- This paper was just the answers for midterm exam of 2014 IMBA class. - Depends on the below questions the paper was submitted on 2014 Dec 13, to the Lecturer of the class named "Organizational Behavior and Leadership". - And I thank to all of the respective persons too. Four Questions! (1) Why does a person enter to an organization? What does he/she want from their job? (2) Analyze Hofstede’s cultural dimensions and its relevance to managing a multicultural environment in organizations. Why should managers need to understand these cultural values for successful performance in the workplace? (3) Motivate and retrain employees in the organization are essential, choose one motivation theory that you think managers should adopt in the organization for motivation and retaining their employees in the organization? (4) As discussed in the classroom, losing face is critical for the Thai people, how should manager give negative feedback in the workplace?

1. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
Question 1
Why does a person enter to an organization? What does he/she want from their job?
There are many different reasons why a person enters to an organization. Those might
be: (1) For the job opportunity and the value of life (Ivancevich, 2008); (2) Generally
people behaviors were driven by their needs. In other word, people’s behaviors are dependent
on what they act, reflect or react, to some extent, is to fulfill their needs.1
There are four
needs according to business administration concept. They are; Economic, Spiritual and
Psychological, Social, and Education Needs. A person needs can be fulfilled by
‘organization’.2
He or she can get whatever from organization under the related condition.
Organization can provide his or her life and it can employ, educate, serve, inform, feed, heal,
protect, and entertain his or her.3
That is why he or she enters to and what he or she wants
from their job.4
(3) This is an ultimate nature. We are born in an organization (whatever
organization), whether we accept or not to. We spend much of our lives for organization,
whether we enter or not to organization. We spend much of our leisure time by paying,
playing and praying in organization. Most of us will die in an organization and the largest
organization of all (the State) will arrange for us.5
If we belief or understand the State can
encompass us, that means we have already entered to an organization.6
We all either are
related to or have entered to an organization, in somehow.
Naturally, a person wants from his or her organization, respect, trust, recognition (or
appreciation), appropriate salary (or wage), entitlement, celebration on diversity and
development as well.7
If they can not satisfy with those things their working position and
productivity are no longer sustainable and harder to control or supervise them day after day.
Our wills and manners on keeping them may be alike encouraging or doing forced labor as
well.
1
According to Handout: IMBA class, Payap University (09 Nov 2014)
2
According to Handout: IMBA class, Payap University (09 Nov 2014), [the word ‘organization’ comes from
the word “organism” (Bertalanffy, 1975, p.152) which means the structure of living things such as animals or
plants and humans. In terms of biology, organism is, by definition, organized things (Bertalanffy, 1968, p.47).
This is why an organization is compared frequently with a human’s body which comprises many parts. In the
New Testament, 1 Corinthians 12:12, succinctly states that: “The body is a unit, through it is made up of many
parts; and though all its parts are many, they form one body.”
3
According to Kreitner, 2008, p.5
4
Reference to the second part of the question one.
5
According to Etzioni, 1964, p.1
6
This is not about idea or brainstorming or any discussion on the stateless persons.
7
Here development means growth in social life, spiritual position, mental and physical behavior including
healthy and happy in workplace.

2. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
Question 2
Analyze Hofstede’s cultural dimensions and its relevance to managing a multicultural
environment in organizations. Why should managers need to understand these cultural values
for successful performance in the workplace?8
Hofstede's cultural dimensions theory is a framework for cross-cultural
communication, developed by Geert Hofstede. It describes the effects of a society's culture on
the values of its members, and how these values relate to behavior, using a structure derived
from factor analysis. The theory has been widely used in several fields as a paradigm for
research, particularly in cross-cultural psychology, international management, and cross-
cultural communication.9
Culture plays a vital role in any organization, especially, in multinational and
international companies which has expat employees or migrant workers. So, it is important to
learn the importance and impact of culture on performance management in organizations.
I would like to present with what are the perspectives of Hostefe and other scholars on
cultural dimensions.
Hostfede (1984) states that international managers need to understand deeply the
ranges of culture determined value system which exists between the nations and this should
be used to transfer in other words share knowledge of management ideas from one nation to
another. Here it is important for us to learn about the cultural variables that directly or
indirectly affect the performance management in an organization.
Hofstede’s (1980) organizational culture varies from industry to industry and forms
country to country. It shows its different characteristics like diversity in workforce. It can
create both positive and negative effect on the staff and the workplace. In fact culture
determines the survival of an organization over the long term. Cultures can be a liability to an
organization if it creates barriers to change, create barriers to diversity or barriers to mergers
and acquisitions (Robbins, 2009).
8
This question is under discussion and conceptualizing.
9
See: http://en.wikipedia.org/wiki/Hofstede%27s_cultural_dimensions_theory (accessed on 09 Dec 2014)

3. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
The cultural framework provided by Hofstede’s has been overall accepted as unit for
measuring differences among nations (Triandis, 1982). It is also fact that number of studies to
investigate the effect of culture on human resource polices are limited. The cultural
dimensions have been grouped into two categories, namely relations between people and
motivational orientations (Hofstede, 2000).
“In fact, Hofstede later was heard to complain occasionally that practitioners
sometimes misunderstood or misused his research, a common problem with new theories as
they make their way into the world” (John W. Bing, 2014).10
Concerning analysis on Hofstede’s cultural dimensions theory, mostly scholars and
researchers discussed about the four dimensions. But there are more than four dimensions for
Hofstede. Hofstede had introduced the fifth dimension which is Long term orientation which
is mostly related to individualism dimension (Lu, Lung-Tan, Lee & Yuan Ho, 2005).
Individualism versus Collectivism: In individualism the ties between individuals are
loose. Everyone is expected to look after him and her family. Collectivism stands for a
society which are integrated into strong, cohesive in-groups, which throughout people’s
lifetime continue to protect them in exchange for unquestioning loyalty” (Hofstede, 2002, p
225). Usually, we are talking about individualism as the opposite one to collectivism. So
what is changing here, Individualism is a social theory favoring freedom of action for
individuals over collective or state control and collectivism is the practice or principle of
giving a group priority over each individual in it (Hofstede, 2005). How do we standardize
and approach on being individualism and collectivism. Even the position of Hofstede’s
discussion is not in one definition yet.
Masculinity versus Femininity: According to Reddy (2011) this issue comes on
surface due to the emotional differences between two genders. Masculinity Index (MAS),
differ with each country based on high gender roles, distinction at work. It has been found to
be highest in Japan. By Hoftede (2005), in feminine society, (a) dominant values in society
are caring for others and preservation, (b) people and warm relationships are important, (c)
both boys and girls are allowed to cry but neither should fight, (d) work in order to live, and
(e) resolution of conflicts by compromise and negotiation. In masculine society, (a) dominant
10
See more: http://www.itapintl.com/index.php/about-us/articles/hofstedes-consequences?tmpl=comp (accessed
on 09 Dec 2014)

4. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
values in society are material success and progress, (b) money and things are important, (c)
girls cry, boys do not; boys should fight back when attacked, girls should not fight, (d) live in
order to work, and (5) resolution of conflicts by fighting them out. So, this statement seems
feminine society brings positive sign and masculine society seems negative sign, from the
point of view of community.
Power Distance: This is another index in which the less powerful members of
organizations and institutions accept and expect that power is distributed unequally. This
dimension also expresses “the degree to which the less powerful members of a society accept
and expect that power is distributed unequally.” The fundamental issue here is how a society
handles inequalities among people. People in societies exhibiting a large degree of power
distance: accept a hierarchical order; everybody has a place; and needs no further
justification. In societies with low power distance: people strive to equalize the distribution of
power; and People demand justification for inequalities of power.
Uncertainty Avoidance: This aspect measures how much the culture has made its
members of society feel comfortable or uncomfortable in unstructured situations. The
fundamental issue here is how a society deals with the fact that the future can never be
known: should we try to control the future or just let it happen? Countries exhibiting strong
Uncertainty avoidance Index (UAI) maintain rigid codes of belief and behavior and are
intolerant of unorthodox behavior and ideas. Weak UAI societies maintain a more relaxed
attitude in which practice counts more than principles. People in cultures with high
uncertainty avoidance tend to be more emotional. By means of bringing optimism,
acceptability of uncertainty or adaptability of uncertainty is a better position here.
Concerning cultural value, “a manager needs to understand how to interpret other’s
perception as this defines their attitudes, personality, motives, interest, and most importantly,
expectations” (Robbins & Judge, 2012).
As a conclusion, managers need to understand these cultural values and dimensions
for successful performance in the workplace because it is becoming an essential knowledge
to be successful in business field (not only for commercial business organization, but also for
non-profit organizations as well). Naturally, various cultural diversities and dimensions
become growing, followed by the question like how can we manage multicultural groups or
how can we acculturate ourselves into multicultural environment, is coming really crucial.

5. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
References
Reddy, Anuradha (2011), “Cultural Dimensions & Impact on Performance Management,”
Zenith International Jurnal of Multidisciplinary Research Vol.1 Issue 6, October 2011. ISSN
2231 5780, p.300-311 (www.zenithresearch.org.in)
Jane, Liz, Peace, and Soren (2014), ‘PowerPoint Presentation on Culture Dimensions of
Hofstede (2005)’, in IMBA class, Payap University.
Hofstede, Geert and Hofstede, Gert Jan (2005), “Cultures and Organizations: Software of the
Mind,” Revised and Expanded 2nd
Edition.
Holley Klein’s Management and Different Values (accessed from internet on 08 Dec 2014)
Ivancevich, Konopaske and Matteson (2011), “Organizational Behavior and Management,”
McGraw-Hill International Edition.
**********
Question 3
Motivate and retrain employees in the organization are essential, choose one motivation
theory that you think managers should adopt in the organization for motivation and retaining
their employees in the organization?
Firstly, I would like to start with two questions what is ‘motivation’ and types of
‘motivation theories’? According to Bulkus & Green (2009), motivation is derived from the
word “motivate”, means a move, push or influence to proceed for fulfilling a want. In view
of Bedian (2003), it is an internal drives to satisfy an unsatisfied need and the will to
accomplish. Also motivation is a progression of moving and supporting goal directed
behavior (Chowdhury, M. S., 2006). It is an internal strength that drives individual to pull
off personal organizational goals (Reena et al, 2009).11
According to Wisdom for Future Leaders organization, “Success comes from
motivation. And it is important to know how to motivate others, not only to get motivated
11
See Muogbo, U. S. (2013) ‘The Impact of Employee Motivation On Organisational Performance (A Study Of
Some Selected Firms In Anambra State Nigeria)’. p.71-72

6. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
oneself. Not only we are important in life – other people and their success are important, too.
We should feel responsible and should care about others’ welfare.”12
So, here we can see
motivation is used for life success.
According to Dr. Bimal Buch (2013), “Motivation is a buzz word in field of
management. A successful manager is one who can motivate subordinates as well as can keep
motivation level high for a prolonged period of time, preferably forever.”13
Can we say
motivation is a skill or a compulsory task of management of a manager?
Motivation meant by many different meanings by such people. Anyway final
destination of motivation is, for the benefit and effectiveness of particular organization and
particular persons including both employers and employees. This is what I would like to
define here.
Generally, there are two major theories of motivation. They are: (1) The content
theories and (2) The Process theories. Under the content theories, (a) Maslow’s hierarchy of
needs, (b) Herzberg’s two factors (motivator-hygiene theory), (c) Alderfer’s ERG theory
(existence needs, relatedness needs, and growth needs), and (d) McClelland’s learned needs
(or three-needs) theory (need for achievement, need for affiliation, and need for power).
Under the process theories, (a) Adam’s equity theory, (b) Vroom’s expectancy theory, (c)
Goal-setting theory, and (d) Reinforcement theory.
For now and according to my stance, McClelland’s learned needs (or three needs)
theory is the most suitable one for managers, should adopt in the organization for motivation
and retaining their employees in the organization.
If no providing need for achievement or if no achievement, how employers or
employees can satisfy with each other. How they will go next together and how they will feel
to themselves? Disappointment to each other and to themselves is the most potential issue. If
possible, achievement with reward is better situation for both sides. Because of it is the desire
to excel and succeed. But managers should be aware the process of reward and its impacts.
12
See: http://wisdomforfutureleaders.org/motivation-learn-to-give-it-to-others/ (accessed on 09 Dec 2014)
13
See: http://bimalbuch.blog.com/2013/09/17/motivation-theories-carrot-and-stick-gragorian-theory-x-and-y-
maslow%E2%80%99s-need-hierarchy-theory-aldelfer%E2%80%99s-erg-theory-hertzberg%E2%80%99s-
hygiene-theory/ (accessed on 09 Dec 2014)

7. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
If no providing need for affiliation or if no affiliation to their particular task and
interpersonal relationship, what will be happened in the long term? Every person or employee
has their own interest or specialization. By receiving money and working on whatever task
which assigned by manager is just for short term. Lack of recognition and interpersonal
relationship on employees’ interests or developments (what do they want to do or what are
their needs?), is not good enough for organization and employees as well. Because of it is the
desire for concern and interpersonal relationship.
The third one is building power within workplace is strengthening relations between
manager and employees. Here, power means not to control, not to influence and not to order
negatively. It is meant by strengthening relations, mandate, constructive influence,
empowerment and ability.
In my opinion, the need for achievement and the need for power are matching with
carrot and stick motivation. This motivational mean is fair for the persons who want to hold
achievement and power. But there is a question how we will use it effectively and in
balanced, to avoid from any impact and harm. How we will use carrot and stick positively? A
manager needs to use them judiciously.14
In my workplace, always I am thirsty these achievement, affiliation and power as well
as sense of ownership. But the core and substance of achievement, affiliation and power
meant by myself might be pretty different from McClelland’s idea.
Finally and practically, using mixed motivation theory and motivating on
circumstance and situation is a possible way too.
**********
Question 4
As discussed in the classroom, losing face is critical for the Thai people, how should manager
give negative feedback in the workplace?
14
Partly based on Dr. Bimal Buch (2013), ‘Motivation theories (Carrot and stick, gragorian theory X and Y,
Maslow’s need hierarchy theory, Aldelfer’s ERG theory, Hertzberg’s hygiene theory)’.

8. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
Providing negative feedback is not a bed response, just a support. In fact, that is the
best way to be able to help the other person. Because ‘good’ is not actually ‘good and as the
nature of workplace, saying ‘everything is good ever’ is merely a lie. But while giving
negative feedback it needs to be all the more important, because giving negative feedback is
due to a necessity to have to do that. Unforgettable one for giving negative feedback is not
only pointing out problems but also focusing on solution. Normally, people recommend
applying both positive and negative feedbacks fairly. Spend time for practice (writing or
speaking) on how should provide feedback (self and others) is also needed.15
According to Citigroup Inc and LinkedIn Corporation (2014), “At its best, feedback
is a powerful tool, stimulating honest self-reflection, insight and improvement. At its worst,
it’s the reason your colleague wound up crying in the bathroom.” How can we help our
colleagues grow without hurting any feelings?
There are many suggestions and ideologies regarding with giving negative feedback.
As samples: (1) Ask permission first. “I start by asking, ‘May I give you some feedback?’
Generally people say ‘yes’ but sometimes they say ‘no’ and that’s OK. Asking permission
may seem unusual, but it seems to start a conversation that people want to hear.” (Carolyn
Warren, Cyber Investigator); (2) Be solution-oriented. “Listen a lot and always start with
something positive. Try to offer a solution as well.” (Carrie Curley, Owner, Curley Design
Group); (3) Choose your words wisely. “Positive or negative feedback should always be
honest and delivered with respect. If the feedback process itself lacks integrity then
employees will disengage.”(Bridget Sarikas, VP at Right Advisory LLC).16
However, the goal of feedback is not to tell people what to do or how to do it. That is
mistaking the process for the goal. The actual goal of feedback (even negative feedback) is to
improve the behavior of the other person to bring out the best in our entire organization.
There are ten rules for giving negative feedback.17
15
This idea partly based on a presentation of Jayakumar Balasubramanian (b.jayakumar@gmail.com). (accessed
on 10 Dec 2014)
16
Based on the PowerPoint Presentation of Citigroup Inc and LinkedIn Corporation (2014).
17
Based on Geoffrey James (2012), ‘10 Smart Rules for Giving Negative Feedback’.
http://www.inc.com/geoffrey-james/how-to-give-negative-feedback-10-rules.html (accessed on 11 Dec 2014)

9. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
1. Make negative feedback unusual. When a work environment becomes filled with
criticism and complaint, people stop caring, because they know that whatever they do they
will be criticized and blamed. Likely they will try to quit or get depression or try to ignore
their environment.
2. Don't stockpile negative feedback. Changes in behavior are more easily achieved when
negative feedback is administered in small doses. When managers stockpile problems,
waiting for the "right moment," employees can easily become overwhelmed. Normally,
feedback is happening after the fact immediately.
3. Never use feedback to vent (also as blasting feeling). Sure, our job is frustrating but
although it might make us feel better to get relief of our chest, venting a string of criticisms
seldom produces improved behavior. In fact, it usually creates resentment and passive
resistance.
4. Don't email negative feedback. People who avoid confrontation are often tempted use
email as a vehicle for negative feedback. That is not good idea. Email is more easily
misconstrued, and when messages are copied, it can bring other people into the fray.
5. Start with an honest compliment. Compliments can start a feedback session on the right
footing and can bring unto right track. Effective feedback focuses on the positive while still
identifying areas for further growth and better outcomes, though giving negative feedback.
6. Uncover the root of the problem. We can give better feedback if we understand how the
other person perceives the original situation. We can ask questions such as, "Why do you
approach this situation in this way?" or "What was your thought process?" not only provides
our perspective, but it can lead other people to discover their own solutions and their own
insights. Understanding the root cause of the problem is one of the priorities.
7. Listen before we speak. Most people can't learn unless they first feel that they have been
heard out. Effective feedback means paying attention and giving high-quality feedback from
an empathic place, stepping into the other person's shoes, appreciating his or her experience,
and helping to move that person into a learning mode.
8. Ask questions that drive self-evaluation. Much of the time, people know where they are
having problems and may even have good ideas about how to improve. We can ask questions

10. No.6, Mr. Saw Franklin Daniel Aye, ID----------, Business Administration, BA 605, 2014_12_13
such as "How could we have done better?" and "What do you think on improvement?" that
can drive for their self-evaluation and let other person involved in building a shared plan as
well.
9. Coach the behaviors you would like to see. Negative feedback is useless without a
model for how to do better. But simply telling the other person what to do or how to do it is
usually a waste of time, already described in above.
10. Be willing to accept feedback, too. If you truly believe that negative feedback can
improve performance, then you should be willing to accept it as well as provide it. In fact,
few things are valuable to managers with getting honest feedback from employees. It is to be
treasured rather than discouraged or ignored.
Finally, whether negative feedback or positive feedback, all leaders and followers, all
managers and employees, and all colleagues and companions in an organization or a society
need to understand and accept giving feedback, especially in goodwill.
“We all need people who will give us feedback. That's how we improve.” Bill Gates18
**********
18
See: http://www.brainyquote.com/quotes/keywords/feedback.html (accessed on 11 Dec 2014)