Tourism series organizational behavior

1.

TOURISMSERIESORGANIZATIONAL BEHAVIOR
Dr Sasha Goodwin
Head of the Centre for Academic Development
BUV

2.

ORGANIZATIONAL BEHAVIOR

3.

AGENDA
THEORETICALASPECTSOF ORGANIZATIONALBEHAVIOR,
CULTUREAND LEARNING
VALUESAND CONFLICT
MOTIVATION THEORY
CUSTOMERPRESSURE&CROSS-FUNCTIONALOB
TOMORROW WE WILL FOCUS ON CONFLICTAND CULTURE AND YOUR
LEADERSHIP ACTION PLAN

4.

ORGANIZATIONAL BEHAVIOR
I am from Australia
PhD
Bachelor and Masters of Education
Post Graduate Psychology (Current).
I have lectured Communication and
Business for the past 15 years at Bond
University Australia

5.

ORGANIZATIONAL BEHAVIOR
9:00 – 9:30: Registration & Welcome
9:30 – 10:00: Introductions, Icebreaker, and Setting Expectations
10:00 –11:00: Introduction to Organizational Behavior (OB) & Personal Values Activity
11:00 – 11:15: Break
11:15 – 13:00: Core OB Theories (with interactive applications)
13:00 – 14:00: Lunch
14:00 - 15:30: Motivation, Leadership, and Case Study Introduction
15:30 – 15:45: Break
15:45 - 17:00: Small Group Case Study Work & Group Reflection

6.

ORGANIZATIONAL BEHAVIOR

7.

ORGANIZATIONAL BEHAVIOR
Rating from 1-5 (1 = Strongly disagree / Very low, 5 = Strongly agree / Very high)
1.Overall, the motivation and engagement level of my team is high
2. I experience difficulty motivating, recognizing, and managing challenging or
inappropriate behaviors within my team
3. My team faces strong pressure from both guests and internal requirements, and I often
find it challenging to work with colleagues or team members from different cultures or
generations.
4. What is one challenge you are currently facing with your team?
5. What is one thing you would like to get better at in how you work with your team or
colleagues?

8.

ORGANIZATIONAL BEHAVIOR

9.

ORGANIZATIONAL BEHAVIOR
…knowledge, belief, art, law,
morals, customs and any other
capabilities and habits acquired
by a person as a member of
something.

10.

ORGANIZATIONAL BEHAVIOR
Where Does Culture Come From?
• Organization founder
• Vision and mission
• Past practices
• Top management behavior
• Socialization - The process that
helps employees adapt to the
organization’s culture.

11.

ORGANIZATIONAL BEHAVIOR

12.

ORGANIZATIONAL BEHAVIOR
A single parent company (e.g., TMG) doesn’t have
one organisational culture — it hosts multiple,
coexisting subcultures, each shaped by its brand
identity, market positioning, and operational DNA.

13.

SCHEIN’S MODEL
Culture is something that emerges from interaction and continuously develops
Resistant to change.
Three levels of culture:
• Artifacts
• Values
• Assumptions

14.

LEVEL1– CULTURAL ARTIFACTS
The observable evidence of culture
Physical entities and behaviour
Architecture
Technology
Dress
Forms of address
Decision-making style
Communication patterns

15.

LEVEL2- VALUES
Preferences about how situations should be handled.
• Shared beliefs
• Intangible
Sometimes the espoused and the enacted values can differ

16.

LEVEL3– BASIC ASSUMPTIONS
The viewpoints organisational members hold about the world,
including perceptions, thoughts, feelings and beliefs.
• Subconscious
• The heart of organisational culture.
Assumptions about the nature of reality, time, space, human
nature, and human relationships...

17.

ORGANIZATIONAL BEHAVIOR
What do these say…?
Level 1 cultural artifacts (architecture)

18.

ORGANIZATIONAL BEHAVIOR
The Importance of Values
• Lay the foundation for understanding peoples’ actions,
attitudes and motivations
• Influence perceptions
• Can cloud objectivity and rationality
• Provide an explanation for conflict

19.

ORGANIZATIONAL BEHAVIOR
Company Values
Company values help form the company’s identity and summarises their
purpose.
They can also assist their employees in achieving their goals as well as
the company’s goals.

20.

ORGANIZATIONAL BEHAVIOR
TMG Values
TMG has three core values:

21.

ORGANIZATIONAL BEHAVIOR
Rokeach Value Survey (RVS)
Consists of two sets of values:
• Terminal values, representing what you would like to achieve
• Instrumental values, representing how you would like to achieve your terminal values
Side note: Although there is some overlap, people in different careers typically
order their values differently.
• E.g. One study showed that while community activists had “equality” as their highest
terminal value, executives and union members at a steel mill placed this value at #12
and #13 respectively.
• The community activists had “helpful” as their second highest instrumental value,
but the other groups placed it at #14.

22.

ORGANIZATIONAL BEHAVIOR
Terminal and instrumental values

23.

ORGANIZATIONAL BEHAVIOR
Begin with the Terminal Values and place a check mark beside the five values that are most
important to you. After you have checked five values, then rank order the checked values in order
of their importance to you, with 1 = most important and 5 = least important.
Now turn to the Instrumental Values page and place a check mark beside the five values that are
most important to you. After you have checked five values, then rank order the checked values in
order of their importance to you, with 1 = most important and 5 = least important.
When ranking, take your time and think carefully. Feel free to go back and change your order if you
have second thoughts about any of your answers.

24.

ORGANIZATIONAL BEHAVIOR
Rokeach Value Survey
What was your top value?
What you have just done is surfaced your own
value system!
Values can change over time, so this represents
a snapshot of how you feel about life now

25.

ORGANIZATIONAL BEHAVIOR
Does culture influence our values?
• E.g.: Rokeach surveys reveal people from Asian heritage rank ‘looking
after family’ really high.
• Less so for Australians, who don’t necessarily care less, it’s just that
Asian culture places a higher emphasis on it.
So yes, culture can influence our values.
25

26.

ORGANIZATIONAL BEHAVIOR

27.

Can you finish this sentence?
‘The one thing that inspires me to keep going at work is...’
Feel free to share your thoughts in the chat or just reflect on it
for a moment. It’s a great way to connect with what drives us
as we start the session.

28.

ORGANIZATIONAL BEHAVIOR
Quick Quiz..
What role do non-monetary
incentives play in maintaining longterm employee motivation and
which ones do you find most
effective?

29.

ORGANIZATIONAL BEHAVIOR
Motivation
“a set of energetic forces that originates both within and outside an
employee, initiates work-related effort, and determines its direction,
intensity, and persistence”
(Colquitt et al., 2011, p. 179).

30.

ORGANIZATIONAL BEHAVIOR
Extrinsic / Intrinsic Motivation
Environmental
Extrinsic Outcomes
• Pay
• Bonuses
• Promotions
• Perks
• Awards
• Praise
• Job security
• Support
• Free time
Psychological
Intrinsic Outcomes
• Enjoyment
• Accomplishment
• Knowledge gain
• Skill development
• Personal expression
• (Lack of) Boredom
• (Lack of) Anxiety
• (Lack of) Frustration
30

31.

ORGANIZATIONAL BEHAVIOR
Motivation
While we are discussing
motivation theory, think
about times you have
felt motivated, and/or
demotivated.
Try to ascertain which
theories of motivation
were applicable to these
occasions.
This will help you to
relate to these theories

32.

ORGANIZATIONAL BEHAVIOR
Motivation’s Two Underlying Assumptions
1. The Universalist Assumption
All people are motivated to pursue goals they value

33.

ORGANIZATIONAL BEHAVIOR
2. The Assumption of Content and Process
Content Theories of Motivation:
Theories that offer ways to profile or analyse individuals to identify the
needs that motivate their behaviours.
ie. WHAT motivates us
Process Theories of Motivation:
Theories that focus on why people are motivated to choose one action
as opposed to another.
ie. HOW & WHY we are motivated

34.

ORGANIZATIONAL BEHAVIOR
Examples of Content and Process Theories

35.

ORGANIZATIONAL BEHAVIOR

36.

ORGANIZATIONAL BEHAVIOR
Discussion Questions: Vroom’s Expectancy (VIE) Theory
Expectancy (E): “Can I do it?”
Think of a recent task or goal at work. Did you believe your effort would lead to success?
What helped or hindered that belief?
(e.g., lack of training, unclear instructions, supportive tools)
Instrumentality (I): “Will I be rewarded if I succeed?”
Have you ever delivered strong results but felt the reward (recognition, promotion, bonus,
even safety feedback) didn’t follow? How did that affect your future motivation?
Valence (V): “Do I care about the reward?”
What kind of outcomes matter most to you right now — money, time off, respect, learning,
safety, team recognition? Has this changed over time? Why?

37.

ORGANIZATIONAL BEHAVIOR
Values as Valence Drivers
Your top Rokeach values (e.g., equality, freedom, responsibility) shape
what you value (Valence). How can leaders align rewards or goals with
these deeper values to boost engagement?
When Values Conflict with Rewards
Have you ever been offered a reward (promotion, bonus, project lead)
that conflicted with your personal values? What did you do — and how
did it impact your motivation?

38.

ORGANIZATIONAL BEHAVIOR
For Team & Leadership Application- The Motivation Breakdown
Imagine an employee in your team who’s disengaged or consistently
misses targets. Using VIE, which component (E, I, or V) is most likely
broken? What could a supervisor do to fix it?
Safety Culture Connection
How might low ‘instrumentality’ explain why near-misses go
unreported? (“Even if I report it, nothing changes.”) What can leaders do
to rebuild trust in the system?
Rewards That Don’t Motivate
Sometimes bonuses or incentives backfire. When has an “extrinsic
reward” actually reduced motivation or trust? What was missing —
expectancy, instrumentality, or valence?

39.

ORGANIZATIONAL BEHAVIOR

40.

ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
“Recall a time customer pressure triggered breakdown — not in service,
but in how teams worked together.
What role did you play? What did you notice about:
• Communication patterns?
• Who got blamed?
• What assumptions surfaced about other departments?”

41.

ve each group one cross-functional tension pair (rotate if time allows):
ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
Sales
Operations
Front Office
Accounting
HR
“Sales sells what Ops can’t deliver.”
→Blame: “They don’t understand capacity!” / “They’re too
rigid!”
Misaligned KPIs: Sales rewarded on volume, Ops
on efficiency →goal incompatibility(De Dreu C
Weingart)
Reservations
“FO gets the angry guest; Reservations says ‘not our error’.” Poorhandover protocols+ no shared mental model
→Blame: “They don’t check notes!” / “They improvise too
of guest journey →coordination loss(Steiner’s
model)
much!”
All Revenue Teams
“Accounting blocks refunds; teams see them as ‘the
police’.”
→Blame: “They care more about rules than guests!”
Role ambiguity: Accounting’s mandate
(compliance) vs. service teams’ mandate
(recovery) →unresolvedrole conflict(Kahn et al.)
“HR proposes wellbeing initiatives during peak season.”
→Blame: “They’re out of touch!” / “They don’t prioritise
people!”
HR positioned assupport, notstrategic
partner→boundary spanning failure(Tushman C
Scanlan)
Department Heads

42.

ORGANIZATIONAL BEHAVIOR
Transactional Model of Stress (Lazarus & Folkman)
Stress arises not from pressure itself, but from:
Primary appraisal: “Is this a threat (to my safety, reputation, workload)?”
Secondary appraisal: “Do I have resources (control, support, fairness) to
cope?”
In cross-functional crises, secondary appraisal often fails: staff feel no
control over upstream decisions (e.g., Sales over-promising) and no
support from peers.

43.

ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
Step 1: Think of a recent time customer pressure triggered tension
between teams — e.g., Sales overbooked, Ops couldn’t deliver, FO got the
fallout.
Now — in pairs — take 60 seconds each to share:
‘What did your function immediately assume about another team in that
moment?’
No judgment — just notice the reflex.

44.

ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
Step 2: Name the Pattern (3 mins)
“What did you hear? Likely things like:
‘Sales doesn’t care about reality.’
‘Ops is too rigid.’
‘Accounting is the police.’
This is the blame reflex — a survival response when stress hits. Our
brains seek cause to regain control.
But here’s the OB truth:
Blame isn’t about the other team — it’s data about system design.
When good people consistently misattribute intent, the structure is
broken — not the people.”

45.

ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
Step 3: The 3-Minute Reset (8 mins)
“Now — same pairs — try this:
Reframe one blame statement as a system signal.
Example:
‘Sales overpromises.’
‘Our incentive system rewards volume, not feasibility — so Sales acts rationally.’
Try it:
Pick one blame statement from your discussion
Ask: ‘What structural condition makes this behaviour rational?’
Rewrite it as a neutral, diagnostic insight

46.

ORGANIZATIONAL BEHAVIOR
Customer Pressure & Cross-Functional OB
Great leadership doesn’t eliminate
pressure — it replaces the blame
reflex with the curiosity reflex.
Because when we diagnose the
system, we free people to be their
best — even in the storm.

47.

ORGANIZATIONAL BEHAVIOR

48.

ORGANIZATIONAL BEHAVIOR
Partial Information Exercise (PIE)

49.

INFORMATION REQUEST SUBMISSION CARD
Group Name:
To answer Questions 2, 3, and 5, identify three specific pieces of missing information. Be precise —
vague requests cannot be fulfilled.
Request 1:
What do you need to know?
Why is this critical for your analysis?
Request 2:
What do you need to know?
Why is this critical for your analysis?
Request 3:
What do you need to know?
Why is this critical for your analysis?
Group Agreement: We confirm these are our top 3 prioritised requests.

50.

ORGANIZATIONAL BEHAVIOR

51.

ORGANIZATIONAL BEHAVIOR
Questions

52.

ORGANIZATIONAL BEHAVIOR
Recap
Kahoot

53.

ORGANIZATIONAL BEHAVIOR
Any questions

54.

THANKYOU
www.buv.edu.vn
facebook.com/Britishuniversityvietnam