NATIONAL ECONOMICS UNIVERSITY SCHOOL OF ADVANCED

EDUCATIONAL PROGRAMS
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ORGANIZATIONAL BEHAVIOR
REFLECTION ESSAY

Name: Nguyen Thi Minh Phuong

Student ID: 11225277
Class: Marketing Management 64B
Lecturer: Ph.D. Nguyen Duc Kien

Ha Noi, Oct 2024

 INTRODUCTION

"The important thing is not to stop questioning. Curiosity has its own reason for
existing."-Albert Einstein. This timeless quote from the renowned physicist has always
resonated with me, especially within the context of my Organizational Behavior studies. As a
student striving for academic excellence, I've consistently sought to comprehend the intricate
nuances of human interaction and behavior within organizations. This pursuit has led me to
grapple with diverse theoretical frameworks and practical applications, shaping my
understanding of the dynamics that drive individual and collective performance. This
reflective essay delves into three key concepts that have proven particularly insightful: The
Big Five Framework, Evidence-based Decision Making and Effects of Restructuring On
Performance.

The Big Five Framework offers a powerful tool to understand individual personalities within
an organization, enabling effective team building and leadership selection. Evidence-Based
Decision Making encourages data-driven approaches, minimizing biases and fostering
informed choices. Lastly, exploring the effects of restructuring on performance highlights the
importance of effective communication and change management strategies to ensure
smoother transitions and minimize disruption.These concepts provide valuable insights into
the human element of organizations. They equip me with the knowledge and skills to
navigate diverse work environments, foster collaboration, and contribute to positive
organizational outcomes. My commitment to continuous learning ensures I remain a curious
and effective contributor in the dynamic world of organizational behavior.
 THE INDIVIDUAL
LESSON: INDIVIDUAL DIFFERENCES
SELECTED TOPIC: THE BIG-FIVE FRAMEWORK

D - DESCRIBE:

The "Big Five" Framework, introduced in our Organizational Behavior course, has been
particularly intriguing. Engaging in lively class discussions about its application to real-world
scenarios, I found myself increasingly fascinated by the framework's ability to provide a
nuanced understanding of personality. The framework's core dimensions – Openness to
Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism – provide a
comprehensive lens for examining individual differences, a key factor influencing
interpersonal interactions, leadership styles, and team dynamics. [1] This framework's
insights have sparked my cognitive exploration, prompting me to consider the various ways
in which personality traits manifest in organizational settings and their impact on both
individual and collective performance.

I - INTERPRET:

This realization has significant implications for my understanding of organizational

dynamics. First, it implies that individual personality traits are not merely abstract concepts
but have concrete, measurable impacts on organizational behavior. The "Big Five"
Framework provides a structured approach to understanding these traits, allowing for more
accurate predictions of individual behavior and interactions within teams. [1, 2] This
understanding has opened my eyes to the potential for using personality assessments as a tool
for optimizing team composition and fostering more effective communication and
collaboration. Furthermore, it emphasizes the importance of recognizing and valuing
individual differences within organizations, promoting inclusivity and fostering a more
harmonious workplace.

A possible implication of this new understanding is that personality traits are not static and
can be influenced by various factors, such as work environment, organizational culture, and
individual experiences. [3] This raises the question of whether organizations can actively
foster positive personality traits within their employees through targeted training programs or
by cultivating a supportive and inclusive work environment. It also suggests that
organizational leaders should be mindful of the potential for personality clashes within teams
and develop strategies to mitigate conflicts arising from differing personalities. This new
understanding encourages a deeper exploration of the dynamic relationship between
personality traits, organizational context, and individual performance.

E - EVALUATE:
The concept of the "Big Five" Framework, as presented in our Organizational Behavior
course, is valuable for deepening my understanding of personality and its influence on
individual and organizational behavior. This framework, which posits five core personality
dimensions – Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism –
provides a robust and empirically supported lens through which to analyze individual
differences. Engaging in discussions about its application in real-world scenarios has been
particularly illuminating, demonstrating how these dimensions can predict a variety of
outcomes, from job performance to relationship satisfaction (John & Srivastava, 1999). This
understanding is important in a number of ways. First, it provides a common language for
discussing personality differences, fostering more nuanced and productive conversations
about individual behaviors and preferences within groups. Second, it helps to explain how
personality traits interact with organizational contexts, shaping how individuals navigate and
contribute to their work environments (Barrick & Mount, 1991).

Having realized the power of the Big Five Framework for understanding individual
differences, I wonder if similar frameworks exist for understanding differences in group
dynamics and organizational culture. The course material has emphasized the importance of
understanding these factors for achieving effective organizational performance and
facilitating positive change. I intend to develop my understanding of these areas, particularly
the role of shared personality traits and values in shaping group behavior (Gouldner, 1957).

P - PLAN:

This new insight into the "Big Five" Framework will be useful in this course, in my
bachelor's degree, in my future career as a marketer and in my life. In this course,
understanding the framework's ability to predict and explain individual behavior will help me
develop my understanding, analyze case studies and contribute to class discussions. This
knowledge will be invaluable in my future career as a marketer, as I will be able to better
understand the personality profiles of my colleagues, clients, and customers, fostering more
productive and effective working relationships. Furthermore, this understanding will enable
me to assess my own personality strengths and weaknesses, guiding my career development
and decision-making. In my personal life, this framework will help me navigate relationships
and understand the motivations of those around me, ultimately enhancing my ability to build
meaningful connections.

THE GROUP
LESSON: DECISION MAKING AND PROBLEM SOLVING
SELECTED TOPIC: EVIDENCE-BASED DECISION MAKING

D - DESCRIBE:

Prior to this course, my understanding of decision-making was largely based on intuition and
judgment. This approach, while seemingly intuitive, often led to biased conclusions and a
limited understanding of the complexities involved. However, the debates in our class
challenged me to consider a more rigorous and data-driven approach. We were encouraged to
question our assumptions, analyze available research, and critically evaluate the evidence
before forming conclusions. This process forced us to acknowledge the inherent biases in our
own experiences and consider the broader body of knowledge on the subject.

The impact of this newfound understanding has been profound. In academic settings, I have
been able to engage in more rigorous analysis of research findings, contributing to scholarly
discussions with a more informed and critical approach. The application of evidence-based
decision-making has become central to my academic pursuits. Moreover, I am confident that
this approach will be instrumental in my future career, enabling me to make informed
decisions based on data rather than relying solely on personal intuition. The insights gleaned
from our Organizational Behavior class have empowered me to embrace a more data-driven
approach to decision-making, fostering a deeper understanding of human behavior in
organizational contexts.

I - INTERPRET:

This realization of the importance of Evidence-based decision making may have important
relevance for three reasons. First, it implies that our perceptions of human interaction,
particularly in academic and professional environments, are often biased by personal
experiences. Second, it highlights the need for a more rigorous and systematic approach to
understanding human behavior, drawing upon empirical research and data analysis to inform
our judgments and conclusions. Finally, this understanding underscores the importance of
critical thinking and analytical skills in navigating complex social situations and making
informed decisions in a variety of contexts. The concept of evidence-based decision-making
challenges traditional modes of thinking and encourages a more objective and data-driven
approach to understanding human interaction.

A possible implication of this new understanding is that it challenges the traditional view of
"common sense" and intuition as reliable guides for decision-making. Research in cognitive
psychology and behavioral economics has repeatedly demonstrated that our perceptions and
judgments are often influenced by unconscious biases and heuristics (Kahneman & Tversky,
1979). This suggests that relying solely on intuition can lead to inaccurate and potentially
harmful decisions. By adopting an evidence-based approach, we can minimize the impact of
these biases and make more informed and effective decisions. This shift in perspective may
also have implications for other fields, such as organizational leadership, management, and
communication, encouraging a more data-driven and ethical approach to decision-making in
these contexts.

E - EVALUATE:

The concept of evidence-based decision-making is valuable for deepening my understanding

of organizational behavior and human interaction. This understanding is important in a
number of ways. First, it provides a framework for analyzing and interpreting the complex
dynamics that shape individual and group behavior within organizations (Pfeffer & Sutton,
2006). Instead of relying on intuition or anecdotal evidence, which can be subjective and
prone to biases, evidence-based decision-making encourages us to consider a broader range
of data, including empirical research, organizational data, and stakeholder perspectives. This
more rigorous approach allows us to make more informed judgments and to develop
strategies that are grounded in evidence rather than assumptions. Second, this approach is
consistent with the core principles of organizational behavior, which emphasizes the
importance of scientific inquiry, data-driven decision-making, and the application of theory
to practical problems (Miner, 2015). By embracing evidence-based decision-making, I am
aligning my approach to studying and understanding organizational behavior with the core
values of the discipline.

Having realized the power of evidence-based decision-making, I wonder if its application can
extend beyond organizational contexts to other areas of my life. This approach might be
valuable in personal decision-making, as it encourages me to consider a wider range of
perspectives and evidence before making choices. By becoming more aware of these biases, I
can work to mitigate their influence and make more informed decisions across all aspects of
my life.

P - PLAN:

The concept of Evidence-Based Decision Making (EBDM) has significantly expanded my

understanding of organizational behavior. It's no longer simply about gut feeling, but about
applying rigorous analysis to data and research to arrive at informed conclusions. This
newfound knowledge empowers me to critically analyze case studies, contributing to deeper
insights during class discussions.Moving beyond the classroom, EBDM will be instrumental
in my future career as a marketer. By grounding my decisions in data, I can more effectively
evaluate the effectiveness of marketing strategies and campaigns. This data-driven approach
will also allow me to contribute to a more ethical workplace culture, ensuring decisions are
not based on bias or assumptions but on solid evidence.The power of EBDM extends beyond
the professional sphere. Applying this analytical approach to everyday situations will enable
me to navigate complex social dynamics, make more informed decisions in my personal life,
and ultimately contribute to a more fulfilling and meaningful existence.

THE ORGANIZATION SYSTEM

LESSON: ORGANIZATIONAL STRUCTURE AND DESIGN
SELECTED TOPIC: EFFECTS OF RESTRUCTURING ON PERFORMANCE

D - DESCRIBE:

One of the most significant things I learned from the chapter of Organizational structure and
design, especially detailing Effects of restructuring on performance is that: "Although
restructuring can certainly address some issues, it is not a panacea and can lead to unintended
consequences." While some argued that restructuring could streamline operations and reduce
costs, leading to improved profitability, others, myself included, highlighted the potential for
negative consequences such as decreased morale, loss of expertise, and increased workload
for remaining employees.
Through some discussions, I gained a profound understanding of the human element involved
in organizational change. It became clear that restructuring initiatives, while intended to
enhance efficiency, can have significant consequences for employee morale, motivation, and
ultimately, organizational success. This realization has significantly informed my perspective
on human interaction both in academic and professional settings. I now recognize the
importance of open communication, empathy, and proactive leadership during periods of
organizational change to mitigate the negative impacts on employees and foster a more
positive and productive work environment.

I - INTERPRET:

This realization about the effects of restructuring on performance has important relevance for
three reasons. First, it implies that organizational change is not simply a matter of
implementing new structures or processes. Rather, it necessitates a deep understanding of the
human element involved – how employees perceive, respond to, and ultimately, are affected
by these changes. This underscores the need for leaders to adopt a more holistic approach to
organizational change, one that prioritizes communication, transparency, and employee well-
being. Second, this understanding challenges the traditional view of downsizing as a purely
economic strategy. While it may achieve short-term cost savings, the long-term consequences
for organizational performance can be significant if employee morale, motivation, and trust
are not carefully managed. Third, it sheds light on the complex interplay between
organizational structure, culture, and individual behavior. Restructuring initiatives can have
profound impacts on organizational culture, shaping employee attitudes, values, and
interactions. This reinforces the importance of considering the broader context of
organizational change, including the existing culture, values, and norms, when implementing
restructuring initiatives.

A possible implication of this new understanding is that it requires us to re-evaluate our

assumptions about the relationship between organizational change and performance. While
the conventional wisdom often focuses on the efficiency gains of restructuring, my
understanding now emphasizes the critical role of human factors in determining the ultimate
success or failure of these initiatives. This has prompted me to consider further research on
the impact of leadership styles, communication strategies, and employee support programs on
the effectiveness of restructuring efforts. Moreover, this understanding raises questions about
the ethical considerations involved in organizational change. How can we ensure that
restructuring initiatives are implemented in a way that is fair, transparent, and respectful of
employees? How can we mitigate the negative impacts of change on employee well-being
and create a more resilient and adaptable workforce? These are crucial questions that demand
further exploration and discussion.

E - EVALUATE:
This concept of restructuring and its impact on performance is valuable for deepening my
understanding of organizational behavior in several ways. First, it challenges the traditional,
often solely economic, view of organizational change, highlighting the crucial role of human
factors. By considering the psychological and social implications of restructuring initiatives, I
can better understand why some changes are met with resistance and others are embraced.
This is particularly relevant given the growing body of research on the impact of stress,
anxiety, and uncertainty on employee motivation and productivity (Ashforth & Humphrey,
1993). This new understanding has also shifted my perspective on leadership. I now
recognize the importance of effective communication, transparency, and empathy in
navigating organizational change. Leaders who can effectively address employee concerns,
build trust, and foster a sense of shared purpose are more likely to succeed in implementing
restructuring initiatives that benefit both the organization and its employees.

Having realized the interconnectedness of organizational structure, culture, and individual

behavior, I intend to develop a more nuanced approach to analyzing organizational change.
This means considering not only the formal structures and processes involved but also the
existing culture, values, and norms. By incorporating this broader perspective, I can better
understand how restructuring initiatives might impact employee attitudes, motivation, and
ultimately, organizational performance. Furthermore, I will incorporate this understanding
into my own work as a team member and leader. By being mindful of the potential
psychological and social impacts of organizational change, I can contribute to creating a more
positive and productive work environment.

P - PLAN:

The recent insights I've gained concerning restructuring have profoundly impacted my vision
for my future career trajectory. This newfound understanding empowers me to approach
restructuring initiatives with a critical eye, scrutinizing their potential impact on individual
employees and the organization's long-term success. I am now equipped to question the
assumptions and motivations driving these changes, ensuring a more equitable and
sustainable approach.I now understand that restructuring can be a powerful tool for
organizational growth and adaptation, but it also carries inherent risks. It's crucial to carefully
consider the potential downsides, such as increased employee stress, decreased morale, and
potential loss of valuable talent. By asking the right questions and advocating for data-driven
decision making, I can help ensure that restructuring efforts are implemented in a way that
benefits both the organization and its people.

Furthermore, this new perspective underscores the paramount importance of effective

communication and transparency during periods of change. It emphasizes the need to foster a
sense of trust and shared understanding among employees, mitigating anxieties and
promoting collaborative engagement. By advocating for proactive strategies such as
employee support programs, training initiatives, and open communication channels, I aim to
mitigate the negative consequences of restructuring, safeguarding employee well-being and
driving positive organizational change. This holistic approach to restructuring will be
instrumental in my future endeavors, ensuring that organizational transformations are
implemented with empathy, foresight, and a commitment to employee success.

CONCLUSION

This exploration of the Big-Five Framework, evidence-based decision-making, and the

effects of restructuring on performance has woven a rich tapestry of insights into the intricate
dance of human behavior within organizations. Each element, like threads in this tapestry, has
illuminated a distinct facet of this complex dynamic, revealing a profound
interconnectedness.

The Big-Five Framework has provided a lens to understand the diverse spectrum of
individual personalities, highlighting how these unique traits influence individual
contributions and team dynamics. By recognizing the inherent strengths and challenges
associated with each personality type, we can foster more effective collaboration, manage
conflict constructively, and maximize individual potential. This understanding is critical for
building high-performing teams, where individual differences are celebrated and leveraged
rather than seen as obstacles.

Evidence-based decision-making, on the other hand, has emphasized the power of data-
driven choices in navigating the complexities of organizational life. By relying on evidence,
we can move beyond subjective biases and gut feelings, making more informed and impactful
decisions. This approach not only enhances organizational efficiency and effectiveness but
also instills a sense of trust and transparency, fostering a culture of accountability and
continuous improvement.

However, the exploration of restructuring has unveiled the often-overlooked human cost of
change. While restructuring can be a necessary tool for adapting to evolving business
environments, its impact on individuals cannot be ignored. The process of restructuring, if not
implemented thoughtfully, can lead to feelings of uncertainty, anxiety, and even resentment.
It is crucial to acknowledge these human emotions and implement change management
strategies that prioritize employee well-being, providing support and guidance during this
transition.

This journey has ultimately deepened my appreciation for the human element in
organizations. It has underscored the need for a balanced approach, one that integrates
understanding of human psychology with evidence-based decision-making. We must strive to
create organizational environments that not only prioritize data and efficiency but also foster
a sense of belonging, purpose, and well-being for all employees.

The quest for understanding the complexities of human interaction is a lifelong journey. Just
as Einstein embraced the pursuit of knowledge through questioning and exploration, I am
committed to remaining a lifelong learner, constantly seeking new insights to improve the
human experience in organizational settings. This commitment equips me with valuable tools
for navigating the ever-evolving world of work, fostering collaboration, and unlocking the
full potential of individuals and organizations.As the adage goes, "It is not the mountain we
conquer, but ourselves." This journey has reaffirmed that true success lies not in simply
achieving organizational goals, but in empowering individuals and creating a work
environment where everyone can thrive. By embracing this holistic perspective, we can truly
transform organizations into dynamic and flourishing ecosystems.

References:

(Ashforth & Humphrey, 1993)

(Barrick & Mount, 1991)
(Costa Jr & McCrae, 1992)
(Goldberg, 2013)
(Gouldner, 1954)
(John & Srivastava, 1999)
(Kahneman, 1979)
(Miner, 2015)
(Pfeffer & Sutton, 2006)
(Roberts & Mroczek, 2008)

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