neutrality and liberalism While
not necessarily negative, these scores suggest that I may not actively seek intellectual challenges or be
open to unique ideas. This can limit my problem-solving strategies or openness to diverse perspectives
on my team.

Positive impact on work:

Management Your creativity, emotional intelligence, and appreciation of beauty can make me an
inspirational leader who fosters a stimulating work environment. Productivity My strong imagination
can be a valuable asset in generating creative ideas and solutions. My emotional intelligence can
contribute to building strong working relationships and positive team dynamics.
Negative impact on work:

Management My preference for routine can make it difficult for me to adapt to change or take on new
initiatives. This can hinder my team's flexibility and ability to respond to evolving market needs.
Productivity The lack of risk-taking in my approach may limit your ability to explore new ideas and
creative solutions. Additionally, a neutral stance toward intellectual challenges may limit your
engagement with complex issues.

Points I need to improve

Take calculated risks Step outside your comfort zone and explore new ideas or approaches to work
tasks. Encourage your team to do the same. Seek intellectual stimulation Actively engage in activities
that challenge your thinking, such as reading industry publications, attending conferences, or
participating in brainstorming sessions with diverse perspectives . Assign high-risk tasks Identify team
members who thrive on new challenges and assign tasks that require a high level of comfort with the
unknown.

2.1.4 Agreeableness
Agreeableness (67): I strike a balance between compassion and assertiveness. I am cooperative and
considerate, but I can also be competitive when necessary.

Trust score: 13 (high)

A person with high trust assumes that most people are fair, honest, and have good intentions. Persons
low in trust see others as selfish, devious, and potentially dangerous.

Morality score: 11 (low)

High scorers on this scale see no need for pretense or manipulation when dealing with others and are
therefore candid, frank, and sincere. Low scorers believe that a certain amount of deception in social
relationships is necessary. People find it relatively easy to relate to the straightforward high-scorers on
this scale. They generally find it more difficult to relate to the unstraightforward low-scorers on this
scale. It should be made clear that low scorers are not unprincipled or immoral; they are simply more
guarded and less willing to openly reveal the whole truth.

Altruism score: 17 (high)

Altruistic people find helping other people genuinely rewarding. Consequently, they are generally
willing to assist those who are in need. Altruistic people find that doing things for others is a form of
self-fulfillment rather than self-sacrifice. Low scorers on this scale do not particularly like helping those
in need. Requests for help feel like an imposition rather than an opportunity for self-fulfillment.

Cooperation score: 10 (low)

Individuals who score high on this scale dislike confrontations. They are perfectly willing to
compromise or to deny their own needs in order to get along with others. Those who score low on this
scale are more likely to intimidate others to get their way.

Modesty score: 6 (low)

High scorers on this scale do not like to claim that they are better than other people. In some cases this
attitude may derive from low self-confidence or self-esteem. Nonetheless, some people with high self-
esteem find immodesty unseemly. Those who are willing to describe themselves as superior tend to be
seen as disagreeably arrogant by other people.

Sympathy score: 10 (low)

People who score high on this scale are tenderhearted and compassionate. They feel the pain of others
vicariously and are easily moved to pity. Low scorers are not affected strongly by human suffering.
They pride themselves on making objective judgments based on reason. They are more concerned with
truth and impartial justice than with mercy.

Based on the test results, my personality offers a unique combination of traits that influence how I
manage and perform at work.

Strength:

High trustworthiness I can trust the good intentions of others, promoting a collaborative and positive
work environment. This can be a valuable asset in building strong team spirit and promoting open
communication. High altruism I find helping others rewarding, making me a supportive leader who
always prioritizes the well-being of the team. This can contribute to positive team dynamics and a
strong sense of loyalty among team members.

Weekness

Low ethics I may be too trusting or willing to ignore questionable behavior. This can lead to being
taken advantage of or hinder your ability to make good decisions. Low Collaboration I have difficulty
compromising or advocating for the needs of myself and my team. This can lead to resentment or
difficulty in negotiations. Low Humility I come across as arrogant or boastful. This can damage
relationships with co-workers and superiors. Low empathy I have difficulty understanding or relating to
the difficulties of others. This hinders my ability to motivate my team or provide emotional support.

Positive impact on work

Management, My trustworthy nature and desire to help others create a positive and supportive work
environment. My focus on the health of my team can contribute to increased morale and productivity.
Productivity, My willingness to support others fosters collaboration and knowledge sharing within my
team.
Negative impact on work:

Manager My trustworthy nature can be taken advantage of by manipulative colleagues. My difficulty

with compromise can hinder decision making or effective conflict resolution. Performance My lack of
humility can create a negative impression and limit opportunities for cooperation. My low empathy
made it difficult to connect with team members on a personal level and provide the support they
needed.

Points I need to improve

Develop a healthy skepticism While remaining trusting, develop the ability to identify potentially
manipulative situations and protect yourself from being taken advantage of. Practice assertive
communication Learn to effectively advocate for your own and your team's needs while respecting the
perspectives of others. Develop self-awareness Seek feedback from colleagues to understand how my
behavior is perceived. Practice empathy Make a conscious effort to understand the emotions and
challenges my team members face.

2.1.5 Conscientiousness
Conscientiousness (73): I am organized, trustworthy, and goal-oriented. While maintaining structure,
and I'm not too rigid.
Self-Efficacy score: 16 (high)

Self-Efficacy describes confidence in one's ability to accomplish things. High scorers believe they have
the intelligence (common sense), drive, and self-control necessary for achieving success. Low scorers
do not feel effective, and may have a sense that they are not in control of their lives.

Orderliness score: 9 (low)

Persons with high scores on orderliness are well-organized. They like to live according to routines and
schedules. They keep lists and make plans. Low scorers tend to be disorganized and scattered.

Dutifulness score: 12 (neutral)

This scale reflects the strength of a person's sense of duty and obligation. Those who score high on this
scale have a strong sense of moral obligation. Low scorers find contracts, rules, and regulations overly
confining. They are likely to be seen as unreliable or even irresponsible.

Achievement-Striving score: 15 (high)

Individuals who score high on this scale strive hard to achieve excellence. Their drive to be recognized
as successful keeps them on track toward their lofty goals. They often have a strong sense of direction
in life, but extremely high scores may be too single-minded and obsessed with their work. Low scorers
are content to get by with a minimal amount of work, and might be seen by others as lazy.

Self-Discipline score: 15 (high)

Self-discipline-what many people call will-power-refers to the ability to persist at difficult or unpleasant
tasks until they are completed. People who possess high self-discipline are able to overcome
reluctance to begin tasks and stay on track despite distractions. Those with low self-discipline
procrastinate and show poor follow-through, often failing to complete tasks-even tasks they want very
much to complete.

Cautiousness score: 6 (low)

Cautiousness describes the disposition to think through possibilities before acting. High scorers on the
Cautiousness scale take their time when making decisions. Low scorers often say or do first thing that
comes to mind without deliberating alternatives and the probable consequences of those alternatives.

Based on test results, your personality offers a combination of strengths and areas for growth that
influence how you manage and perform at work.

Strength:

High self-efficacy I has strong confidence in his abilities, which can be a valuable asset in motivating
yourself and your team. This confidence can inspire others and lead to a team that can take on
challenges. High achievement - Strive I has a strong drive to achieve success and a clear sense of
direction, which can motivate me and my team to achieve ambitious goals. High self-discipline I
demonstrate strong will and the ability to persevere through challenging tasks. This helps me stay
focused and complete projects efficiently.

Weakness

Low orderliness I have difficulty organizing and following routines. This can lead to inefficiencies or
missed deadlines for myself and the team. Duty Neutrality While not necessarily negative, duty
neutrality indicates that I do not prioritize strict adherence to established rules or procedures. This can
lead to inconsistencies or lack of attention to detail. Low Conservatism I tend to make decisions
impulsively without considering all possibilities. This can lead to mistakes or missed opportunities.

Positive impact on work:

Management My self-efficacy and achievement orientation inspire my team and create a results-
oriented environment. My strong self-discipline allows me to manage my time effectively and
complete projects efficiently. Performance Confidence and motivation towards success can motivate
me to excel and achieve my goals. My self-discipline helps me stay focused and complete tasks on
time.
Negative impact on work:

Management My lack of organization can create a disorganized work environment, affecting

productivity and team spirit. My impulsive tendencies can lead to poor decision making, affecting
project outcomes. Productivity Disorganization can lead to missed deadlines or errors in one's work.
Impulsive decision making can lead to wasted time or resources.

Points I need to improve

Develop organizational skills Implement strategies like using planners, to-do lists, and project
management tools to stay organized. Embrace structure While maintaining flexibility, establish clear
deadlines, routines, and procedures for yourself and your team to promote consistency and efficiency.
Practice thoughtful decision making Take time to consider different options and potential
consequences before making important choices. Seek feedback Ask a trusted colleague or mentor for
feedback on your organizational skills and decision-making process.

Overall by understanding my personality and actively working on areas that need development, I can
become a more effective and high-performing leader.

2.3 Reflect on the value and importance of perception for effective managerial
relationships P2
2.3.1 Perception Defined
Perception is the process by which we take in information from the world around us, organize it, and
interpret it to make sense of our experiences (Robbins & Judge, 2020). It's not a passive process; our
individual backgrounds, expectations, and biases all influence how we perceive situations and people
(Schermerhorn, Jr., Hunt, & Osborn, 2021).

2.3.2 The value and importance of knowledge for effective management relationships
The Power of Perception in FPT's Management Relationships
Perception, the process of interpreting information and shaping our understanding of the world, plays
a critical role in building effective management relationships within FPT. Here's why it's important and
how various factors can influence it:

Value and Importance of Perception:

Building Trust and Collaboration When managers at FPT have accurate perceptions of their employees'
skills, motivations, and work styles, they can create a more trusting and collaborative environment.
Imagine a manager recognizing an employee's passion for innovation (perceived through their
participation in internal hackathons) and assigning them to a new product development team. This not
only leverages the employee's strength but also fosters a sense of trust and shared purpose.

Providing Effective Feedback Accurate perception allows for targeted and constructive feedback. For
instance, a manager who perceives an employee struggling with communication during presentations
(through nonverbal cues or audience feedback) can offer specific coaching on public speaking, leading
to improved performance.

Motivating and Inspiring By understanding how employees perceive their work and the company
culture, managers can create a motivating environment. For example, a manager at FPT might perceive
a team feeling undervalued due to a lack of recognition for their recent project success. The manager
can address this by publicly acknowledging their contribution at a company-wide meeting, boosting
team morale and motivation.

Resolving Conflicts Misperceptions can be the root of conflict. Consider a situation where a manager
perceives an employee's remote work style (due to fewer in-person interactions) as disengagement,
while the employee simply prefers a quieter work environment. By understanding each other's
perspectives, they can find a solution that works for both.

Factors Affecting Perception at FPT:

Individual Differences:
Age: Younger FPT employees might value flexibility and work-life balance more than experienced
colleagues who prioritize stability. A manager who understands these generational differences can
tailor their approach to motivate both groups.

Background: Employees from different cultural backgrounds might have varying communication styles.
For instance, a manager from a direct communication culture might misinterpret a more reserved
employee from a collectivistic culture as uninterested. Training on cultural sensitivity can help bridge
these gaps.

Selective Perception:

Focus: During a busy period, a manager might focus on missed deadlines, overlooking an employee's
extra effort in another area. Implementing a system for recognizing both achievements and areas for
improvement can help provide a more balanced perception.

Past Experiences: A manager with a negative experience with a remote employee might be more likely
to perceive all remote work arrangements negatively. Encouraging open communication and focusing
on individual performance can mitigate the impact of past experiences.

Stereotypes:

Gender: A manager might hold unconscious biases about women in leadership roles, impacting their
perception of a female employee's capabilities. FPT can implement diversity and inclusion training to
raise awareness of such biases.

Departmental Stereotypes: The marketing department might be perceived as "creative" while the
finance department is seen as "analytical." Cross-departmental collaboration projects can help break
down these stereotypes and foster better understanding.

Communication Issues:

Nonverbal Cues: A manager at FPT might misinterpret an employee's silence during a brainstorming
session as a lack of ideas, while the employee might simply be processing information. Encouraging
active listening and open communication can clarify such nonverbal cues.
Unclear Communication: If a manager's instructions are unclear, employees might perceive them as
disorganized or incompetent. Utilizing clear and concise communication methods and encouraging
questions can address this.

By understanding these factors and actively working to improve perception, FPT can create a more
positive and productive work environment for everyone.

2.4 My perception and its impact on management relationships (M1) SỬA

Yes, my own perspective, personal characteristics, and attributes can certainly influence and improve
management relationships. Understanding these aspects allows me to become a more effective leader.
Here's how my perceptions and potential biases can impact my management style, along with
strategies for improvement

Positive impact

Strengths are strengths My confidence and goal orientation (as identified earlier) can be viewed
positively by my team, fostering a sense of security and direction. Empathy as a connector My empathy
(if I have it) can help me build trust and rapport with my team members, leading to stronger
relationships. Creativity as an Innovaton My creativity can inspire new ideas and solutions, keeping the
team engaged and motivated.

Negative effects:

Disorganization is Unreliable My low orderliness can lead to missing deadlines or feeling

untrustworthy. Impulsive decisions are reckless My lack of caution can lead to impulsive decisions that
lack proper consideration, potentially creating uncertainty or frustration within the team. Limited
cooperation due to stubbornness My low cooperation score may cause me to appear inflexible or
unwilling to consider alternative points of view.

Cognitive trends and adjustments

Confirmation bias I may favor information that confirms my current beliefs about an employee.
Mitigation strategy: Actively solicit feedback from diverse team members to gain a more
comprehensive perspective. Overconfidence bias I may overestimate my own abilities or the abilities
of my group. Mitigation strategy: Set realistic goals, encourage open communication about challenges,
and celebrate small wins along the way. Attribution bias I may attribute my team's success to external
factors and their failures to their own disregard. Mitigation strategy: Publicly acknowledge team
achievements and take responsibility for any leadership mistakes.

Improvement strategy

Develop Organizational Skills Implement time management tools such as calendars and to-do lists to
improve efficiency and reliability. Practice deliberate decision making Take time to gather information
and consider all options before making important decisions. Encourage team input throughout the
process. Seek feedback Regularly solicit feedback from team members and colleagues on your
communication style and leadership approaches. Be open to constructive criticism and actively work
on areas that need improvement. Promote open communication Create a safe space for open
communication and encourage team members to share their ideas and concerns freely.

By strengthening my own limitations and actively working to minimize their impact, I can become a
more effective leader who promotes positive and productive management relationships . This self-
awareness and continuous improvement will ultimately benefit my team and the overall success of
FPT.

PART 2 REPORT
2.5 Maslow's Hierarchy of Needs (Content Theory of Motivation)
Theory:

Maslow's hierarchy of needs is a prominent theory in motivation psychology. It proposes that human
needs are arranged in a hierarchical structure, with basic physiological needs at the foundation. As one
level of need is satisfied, the next level becomes
the dominant influence on behavior (Maslow,
1943).

Physiological: The physiological needs of the body.

Safety: The need for safety.

Love/belonging: The need for social relationships.

Esteem: Need for respect, status, reputation.

Self – actualization: The need to express oneself.

Source: Mona

The hierarchy includes five main needs

Physiological needs These are the most basic needs for survival such as food, water, shelter, sleep and
sex. Safety and Security Needs Once physiological needs are met, individuals will strive to achieve
safety and stability. This includes feeling safe from physical and emotional harm, having financial
security, and having a safe environment. Need for Love and Belonging Humans are social creatures
with a need for love, affection, belonging, and intimacy. This includes friendships, romantic
relationships, and a sense of community. Esteem needs These needs relate to self-esteem, confidence,
achievement, recognition and respect from others. Self-actualization needs The highest level in the
hierarchy, self-actualization refers to the desire to fulfill one's potential, be creative and productive,
and achieve personal growth (Mona,2023).

Main attractions

Needs lower in the hierarchy must be at least partially satisfied before individuals can move on to
satisfying higher level needs. Theory is not always strictly linear. Individuals can cycle back and forth
between levels depending on circumstances. Specific needs and their importance may vary between
individuals and cultures.

Criticism

This theory has been criticized for being too simplistic and for not capturing the full complexity of
human motivation. The concept of hierarchical needs is not universally supported by research.

Applications

Maximize and maintain FPT's effective workforce with motivational theories. FPT, a Vietnamese
technology company, is able to leverage both content theory and motivational processes to create a
thriving workforce. Here's how

Lower level needs Ensure competitive wages, benefits, and a safe work environment to address basic
physiological and safety needs. Provides health insurance, comfortable workspace and convenient
equipment. Need for love and connection: Nurture a strong company culture with team building
activities, social events, and internal communication platforms. Encourage collaboration and mentoring
programs. Esteem needs Provide opportunities for career development, skill acquisition, and
recognition programs. Conduct performance reviews that highlight achievements and give public
praise for excellent work. Need for self-actualization Offering challenging projects with clear goals
allows employees to reach their full potential. Encourage innovation through hackathons or internal
competitions. Consider offering flexible schedules or remote work options to empower employees with
greater control over their work.

2.6 Vroom
Vroom's model is one of the well-known models of organizational dynamics. Developed by Victor H.
Vroom in 1964, this model explains the human decision-making process in choosing between different
options of action. Vroom's model is often called "Expectancy Theory" or "VIE theory" (Valence
Instrumentality-Expectancy theory).

It works on the assumption that people will choose to maximize pleasure and minimize pain. This
means that people will behave in a way that provides the best results or rewards. This theory relies on
the idea that the more employees value results, the more motivated they are to achieve it. The more
effort they put in to succeed, the more sure they'll get the reward they deserve. To make the link
between motivation, effort, and performance, Expectation Theory has three variables: Expectations,
Tools, and Values. These are all links in the chain of motivation – if one of these links is weak, your
employees will not be motivated, so you need to find the problem and solve it to get results.

FIGURE 2.2 Vroom Model

 Source Trinh Dinh Linh

2.6.1 Expectancy
FPT has taken a number of measures to make employees believe that if they work hard, they can work
very well and accomplish their goals. Specifically as follows, Recruiting good people and assigning tasks
appropriate to their abilities: FPT has a systematic and thorough recruitment process to ensure the
recruitment of good employees, suitable to job requirements. In addition, the company also has a
policy of assigning work suitable to the abilities of each employee, helping them maximize their
abilities. FPT recruitment process is designed to ensure that the most suitable candidates are found for
the vacancies. This process includes the following steps:

Step 1: Submit application

Applicants can apply online or send documents directly to FPT offices. The application needs to include

basic information about the candidate, such as : Full name, date of birth, gender, address, phone
number, email, Education level, work experience, Skills and abilities

Step 2: Preliminary interview

After receiving the application, FPT will conduct preliminary interviews with candidates. Preliminary
interviews are usually conducted over the phone or online. The purpose of this interview round is to
make a preliminary assessment of the candidate's ability and suitability for the position.

Step 3: Professional interview

Candidates who pass the preliminary interview round will be invited to participate in the professional

interview round. This round of interviews is usually conducted directly at FPT offices. The purpose of
this interview round is to evaluate the candidate's skills and expertise.

Step 4: Interview the panel

Candidates who pass the professional interview round will be invited to participate in the panel
interview round. This round of interviews is usually conducted by a group of experts in the field related
to the vacancy. The purpose of this interview round is to evaluate the overall candidate and make a
hiring decision.

Step 5: Receive recruitment results

After completing the interview rounds, candidates will be notified of the recruitment results. If hired,
the candidate will sign a labor contract and start working at FPT.

FPT Group has diverse employee training and development programs to help employees improve their
knowledge, skills and develop comprehensively. Internal training focuses on professional knowledge
and skills, aiming to improve employee capacity in each specific field. External training focuses on
general knowledge and skills, aiming to comprehensively develop employees. FPT Group also focuses
on training soft skills for employees, with practical courses including skills such as: communication,
leadership, problem solving, teamwork, etc. Functional Skills This software helps employees improve
work efficiency, develop themselves and integrate better with the environment. work environment.
Decentralization and assignment of tasks: FPT Group has a strong decentralization policy, giving
employees autonomy at work. This gives employees the opportunity to develop their creativity and
problem-solving abilities. Providing resources for employees: FPT Group provides all the necessary
resources for employees to complete their work including facilities, finance, tools, equipment,...
Supervision and reception , handling feedback from employees: FPT Group has a system to monitor
and handle employees' performance regularly. The company also always listens and absorbs employee
feedback to improve the working environment and increase work efficiency. Assigning tasks FPT Group
applies a decentralized management model in its organization. This model empowers managers and
employees, helping them be proactive and flexible in performing their work. Decentralization of tasks
helps FPT Group achieve many benefits, including: Enhance the sense of responsibility and initiative of
employees, Improve work efficiency, Promote employee development, Create an effective working
environment Dynamic and creative, FPT Group has a clear system of task assignment, specifically
regulated within the business. internal documents. This system is built based on the following
principles: Decentralization according to the functions and tasks of each department, Decentralization
according to the qualifications and abilities of each individual, Decentralization according to
responsibilities and powers. of each level of management.

FPT regularly evaluates the effectiveness of the task assignment system to make appropriate
adjustments. The relationship between employee training and task decentralization Employee training
and task decentralization are two important factors in developing an enterprise's human resources.
These two factors are closely related and support each other to achieve high efficiency. Employee
training helps employees improve their knowledge, skills and working capacity. Thanks to that,
employees can better perform assigned tasks, contributing to improving the efficiency of task
assignment. Assigning tasks gives employees the opportunity to develop their abilities and creativity.
When empowered, employees will be motivated to learn and develop themselves, better meeting job
requirements. At Masan FPT, employee training and task assignment are carried out in parallel and
closely coordinated with each other. These two factors contribute significantly to the sustainable
development of the business. These measures have helped FPT create an effective working
environment, helping employees maximize their abilities and complete their work goals. Specifically,
these measures affect the Expectation Coefficient of the Vroom model as follows. Recruit good people
and arrange jobs suitable to their abilities: This measure helps employees believe that they are capable
of completing the job if they work hard. Employee training: This measure helps employees improve
their knowledge and skills, thereby increasing their ability to complete work. Decentralization and
assignment of tasks: This measure helps employees have the opportunity to develop their abilities and
creativity, thereby increasing their ability to complete work. Providing resources for workers This
measure helps workers have the necessary conditions to complete their work. Monitor and receive
feedback, process feedback from employees: This measure helps employees believe that their efforts
will be recognized and evaluated fairly. All of these measures have contributed to creating an effective
working environment, helping FPT employees believe that if they work hard, they can work very well
and achieve their goals.

2.6.2 Instrumentality
FPT evaluates employee performance based on two main criteria: quantity and quality. Regarding
quantity, the company evaluates based on specific criteria such as sales, quality, etc. Regarding quality,
the company evaluates based on criteria such as accuracy and completeness. Achievement,
creativity,... The company has a performance-based compensation policy as follows. Basic salary is paid
to employees according to company regulations, based on job position and employee capabilities.
Bonuses are paid to employees based on individual or group performance. Popular forms of rewards at
FPT Group include, Performance-based bonuses, Individual or group work results bonuses, Revenue-
based bonuses: Employees are rewarded based on the company's revenue. Company, rewards based
on work performance: Employees are rewarded when they have special achievements such as
inventions, awards, etc. The company regularly evaluates employee work results in a fair and
transparent manner. White. Evaluation results are used as a basis for paying salaries and bonuses to
employees. These policies have helped FPT Group motivate employees to work hard to achieve the
best results. Specifically, these policies impact the Tools element of the Vroom model as follows. The
company evaluates employee performance based on two main criteria: quantity and quality: This helps
employees clearly understand what the company expects from them, thereby orienting and working
hard. The company has a performance-based compensation policy: This helps employees see the
correlation between work effort and results, thereby being motivated to put in more effort. All of these
policies have contributed to motivating FPT employees to work hard to achieve the best results.
2.6.3 Valance
To encourage employees to work hard and achieve high efficiency, FPT also clearly defines the results
that employees want such as bonuses if employees achieve excellent work achievements such as
exceeding KPIs. will be awarded a VF3 or cash like 200 million VND, the opportunity to advance to the
position of Director and recognize achievements with certificates of merit. Common forms of reward at
FPT include: Rewards based on work performance Employees are rewarded based on individual or
group work results. Bonus based on revenue. Employees are rewarded based on the company's
revenue, which could be an all-expenses-funded trip to Europe, phone calls,... tangible rewards of
great value. Appropriate application of valuable Valance rewards will help FPT boost employee
motivation, reduce employee turnover and increase employee satisfaction.
IV REFERENCE

[1] Robbins, S. P., & Judge, T. A. (2020). Organizational behavior (17th ed.). Upper Saddle River, NJ: Pearson.

[2] Schermerhorn, Jr., J. R., Hunt, J. G., & Osborn, H. (2021). Organizational behavior (11th ed.). New York, NY:
McGraw-Hill Education..

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.

Mona (2023) Tháp Nhu Cầu Maslow Ứng dụng trong marketing Như Thế Nào?, Mona Media. Available at:
https://mona.media/thap-nhu-cau-maslow/ (Accessed: 11 June 2024).