Organizational Behavior Case Study: DataHouse Asia, Assignments of Organization Behaviour

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Module: Organizational Behavior – 20IBM

Academic Year: 2021 - 2022

VNUK Institute for Research and Executive

Education, the University of Danang

Lecturer: Ms. Pham Minh Thuy

Student Name: Group 3

Bùi Anh Duy

Đặng Thị Bích Huyền

Võ Thị Khánh Ngọc

Nguyễn Nhật Quỳnh

Nguyễn Lê Nhã Tú

I. ABSTRACT

Currently, the issue of working environment is always of considerable concern. Those are the factors and the promotion in the working process of the employees in the company. Relationships within the company are always appreciated. The attachment, sharing and helping each other will make employees' moods strengthened and thinking more positive. At the same time, standing as a leader, creating a harmonious environment in departments and groups is extremely necessary. Managers must really understand the focus that teams bring to the company, the focus of each individual. Therefore, understanding the driving forces behind team results is crucial for businesses to thrive in today's economic world. There are many things we need to consider when entering the real business environment. This article examines the organizational behavior research of DataHouse Asia, a company based in Da Nang, Vietnam, focusing on two divisions: The Human Resources Department and the Business Development and Sales Department. Key research topics include general corporate culture, organizational behavior problems and ways to overcome them, and proposed business solutions to organizational behavioral problems. II. INTRODUCTION An organization is a social unit with a shared objective that is connected to the outside world. To work in or manage an organization, one must first grasp how it operates. An organization that combines science and technology, as well as people and humanity. Techniques itself will not generate the required outcomes unless we have qualified individuals to create and apply them. As a result, the importance of human resources in doing the task successfully and efficiently is critical. The study of organizational behavior in organizations, especially DataHouse Asia in this research, is also quite intriguing and hard. It is concerned with individuals or groups of people functioning as a team, as well as an individual's expectations in the company. When situational elements interact, research becomes more challenging. This report uses prominent theories based on Organizational Behavior context to analyze the situations of DataHouse Asia, including Herzberg's Two Factor Theory, Maslow's Hierarchy of Needs, and Tuckman's Stages of Group Development.

III. COMPANY OVERVIEW

1. DataHouse Asia company DataHouse Asia is a Vietnamese technology company established in 2019 with around 200 employees. The company has 2 headquarters in Vietnam, Da Nang City and Binh Duong City. As a technology company, DataHouse Asia often provides their customers with key services such as salesforces, web, mobile app, UI/UX, offshore software, enterprise software and dedicated development. The mission that DataHouse Asia wants to bring to consumers is: "Software made in Vietnam and made for Vietnam''. This has partly confirmed the company's desire to develop the growing country (Homepage - DataHouse Asia. Tech Development, 2019). We are fortunate that our whole team had the opportunity to meet and talk with the staff members at DataHouse Asia. Through this meeting, we have understood what the working environment of an actual organization is like, the professionalism in everyone's working style. (Homepage - DataHouse Asia. Tech Development, 2019) 2. Organizational structure Through an interview with Ms. Hang - the leader of the Human Resources Marketing team, the organizational structure of DataHouse Asia follows the model of a start-up company with over 100 people. The head of the organization is the CEO, who founded and runs the company. Below are 5 main departments of the organization, including: Programing Department; Business Development and Sales Department; Accounting Department; IT Department and Human Resources Department. Board of Director Programing Department Business Development and Sales Department Accounting Department IT Department^ Human Resources Department

 “Kindness”: DataHouse Asia believes that the best way to develop takes care of everyone and leads to success together.  “Passion for excellence”: Always give their best, tangible or intangible, and commit to achieving excellence together through their successes and weaknesses.  "Courage": Take risks and be honest with yourself.  “Dream Arousal”: Enabling and encouraging everyone on their team to reach their potential and realize their dreams.  “Team Spirit”: They believe in teamwork, team effort, and their “One Team” philosophy offers the ability to acknowledge their strengths while also recognizing the strengths of others.  “Built to Last”: Great people will make a huge impact and bring better things to the community. (Homepage - DataHouse Asia. Tech Development, 2019) IV. PROCESS OF INTERVIEW After observing and talking with some employees in the company, we feel that all employees here have a very comfortable working environment and culture and they are extremely satisfied with the company. Therefore, we give some cases to employees for them to deal with. Maybe right now, it has not happened yet, but in the future how will they deal with these problems if it does appear. As a result, we have selected 2 samples, Ms. Hang and Mr. Hoon are currently working in Human Resources and Business Development and Sales departments, respectively. We choose them because they are the leader leading the team members to work and fulfill the company's mission. Above all, the solutions both offer are completely different and we want to compare, as well as give appropriate Organizational Behavior concepts to suggest to them. Our interviewers:  Ms. Hang is currently an employee of the Human Resources Department and the leader of the Human Resources Marketing team. She currently has 2 years of experience in the profession and all her answers are based on the experiences she has worked in the past. Her main job is to organize events and events to attract potential employees in the future. According to the survey of The Big Five Project Personality Test that we obtained from Ms. Hang, it shows that she is a rather closed minded person, works in an organized manner and easily agrees with everything that others have to say. However, she is an extrovert and

is mostly calm in all matters. Through that, we feel that she is an open, friendly person who works professionally but is very easygoing and does not like challenges. (The Big Five Project - Personality Test, 2022)  Mr. Hoon is currently an employee of Business Development and Sales, and a manager of the Sales team. He has 10 years of experience in sales and started working at DataHouse Asia in 2019. According to the survey of The Big Five Project Personality Test that we obtained from Mr. Hoon, we found you to be a very challenging, outgoing and easy going person. Above all, at work, he is an organized person and is always calm to solve all problems. (The Big Five Project - Personality Test, 2022) V. NATURAL PROBLEM After interviewing 2 managers of 2 different departments, Ms. Hang of the Human Resource Department and Mr. Hoon of the Business Development and Sales Department, we see 3 main problems the company is facing. Besides, the solutions of these two departments are completely different. Because of that, we want to compare the solutions of the two departments as well as give the team's perspective in handling Ms. Hang and Mr. Hoon.

some point in life, everyone struggles with lack of motivation, being overwhelmed, or their life needs not being met. In this case, due to a lack of motivation by Human resources staff or unfulfilled needs for their lives, Ms. Hang is ready to let them quit without meeting or chatting to find out the reason why they are not working. urge. In Hang's opinion, this is the best and most effective solution because once they have intended to quit, there are many reasons to respond. It means staff is determined and ready to find a new place to live. In addition, she thinks that there will be even better and better employees appearing. 2.2. In the Business Sales Development. In contrast, the Business Development and Sales Department focuses more on inquiry and negotiation to find the right solutions. For Mr. Hoon, he prioritizes communication by establishing a conversation first and encouraging them to have an open discussion so that he can better understand all intents and purposes and basically understand the difficulty. the real or main difficulty that is causing them to make the decision to quit and possibly make. a more appropriate solution to the situation, if possible. For example, if an employee wants to leave due to geographical constraints, he will offer to assist with transportation. He shared that he did not want his employees to suffer when they were very productive and brought a lot of projects to the company. In addition, Hoon's point of view on any issue can be resolved by discussing it with each other as equality and understanding is what makes his approach to the situation different and sophisticated. more economical. In our view on the matter, if any employee wants to leave, the focus of Business Development and Sales department is on how to help them understand the problem they are facing. and equality.

3. Problem 3: "How would you feel if two team members had a conflict while working and affected the progress of the project? And what would you do to save the project? completed in a good way with only 1 day left?" 3.1. In the Human Resources Department. The last issue where we clearly saw the difference between the solutions of the two departments was tracking the progress of the project, while also resolving conflicts between members. For the Human Resources department, Ms. Hang feels very sad and angry because her team members let emotions and external factors overwhelm her in her work. For Ms. Hang, once entering a professional environment, using emotions too much will have a very bad influence and show that those employees are really unprofessional. The ego of each individual is too big, so the opinions given will indirectly create conflicts in the working process. Besides, in order to save this project and still succeed, Hang will jump in and temporarily ignore all comments. After finding the best solution, Hang will call her teammates to meet and agree on the final plan. We feel that the stages of this group went wrong from the very beginning and Ms. Hang's handling could not ease the mood and employee relationship in this case. 3.2. In the Business Sales Department. As for the Business Sale Development department, for Mr. Hoon, each employee will have their own job and they need to ensure the completion of the job on time, on schedule and

in the most perfect way. Mr. Hoon shared that before handing over the project and assigning work to the whole team, he would meet with everyone to work on the project, finalize the final decision person and ask the staff if there are any margins problems that have a big impact on the job or not? If all goes well, everyone has the responsibility to complete the job in the best possible way. He will still monitor the employees, see if they have any symptoms, or have any problems. If there are, he will jump in to chat and help them. Mr. Hoon shared that everyone has an equal position and we need to see and understand to create a happy atmosphere. Through Uncle Hoon's story, we can see that he is a person with a lot of experience in project management and it is quite okay with the working process of a team. VI. OBSERVATION After recognizing the 3 main problems of DataHouse Asia, we have objective perspectives on the problems and solutions of the managers of 2 departments, Human Resources Department and Business Development and Sales Department. Problem 1: For this matter, from our perspective, we see that burnout is a problem that any employee in any company faces. Moreover, this problem is not too difficult to solve if we go in the right direction. Firstly, on the part of the Human Resources Department, when she saw an employee suffering from burnout, she only told the employee that the employee was self- aware, self-resolving and instructed to adapt and rise up. We feel this is an incorrect way of solving the problem. Because not every employee can realize that they are burning at their best because that burnout sometimes overwhelms them and makes them no longer know they are in that situation. In times like these, the Human Resources Department is one of the important departments that can help them overcome and see the problem they are facing so that they can give the right direction. If there is no one to help them or see their problem, they will quickly slow down their work progress, resulting in the work progress of many other employees being affected. It's a teamwork environment; When one person dies, another also dies. On the contrary, on the side of the Business Development and Sales Department, he has a very effective solution for employees. The first thing is to observe and understand his employees, and he does it very well through his sharing. He also has private meetings so it's easier for employees to feel close to him and share their feelings. Openness and empathy are great traits that help employees break out of burnout and quickly return to equilibrium. Problem 2: Through listening, reviewing and evaluating the cases of leaving in the Human Resources Department and Business Development and Sales Department, we have concluded that quitting is still a frequent problem in the organizational environment. That means they will move from job to job until they find the right one for them. In the case of the Human Resources Department, we realized that Ms. Hang's solution would take a long time and reduce the quality of the project. When an employee is in charge of a lot of necessary

Therefore, managers should try to promote both aspects at the same time to maintain motivation in the workplace. The existence of these factors encourages us to develop contentment. Hygiene includes the workplace elements that often make up our work environment. These factors tend to be related to contextual factors, some examples are as follows: First, interpersonal relationships, including personal and professional relationships between an employee with his new supervisor, subordinates and co-workers. This can manifest, for example, in work-related interactions as well as social discussions in both the work environment and during informal breaks. Second, the company's policies and governance, including aspects such as the clarity of organizational and management policies and procedures. Third, supervision requires the employee's assessment of the competence or incompetence, as well as the fairness or injustice of those who supervise or those being supervised. This may include a supervisor's willingness to transfer responsibilities or conduct research, as well as their understanding of current work. Job dissatisfaction can be caused by poor leadership and management. (Alshmemri et al., 2017). Finally, employment circumstances include working conditions and whether they are excellent or bad. Workload, space, ventilation, tools, temperature, and safety are all factors that contribute to a good or a terrible workstation (Alshmemri et al., 2017). Motivational factors, on the other hand, tend to be more related to job content, including things like increased skills or responsibilities. According to Herberg, these motivations are necessary for work and contribute to job satisfaction because they satisfy the desire for progress and self-actualization (Herzberg, 1966). We will therefore use the following cases to illustrate this point: First, progress. According to Herzberg, promotion is a progressive and positive state or position of a person in a company. Meanwhile, someone is having a bad day at work. On the other hand, a negative or neutral position in the workplace indicates a negative promotion (Alshmemri et al., 2017). Second, job content can have an effect on employees, both positively and negatively. Job complexity and level of involvement can have a significant effect on satisfaction or dissatisfaction in the workplace (Alshmemri et al., 2017). Finally, there is accountability, which includes both the obligations to which the individual bears and the power that the individual has in his or her function. People are more satisfied when they are given responsibility, and the level of authority has a negative impact on job satisfaction (Alshmemri et al., 2017). For DataHouse Asia, the burn out problem in Business Development and Sale Department employees is better than that of the Human Resource Department, it is generally better to solve this problem thoroughly and effectively to clarify what motivational factors employees need. As for Human Resources Department and Ms. Hang, the application of Two Theory Factor will help this department be more thorough because this is an important department of the company, a bridge to bring the company and employees closer together. First, Ms. Hang needs to pay attention and observe her employees more, if there are problems, there must be private meetings to easily talk. Using conversations like these will tap into employees' inner problems. For example, in case an employee is burned out due to overwork and is no longer interested in the job, Ms. Hang needs to talk and give reasons why this job is suitable for them? How happy were they when they did this job? How does this job need them? The goal is to hit the psyche to give them the best spirit and energy from within. Next, in external factors, the use of motivation is very important. Managers

need to recognize the work and process of employees. Although people think this is a simple thing, once managers forget, it is their good employees who will fall into a state of isolation, sadness and negativity because their process is not recognized by the leaders. leader. External support as a source of energy helps them create motivation to continue their work in a better way. Instead of letting employees handle and self-recognize, managers and Ms. Hang need to directly guide them and help them recognize problems quickly. This form can both strengthen personnel and save time for businesses Problem 2: Leaving a job is a very common problem nowadays with many internal and external causes. In the case that we give DataHouse Asia, because salary, location, etc, of the company are easy to adjust, so we suggest using Abraham Maslow's hierarchy of needs to provide a solution. It will help managers identify employee needs, and at the same time retain potential employees of the company. The concept of a hierarchy of needs was first introduced in 1943 by Abraham Maslow, it is a theory in psychology that includes five types of human needs that precept human behavior and are often represented from bottom to top in a pyramid structure, such as basic needs at the bottom, and high-level needs at the top (Saul McLeod, 2018). Firstly, physiology includes the most basic human needs, which represent the basic requirements for the survival of every human being including the need for food, oxygen, shelter, and water. In Maslow's hierarchy of needs, these needs are the strongest because when an individual has not yet met these basic needs, they will complete these first before moving to other demands. In relation to the work context, survival needs can be a job, a monthly salary, a comfortable work environment, and basic facilities, etc. When the physiological needs are met, the next stage- Security strives to come to the fore. These needs can be met through family and society (schools, businesses, and healthcare). In a workplace, by encouraging teamwork across teams, departments, and different levels or friendships, trust, and recognition will accomplish the employee's social needs. The third stage in the hierarchy of needs are social needs, which contains emotions of affection and belonging. Once the necessities for safety and protection are addressed, humans attempt to verify a relationship with others of their commitment to conquer the feeling of alienation, depression, and loneliness. As with the first three levels of Maslow's hierarchy, the need for esteem is attributed to the need for deprivation, which arises from deprivation. Maslow classified self-esteem needs into two groups, namely self-esteem and the desire to be respected and known by others. Hobbies, completing a college degree, and participating in social and professional activities can all contribute to meeting your esteem needs. According to Maslow's classification, self-actualization is a need for growth. What's different from a lower-level need is that it doesn't come from a lack of something but the desire to recognize the full potential drives self-actualization. This need can only be developed and satisfied after all of the above needs have been satisfied. However, this does not mean that the need for satisfaction is an “exceptional” phenomenon, it does not need to be satisfied before moving to the next stage.

the whole team can overcome it together, it will definitely build a strong spirit together. All members need to sit down to communicate, discuss and negotiate ideas together but still based on the principle of respecting everyone's opinions. Above all, when there is a conflict at this stage, the members need to find a solution, make the final decision by the person in charge, receive feedback and develop the idea appropriately. Next step is about norming, this is the stage where all members understand each other, resolve all conflicts and become a team together towards a common goal. At this stage, members listen, understand, and accept the opinions of others. It does not mean rejecting their own opinions, but here, people open up, listen and accept the contributions of everyone in the team. They lower their egos to accept the efforts of others and find common ground and goals together. The fourth stage is performing, this is the stage where all members are an integral part of the team and are indispensable. Almost at this stage, everyone understands their own role in the group, what needs to be done, and the group's goals. Above all, conflicts and misunderstandings have been resolved before, everyone can understand each other better, understand the opinions of other members and thereby come up with the best solutions for the project. It is at this stage that all has become a unified whole and will produce results beyond expectations. Finally, the adjourning phase, this is considered a post-results phase, after all members get the expected results, they will sit together to give feedback and evaluate each other, take notes. receive contributions from members. Here, members will be recognized for their own efforts and can strengthen and develop themselves more later with the members' feedback (Tuckman's Stages of Group Development - West Chester University, 2021). (Tuckman (forming, norming, storming, performing), 2021) With the Human Resources Department, Ms. Hang's team had enough members, when starting a new project, the members did not clearly define the common goal and the final decision maker. This is a big misleading one and it can lead to consequences like conflict and no one taking responsibility. At the beginning, the forming stage, Ms. Hang - the leader

• can meet with team members to talk about the goals and KPIs that the project needs so that the members have more motivation to develop together. At the same time, she must clearly indicate who will make the final decision, who will be the one to close the answer

to avoid conflicts from both sides if there are conflicting opinions. This is important, everything must be clear, the rules are set up to help members determine their own responsibilities. Because Ms. Hang's team skipped the initial phase, the second phase - storming - is mostly conflict developing. Although the members shared their own opinions, conflicts arose. Perhaps they do not listen to others, defend their own opinions and always hold it right, from which the frustration with each individual increases. At the same time, too many opinions but no one finalizes leading to no final results. In our opinion, at this stage, it is right for members to sit down and talk and give their opinions together, but individuals need to respect the opinions of others, listen to and understand their opinions in order to find the common point of the solution for the project. And at the same time, the decision maker needs to be present to offer their solution. In the third stage, norming, after having talked and debated together and also made a final decision, the members have to lower their egos to become part of the team together. The members will understand each other better, know the direction and goals of the whole team. And phase 4 and phase 5, all as one, develop together, complete together and help members. Actually, at phase 1 and phase 2, Ms. Hang's team had problems and they didn't have their own roots, so it was extremely difficult to develop to the later stages. Above all, if from the very beginning, Ms. Hang can clear roles and rules, it can help team members understand each other better, save monitoring time, and will prevent "burning" deadlines on certain days. last day. However, with the Business Development and Sales department, based on our perspective, Mr. Hoon has closely followed the models to be applied. Mr. Hoon clears the job, time and rules right from the start, so the members clearly define the tasks and goals they need to do. At the same time, the understanding from Mr. Hoon has contributed to creating a happy and comfortable atmosphere for the members to develop their work. VIII. THE POTENTIAL BARRIERS AND OBSTACLES. Change is one the most common in our professional life. Their team or organization will make multiple key adjustments, regardless of industry, company size, or leadership team expertise. It can help the manager anticipate and plan for change to maximize its benefits and mitigate disruption in their organization. Below are six common barriers and obstacles to following our recommendations after applying the OB concept. Firstly, lack of consistency is a prevalent barrier. Cognitive dissonance describes what happens when our ideas, beliefs, or behaviors contradict each other. Like the company, when employees hear great things about organizational change, all they can see is the increased workload it will bring to them over the following months. Therefore, observing the promised positive benefits will help create support and keep their employees energized for change (6 Barriers to Organizational Change, and How to Overcome Them - Kadabra | Leadership Teamwork Change, 2022). Secondly, loss of control, especially over processes that have been built up over time. Because in the past employees were arranged in a different way of working that until the last deadline, the new manager came in to check, making them always have a stagnant attitude and quickly lead to bad work performance. After applying OB concepts, the change is a bit too fast, making

X. CONCLUSION

In a work environment, the problem always happens around the organization. Because the company has only been established for three years, mistakes in human resource management are inevitable. The occurrence of problems and issues within the organization are various aspects. The major areas that highlight the problems and issues within the workplace, especially in the DataHouse company, are burnout, quitting job, and deadlines. The solution to the problem of the managers is pretty simple, so it quickly leads to undesirable results. For example, when employees suffer from burnout, forcing employees to recognize the problem and overcome it makes it difficult for them to do it on their own and leads to poor work progress. Besides, when employees quit their jobs, they give employees a break if they want with the idea that even if a reasonable person leaves, another good person will come, and that idea will be difficult to come true. Along with waiting until the last day of the deadline to check how much employees have done, the project is prone to collapse and not complete. After studying OB, we applied OB concepts to make it easier to solve the company's problems while minimizing the unexpected. However, besides that, there are still barriers and risks that managers need to consider to put them in the right situation without too much risk happening. More research and innovation are needed to maintain the company's good interpersonal performance and promote what is inherently good.

XI. REFERENCES

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