Organizational Behavior & Politics

This assignment delves into the concepts of organizational behavior and politics. It examines different types of organizational power, explores how individuals influence others within organizations, and discusses the impact of political behaviors. The assignment also touches upon Maslow's Hierarchy of Needs, examining how these needs can influence employee motivation and workplace dynamics.

Organizational Behavior
Assignment 1: Organizational culture and workforce motivation
Lecturer: Dr. Willibeth C. Candol
Name : Dang Quang An
Student’s ID: B200048
Issue date : 20 November, 2020
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Contents
I. Introduction:.............................................................................................................................3
II. LO1: Analyse the influence of culture, politics and power on the behaviour of others in an
organisational context......................................................................................................................4
1. Organizational culture:..........................................................................................................5
Definition of organizational culture:..........................................................................................5
Application of organizational culture into Marriott Corporation:..............................................8
2. Organizational politics:..........................................................................................................8
Definition of politics to the behavior of individual and team in the organization:....................8
Application of organizational politics to Marriott International:.............................................12
3. Organizational power:.........................................................................................................13
Definition of organizational power:.........................................................................................13
Application of organizational power of Marriott:....................................................................15
III. LO2: Evaluate how to motivate individuals and teams to achieve a goal:...........................15
1. Motivation theories:............................................................................................................15
2. Maslow’s hierachies of needs:.............................................................................................15
3. Expectancy Theories:...........................................................................................................18
4. Herzberg’s two factors theory:............................................................................................19
5. Application of Herzberg and Maslow theory on Marriott:...................................................20
Maslow hierarchies of needs on Marriott:..............................................................................20
.Application of Herzberg theory of Marriott International :....................................................21
IV. Conclusion:..........................................................................................................................22
V. Reference list:..........................................................................................................................22
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I. Introduction:
This assignment will argue about the motivation that an employee need to have in the
workplace and the application of the motivational theories that figures out the most
important role that a company should have to encourage their workers.
Also, the combination of cultural orientation, politics and power contribution will be
involved as specific explanation for how an organization will derive through possessing
productive employees and teams.
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II. LO1: Analyse the influence of culture, politics and power on the behaviour of
others in an organisational context.
Introduction of Marriott International:
Topping the list of the top 10 largest hotel chains today, Marriott International is a
multinational hotel group founded in 1927 operating in more than 110 countries. In
Vietnam, the Marriott brand is present in Hanoi and Phu Quoc, Ho Chi Minh City.
Marriott is a business that is more about people than services, and "if you treat your
employees well, they will be more than happy to serve your guests with care." And this
would a praise to their customers as a success.
By step-by-step to get their aims at providing first-rate service to the potential customers,
this has brought officially the number of hotels owned by this group to 5,700; with 1.1
million rooms. Marriott also owns 18 famous hotel brands.
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1.1. The $ 13 billion deal between the Marriott Hotel and Starwood Hotels and Resorts
Worldwide
https://bota.vn/chang-duong-di-den-thanh-cong-cua-tap-doan-khach-san-jw-marriot-p2/
1. Organizational culture:
Definition of organizational culture:
Organizational culture is an energy field that determines how to think, act and observe the
world around them. Culture is influential and intangible. Corporate culture is created
naturally, each time people share a purpose, a culture is created. Culture is formed
automatically based on the combination of thoughts, energies, and perspectives of
everyone in the group. The team can be a family, a project team, or a company.
The culture of an organization is shown through 3 levels:
- Tangible objects: workplace layout and decoration, physical icons, employee clothing,
working conditions and environment.
- The declared values: are reflected in the communication style and behavior of the
employees in the organization, through the business philosophy of the business, leadership
style.
-Assumptions: those are the default values. When the declared values are tested through
the actual operation of the business, accepted by the employees, they will be maintained
over time and gradually become the default values. These default values are often difficult
to change and greatly affect the working style and behavior of employees in the
organization.
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Signs of a great company culture:
 Hiring the right people
 Having a cultural ambassador
 Setting goals
 Positive feedback
 Rewarding success
 Offering pratical perks
 Trusting staff
 Being flexible
 Encouraging open communication
 Having an open ear
 Hosting social events
 Creating a fun workplace
a. The first level : (Artifacts)
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The most important attribute of this cultural level is: easy to observe and difficult to
explain. People can only describe what they see and feel, but cannot simply by that
description that captures the full meaning of the incident, including all phenomena and
things that a person can see, hear and feel when in contact with an organization with a
foreign culture such as:- Architecture, layout, technology, products .
- The organizational structure, departments of the business.
- Documents prescribing the principles of the enterprise's operation.
- Annual rituals and festivals- Icons, logos, slogans, advertising materials of the business-
Language, dress, means of transport, title, expression of emotions, behavior- Common
behavior of members and working groups in the business.
- Stories and myths about the organization.
- Form of product models- Attitudes and behavior of the members of the business.
For example : People might not understand the covered logo of Youtube - established by
3 Paypal employees, which represents the out-reach limit that could afford. Also the logo
signifies for the optimism attitude in combination of perserverence and purity.
--> All artifacts do not illustrate the corporation culture that an organization put through
it but it just represents the behaviors of organizational culture.
a. The second level: (Espoused values): values in the company start from the
founders' beliefs, value conception, and effectiveness is challenged, proven in
reality.
Espoused value is the set list of core values and rules, norms, strategies and missions that
an organization need to set in the future. It is a human-based influence that espouse values
can create for example the behavior of employees towards customers : if the bonuses are
enough and beyond the employees’ expectation then they will treat the potential customers
well and in reverse.
For instance: The core value of Disney is imagination and healthiness through customer’s
experience .
--> The essence of the business ethics problem is that of people: people "have soul", have
calculation and motivation. Therefore it is necessary to solve the problem of the soul, the
motivation. If not determining the soul, it will blind the development and creativity of
enterprises. Not responding. Being motivated physically and mentally, people will find the
necessary values in other places, time to stay enterprises are just the necessary time to earn
food, her people go, expressionless, waiting for hours, outside longer than the inner leg.
This explains why talented people left.
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c. The third level: (Underlying Assumptions):
After the values are set, the individual's actions will naturally be adjusted. Individuals
won't know that default. These underlying assumptions are hard to figure out and change.
For example : the discrimination of Vietnamese people were set in many years but now
with the modern world, people still believe that giving birth to a boy will bring fortune and
happiness rather than a girl. Some of them will not discriminate obviously but they judge
by their behaviors.
Application of organizational culture into Marriott Corporation:
Marriott commits to the core values that Putting People First, Pursuing Excellence,
Embracing Change, Acting with Integrity and Serving Our World resonates with its
associates. They treat their employees with high prize and expectation, even the founder of
Marriott, J.W. Marriott, always nod down to greet his employees. By doing that, the
turnover is very low, which ensure the capabilities of underlying assumptions. As the
result, their hospitality chain is famous for first-rate service. Marriott always participates in
many festivals for LGBTQ+ community or feminism which represents a fair society. This
artifact could help this brand come closer to people in all classes and illustrate the freedom
and connections in one country.
2. Organizational politics:
Definition of politics to the behavior of individual and team in the organization:
Organizational politics are activities that take place within the organization to achieve,
develop, and use power and other resources to achieve better results in a situation where
there are uncertainties. companion in option.
https://hbr.org/2017/04/the-4-types-of-organizational-politics
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Each region has different rules. Navigating these areas requires an awareness of two
important dimensions:
The first is the scale of political activity that takes place. Political motivation begins with
individual players and their political skills. They can evolve into group-level behaviors. At
the other end of this trend is the broader context where politics operates at an
organizational level.
The second aspect is the degree of soft (informal) or hard (formal) power. Soft power is
latent, utilizing influences from relationships and personal values. Political activities are
based on "hard" power based on position, expertise, directives and controll mechanisms.
A. The weeds:
In this group, personal influence and network rules. I call it the "weed" because it is a
natural engine of growth. It could be a good thing. For example, at a nonprofit, the
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Secretary-General took an action (sometimes seen as unethical), causing employees to
worry that they would lose sponsor support and government officials. As a result, an
informal group met regularly to cover up their bad situations. However, within a year, this
got him out of trouble to protect the reputation of the organization. As such, the
development of an informal alliance with political activity is, in this case, a force for good.
To manage the weeds, by fully understanding about the informal network, if the weeds are
supportive of a change, we can provide a network of change champions with the
appropriate support, knowledge and skills to be effective in long-term. This could help
manage the inevitable ambiguity and certainty that comes with change. They can be a real
advantage in embedding and sustaining change within the organization.
B. The rocks:
Power in "Rock" regions is based on personal interactions and "hard" powers (power of
position, expertise or the ability to access resources). It can also include political capital
arising from members or strong relationships with a high-profile group such as the finance
department, a task force, or senior management team. I call this the "rock" because the
rock can symbolize a strong foundation for keeping an organization stable in times of
crisis. But on the contrary, the sharp edges of hard strength can stagnate and ruin
development plans.
Jesse Jacoby in ‘Strategies for Managing Resistance to Change’ suggests:
‘This can be done by allowing change resistors to veto elements of change that are
threatening, or change resistors can be offered incentives to go elsewhere in the company
in order to avoid having to experience the change effort’.
For example, in the case of an advertising agency, senior executives have used the
argument of "potential negative legacy" to the Chairman to review how he is undermining
the long-term interests of the company. . In fact, it is this political act and misuse of power
that motivated Max Weber, a sociologist, to write the book Bureaucracy, where he argues
that the bureaucracy is the most plausible and best way to organize, cooperate and
coordinate modern corporations. This leads us to grow taller.
C. The high ground:
The high ground combines formal authority with organizational systems; I use the term to
describe the rules, structures, policy guidelines, and procedures that form the basis of
political activities.
Therefore, the "high ground" provides guidance to the "Rock" area. It is a political
function. The process of using the structures of control systems and sanctions that help the
organization comply. However, as many regulators know, rules and procedures can also
lead to companies becoming too bureaucratic, where rules are used as a political device to
challenge concerns. appropriate or prevent organizational innovation and change.
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For example, a public agency is having difficulty collecting taxes, because of its slow
structure and slow process. That means millions of tax revenues were not recovered by the
end of the year. The top leaders decided to form a task force outside of the formal
organizational structure to deal with the problem. After the first year, they had reduced the
problem by over 50% and hit a 95% recovery rate by year two. The organization then
changes its formal processes to accommodate these improved methods. Other well-known
examples of similar methods include changes at Nissan, pilot projects at Asda, and the
company that opens Creative Labs in Palo Alto to remove bureaucratic barriers.
D. The Woods:
In addition to formal procedures and guidelines, organizations also have hidden rules,
hidden assumptions, and unspoken habits - that's where we come across the “ Woods”.
Wood can provide protection and safety for everyone in your organization; Or they can be
a desolate place, where ideas, or necessary equipment changes go astray. Hence, it is
important to understand the "woods" where you may have missed out if you focused on the
symptoms of the problem - rather than the "hidden" barriers to strategy execution.
For example, in some organizations, expressing emotions is considered undesirable, and so
the organization finds a way to sneak, ignore, or correct any of the emotions expressed. In
other organizations, expressing certain emotions is imperative - think of the flight attendant
who always smiles.
Organizational politics affect the individual’s behavior:
In terms of excellence in political skill, individuals will gain the effective method from
their jobs as well as first-rate judgements from supervisors’ performance.
By possessing political control, these people can develop the company in a higher level,
not just rely on their sudden ideas from the others. And therefore, they will gain higher
degree in political behavior as an effective tool for them to change the outcome of an
organization.
Organizational politics affects on the team’s performance:
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Political behaviors are normally defined not a part of formal combination in an
organization but it influences the variance of benefits and drawbacks within the
organization.
Organizational politics creates a successful formal structure that cannot be done alone. It
may not be wrong to state that organizational politics adds life to the otherwise lifeless
skeleton of an organization.
Application of organizational politics to Marriott International:
Employees in Marriott always obey the laws, be responsive and understand the
implications of actions. There are very specific rules to guide your interactions with the
government and government officials. These rules may concern political contributions,
lobbying, gifts, illegal gratuities, or providing anything of value to officials.
As associates, employees have a duty to act in the best interests of Marriott and to advance
our legitimate business interests. Marriott supports human rights around the world and
works to protect human rights within our sphere of influence.
Public statements from and concerning Marriott must be coordinated with, approved by,
and released through a central corporate public relations source. The objective is to ensure
that what we communicate publicly is factual, serves our shareholders’ and our interests, is
not misleading or confusing and meets all legal and regulatory requirements.
3. Organizational power:
Definition of organizational power:
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Organizational power is defined as the mandatory resource including rules or disciplines to
allow people’s behavior in order to develop an enterprise and an organization and get what
you want.
Enterprise power is the ability to influence the decisions and behavior of others in the
enterprise. exist in the business whether they want it or not, agree or disagree. Enterprise
power is existential, everyone in the business can easily recognize its strength and
presence. The public legal representative for corporate power includes top executives who
are also leaders of the business in a way that is commonly understood today.
a. Coercive power:
Coercive power is characterized as the use of intimidation to get an employee to obey
directives or commands. This force is used for example, when an executive carries out an
order in fearful of missing his job or his performance incentive.
This kind of power is less important for example, one of the main advantages of using
authoritarian authority is that it allows administrators and subordinates influence over how
a company functions. If workers continue to question company policy or practices,
administrators require the right to change that action and the political ability to grant them
authority.
b. Referent Power:
Referent power does not inherently imply that an individual has positional power in an
organization. Instead it means that they are well-known, respected and appreciated, and
therefore affect some as a result. An individual with referent power can be someone who
views are often respected, who gives information.
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c. Reward Power ( Personal):
If the business speak of “incentivizing” workers, they talk of bringing incentive control
into play. It is carrot, not stick- when people get recognition, incentives and bonuses for
doing their job well.
Starbucks is a prime example, since the entire business thrives on incentive strength. Store
managers have set goals for revenue, staffing and more; meeting them comes with multiple
advantages, not least cash incentives and stock options. As the result, managers tend to be
strongly motivated individual who read management and management manuals provided
by the company on a daily basis.
d. Legitimate Power (Formal):
Legal force that comes into play when someone uses their role within an entity to make
others compliant. Usually, it is high-ranking people like the CEO who give orders that
cannot necessarily be challenged or defied when they call the shots.
e. Expert Power:
Like referent power, expert power takes a while to accomplish it. One must be regarded as
an opinion leader to exert expert strength. In this case, those around them believe that the
expert’s vast expertise and understanding will assist them in making the most beneficial
decisions on the outcome.
f. Information Power (Formal):
Several years after the publication of Raven and the French paper on the five modes of
power, a sixth form – information power – was added to the list.
Although this can be a long-term power type, it is typically time-consuming with a limited
life cycle. That is because someone has knowledge that gives them control over peers and
others.
Examples: a person who holds expert power can be promoted to senior management,
thereby giving him legitimate power.
Require junior workers to report to managers and give managers the power to assign duties
to their juniors. For positional power to be exercised effectively, the person wielding it
must be deemed to have earned it legitimately.
Application of organizational power of Marriott:
Marriott is committed to mitigating the environmental effects of our activities to promote
environmental preservation in collaboration with conservation organizations around the
world.
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Media announcements by and involving Marriott must be organized, accepted and made
public through a central source of corporate public relations. The aim is to ensure that we
convey publicly is accurate, represents clients and values, is not deceptive or ambiguous
and follows all applicable laws and regulations.
At Marriott, meeting the interests of all stakeholders- lenders, hotel managers, guests and
employees- has been an important part of the overall plan. Staff members are spending
their life and relationships in the business. Through doing so the parties involved are
equally legitimate and worthy of respect of any big decision.
III. LO2: Evaluate how to motivate individuals and teams to achieve a goal:
1. Motivation theories:
Motivation is one of the force that helps people achieve specific goals in their life or a
sustainable performance level. Motivation is not sufficient for a person to accomplish an
achievement but it is a condition that refers anyone to try the best version of them to get
the results.
According to David and Anderzej (2010), motivation can be understood as cognitive
decision making in which the intension is to make the behavior that is aimed at achieving a
certain goal through initiation and monitoring.
According to Kumar and Singh (2011, p.12), job satisfaction (or the lack thereof) depended
on the employee’s perception of the degree to which his work delivers those things that he
desires – how well outcomes are met or expectations perhaps even exceeded. In any
circumstances, all well-paid job owners critically decide what they desire and what they
want to while applying for this job. It is a must that motivation plays an important role in
career-oriented decision as well as job satisfaction.
It is organization’s responsibility to support employees with varieties of politics and
working conditions, avoid elements that create dissatisfaction or disrepect between
employees.
2. Maslow’s hierachies of needs:
Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier
model of human needs, often depicted as hierarchical levels within a pyramid.
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2.1. Physiological needs:
Biological needs: are the essential and minimum needs to ensure that humans survive such
as eating, drinkin
g, wearing, survival and development of race and the needs of other bodies.
If people do not get one of these needs, they cannot fully concentrate on their work or daily
life. Maslow consider this sector plays an essential role in supporting people achieve their
goals. Applied in the workplace, for example. Salary or income is a steady property that
allow employees to pay food, taxes, electricity and rental price.
2.2. Safety needs:
The next need that Maslow addresses in this pyramid of need is safety. This is completely
reasonable because the physiological need to help people survive, the next they need
something to ensure to maintain and help them more secure to develop.
For example, emotional security, financial security (e.g. employment, social welfare), law
and order, freedom from fear, social stability, property, health and wellbeing (e.g. safety
against accidents and injury).
Ensuring a safe workplace is essential as the employees will feel safe and reduce the risk of
getting injured. OR if you are nervous about getting sacked out of the company, you will
have a motivation to try your best and complete the workload effectively. It is another kind
of safety that motivates people to perform excellently. In the enterprise, the safety factor is
shown by the full payment of insurance for employees, a well-equipped working
environment.
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2.3. Love and belonging needs:
When their basic needs are fully met, people begin to expand their relationships such as
friendship, love, partner, co-workers .This need is expressed through relationships. such as
family, friends, lovers, clubs to create a sense of intimacy, closeness, helping people feel
not alone, depressed and anxious.
It not easy to form a relationship and a circle of friendship in the company so it is
company’s responsibility to celebrate some meetings or celebrations that allow employees
to have more connections in different departments.
2.4. Esteem:
At this level, people needs the valuation and recognition from the others. They give effort
to accomplish the goals and change themselves to gain reputation in their own area. This
need is reflected in a person's self-esteem, self-confidence, trust, confidence and success
level.
 The desire of possessing reputation and recognition : it represents through the
social status, position or reputation that they have got in the community or in an
organization.
 Self-esteem: This is an extremely important factor for personal development, it is
reflected in the self-esteem of one's own dignity and morality. A person lacking
self-esteem can easily lead to guilt, often feeling anxious about the difficult things
of life.
In the workplace, the overall work has been done by all employees. If the work is done
perfectly, it is employees’ attitude and esteem towards that, so esteem is an important key
to encourage employees to do better even if they are stuck in handling the solutions for
their problem. If there are some negative feedbacks or comments to them, they will feel
disappointed, to some extends, will lead to undesired consequences.
2.5. Self-actualization :
This is highest human’s demand that people want to develop themselves effectively not
just depends on 4 elements below, but their own target to get access to self-development.
This need often appears in successful people, they continue to promote their potential,
strength and wisdom for others to see. Most of these people work to satisfy their passion,
to find values that truly belong to them. Therefore, if this need is not met, people will
regret that their passions have not been fulfilled.
At this level. I have to realize your abilities, skills , your strengths and weaknesses to set
the goals to achieve and develop in long-term landmark. This will support you actively
and positively when you face a problem.
If an employee does not realize self-actualization, they do not get the purpose of working
in that company and the moral to connect with other people to develop his skills and
abilities to fit his job.
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3. Expectancy Theories:
The principle of Vroom explains why people are inspired to try to get something done.
This is perhaps the most commonly used theory in motivational theory. Vrooms claims that
people’s job actions and motives are driven by people’s views of their future goals.
Expectancy Theory has three components : expectancy, instrumentality and valence.
Expectancy is the individual’s expectation that the initiative would contribute to the
expected success objectives. Expectancy defines the person’s assumption that I can do this.
“ Generally, this reasoning is based on an individual’s previous knowledge, consciousness,
and expected success level or target challenge. Factors associated with the understanding
of the person’s desires are maturity, objective complexity and power.
Instrumentality is the assumption that an individual will achieve the desired result if the
standards of success are met. Staff trust that positive performance would lead to well-
deserved promotions. This definition illustrates the relationship between success and result.
Valence is a special attribute and an individual position with a particular result.The value
that reflects the importance of compensation for the individual doing the work is the
personal value attributed to the reward earned. This principle is illustrated by the
relationship between incentives and personal targets.
For example, managers can improve employee motivation if they increase instrumentality
by clearly defining successful performance and designing reward systems tied to this
performance.
Vroom claims that workers are inspired only if they have a good view of the three ideas or
relationships listed above. In other words, if they assume that their actions will yield better
outcomes, the results will lead to incentives that are significant and important to their
personal interests.
4. Herzberg’s two factors theory:
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Herzberg’s two-factor theory suggests that there are two groups of factors that influence
employee motivation in the workplace: maintenance and motivation. Federick Herzberg, a
psychologist interested in the relationship between employee attitudes and work
motivation, proposed this theory.
Herzberg's two factor hypothesis believes that there are two groups of factors that
influence employee motivation in the workplace : maintenance and motivation.
A. Maintenance factors or hygiene factors:
Maintenace factors are factors that cause dissatisfaction in the workplace. They are foreign
influences or self-employed, and they contribute to such aspects as salaries, career
dissatisfaction (the winglingness of workers to hold a position, not to be fired), company
policy, working conditions, leadership qualifications and the interaction between
managers, supervisors and colleages.
For instance, an employee is sure to be dissatisfied with a low-paying job, threatened with
job cuts, an inept boss, always being talked about and surrounded by his co-workers.
B. Motivational factors:
The second category is motivational factors. They are related to employee motivation and emerge
from the underlying circumstances of the workplace, based on the job itself. Motivational
components include accountability, workplace fullfilment, apperciation, accomplishment,
development and advancement opportunities.
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5. Application of Herzberg and Maslow theory on Marriott:
Maslow hierarchies of needs on Marriott:
i. Physiological needs:
At Marriott Hotels and Resorts, they are really important needs for all staffs include shelter, money
and other benefits such as life insurance, health benefits and retirement plan for its employees.
ii. Safety:
There is a common belief in Marriott Hotels and Resorts that the best way to make a worker more
effective for a company is by supplying him with job protection, and Marriott also guarantees that a
variety of other employees, as well as the working environment, follow a safe protocol while at
work.
iii. Social:
Partnerships at Marriott are highly respected and welcomed. Successful associations are perceived
to be important to management and in this regard, managers form an atmosphere in which the
interaction between staff members is highly rewareded. Secondly, meeting the social needs is one
of the key strength to constant management consultation on organizational problems.
iv. Self- esteem:
An employee’s fundamental need is to be able to understand a variety of other roles and
responsiblities to extend his or her roles in one direction or another. The management of Marriott
uses some common strategies such as work enrichment. Cross-training and special projects to make
duties more fulfilling. Employees are also required to take part in the decision-making processed of
the organization.
v. Self-actualization:
A worker will display much more sense of personal advancement and self-fulfullment growth. The
Marriott authorities are well aware of the fact that all of its workers deserve a genuinely
challenging task, a chance to complete their schooling and latitude to justify their personal
processes in order to meet their operational objectives. The management of Marriott are completely
committed to cultivating a work atmosphere where a staff can work. He can quickly fulfill his
personal needs for self-actualization.
.Application of Herzberg theory of Marriott International :
The three main factors that define the style of leadership in Marriott are the qualities of the leaders,
characteristics of the organization’s workers and the setting. Thus, style of leadership can be
classified in line with the influence of the leader and his actions as cooperative, autocratic and
permissionless.
To be a first-rate manager at Marriott, they need to be recognized by distinctive technical
and personal qualities.
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During the Covid-19 pandemic, employees are required to stay at home if needed, they
have shifts to help each other overcome this catastrophy. Also an effective medical care is
available to assist them anytime. On top of that, creative strategies are formed to reduce the
workload to the workers as well as the increase in profitable turnover.
Marriott offers different traning courses with attentive guidelines that aims at buliding up
strategies as well as awareness of municipal culture.
IV. Conclusion:
Motivation is a key role in responding to employee’s needs as well as the organization’s
productivity. Each person has his/ her function in the whole company to access to the
accomplishments of an organization. In the report, we figure out the effects of culture,
politics and power to employees as well as the team in general. It is inevitable that creating
a reward system is always the priority choice of all to encourage workers to move forward
their abilities as well as the power and politics of the company that they follow. Also the
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application of the theories demonstrate the capabilities of each member in developing the
producing system through setting of motivational factors leading from physical needs to
mental desires. According to Penguins Events, rewards and recognition is the first-rate
motivation before leadership, working environment that an employee expect to involve in
an organization.
V. Reference list:
https://bota.vn/chang-duong-di-den-thanh-cong-cua-tap-doan-khach-san-jw-
marriot-p2 (20/11/2018 ) được trích lục 16/11/2020 trong Blog Bota.
http://docshare01.docshare.tips/files/23297/232973671.pdf (không ngày tháng)- được trích
lục 16/11/2020- trích trong https://toppion.com.vn/so-tay-lanh-dao/van-hoa-doanh-nghiep-
la-gi.html
https://hbr.org/2014/12/how-to-tell-if-your-company-has-a-creative-
culture#:~:text=Artifacts%20are%20the%20overt%20and,free%20food%20are
%20also%20artifacts (không ngày tháng )- đã trích lục 16/11/2020 trong Harvard
Business Review.
https://hbr.org/2017/04/the-4-types-of-organizational-politics#:~:text=Depending
%20on%20the%20answers%20to,which%20combines%20formal%20authority
%20with (không ngày tháng)- trích lục ngày 16/11/2020 trong Harvard Business
Review.
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https://courses.lumenlearning.com/suny-orgbehavior/chapter/13-3-the-power-to-
influence/ (không ngày tháng)- đã trích lục ngày 16/11/2020.
https://open.lib.umn.edu/organizationalbehavior/chapter/13-4-organizational-
politics/#:~:text=Simply%20put%2C%20with%20organizational
%20politics,building%2C%20and%20resolving%20conflicting%20interests. (không
ngày tháng)- trích lục ngày 17/11/2020 trong
https://open.lib.umn.edu/organizationalbehavior/
https://www.iedunote.com/power#:~:text=Organizational%20power%20is
%20defined%20as,man%2C%20machine%20and%20other%20resources. (không
ngày tháng) được trích lục ngày 17/11/2020 trong https://www.iedunote.com/
https://www.iedunote.com/power (không ngày tháng)- được trích lục ngày
17/11/2020
https://gobranding.com.vn/thap-nhu-cau-maslow/ (không ngày tháng)- được trích lục
ngày 17/11/2020 trong https://gobranding.com.vn/
https://www.indeed.com/career-advice/career-development/maslows-hierarchy-of-
needs (12/12/2019) – được trích lục trong https://www.indeed.com/career-advice/
https://www.indeed.com/career-advice/career-development/maslows-hierarchy-of-
needs#:~:text=3.-,Love%20and%20belonging,or%20as%20motivated%20to
%20succeed. (không ngày tháng)- được trích lục ngày 18/11/2019.
https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/expectancy-
theory/
https://expertprogrammanagement.com/2018/04/herzbergs-two-factor-theory/
https://www.indeed.com/career-advice/career-development/maslows-hierarchy-of-
needs#:~:text=Maslow's%20Hierarchy%20of%20Needs%20includes,sure%20their
%20needs%20are%20met. (9/12/2019)- đã trích lục ngày 19/11/2020
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