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NEW QUESTION # 21
A company decided to change their work organization from individuals working independently to production teams. However, they decided to continue their same approach to performance evaluation and salary adjustment, which had worked well since the performance evaluation process had been improved. After a year's experience with the new team structure, it was obvious that productivity had decreased. A consultant's conclusion was that the approach to performance appraisal and assigning rewards was a cause of the teams' failure to perform.
Which approaches to performance evaluation and granting rewards would have been more effective in this situation?
Select one.
- A. Individual performance evaluation with group rewards
- B. Group performance evaluation with individual rewards
- C. Individual and group evaluation with individual and group rewards
- D. Group performance evaluation with group rewards
Answer: D
Explanation:
When transitioning to a team-based structure, it is essential to align performance evaluations and reward systems with the new organizational setup. Group performance evaluation with group rewards would have been more effective in this situation because it fosters a sense of collective responsibility and encourages collaboration among team members. Individual rewards can create competition rather than cooperation, which can undermine team productivity and morale.
References:
* Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
* Katzenbach, J. R., & Smith, D. K. (1993).The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
NEW QUESTION # 22
What is one of the six primary characteristics that define an organization's culture?
- A. Aggressiveness
- B. Forecasting
- C. Political orientation
- D. People orientation
Answer: D
NEW QUESTION # 23
How can an organization transmit its culture to its employees?
Select one.
- A. By requiring employees to memorize the mission statement
- B. By studying employee complaints
- C. By balancing cultural backgrounds
- D. By circulating stories
Answer: D
Explanation:
An organization can transmit its culture to employees through various means, including circulating stories.
Stories about significant events, achievements, and key figures in the organization's history help convey the organization's values, norms, and traditions. These stories serve as a powerful tool for communicating cultural messages and reinforcing desired behaviors. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 24
Employee B was upset by Employee A's behavior at the department's planning meeting.
Which factors will influence Employee B's perception in this situation?
Choose 1 answer
- A. Situation, target, and perceiver
- B. Problem, criteria, and alternatives
- C. Stimulation, task, and skills
Answer: A
Explanation:
Perception in an organizational context is influenced by three primary factors: the situation, the target, and the perceiver. The situation refers to the context in which the perception occurs, the target is the object or person being perceived, and the perceiver is the individual forming the perception. In the scenario where Employee B is upset by Employee A's behavior, Employee B's perception is shaped by the specific circumstances of the planning meeting (situation), Employee A's actions (target), and Employee B's own experiences, attitudes, and psychological state (perceiver). This tripartite model explains how subjective perceptions can vary greatly among individuals. References: Robbins, S.P., & Judge, T.A. (2019). "Organizational Behavior." Pearson Education; Schermerhorn, J.R., et al. (2018). "Organizational Behavior." Wiley.
NEW QUESTION # 25
When organizing a team to develop a new quality control system, management wanted to assign team members having characteristics common to effective teams.
Which list specifies common characteristics of effective teams?
Choose 1 answer
- A. Group performance evaluation, members who score low on the personality characteristic of extroversion, and effective leadership
- B. A manageable level of conflict, members who are conscientious, and effective leadership
- C. A climate of trust, members who fill role demands, and a large team size
- D. Group performance evaluation, absence of conflict, and members who fill role demands
Answer: B
Explanation:
Effective teams often exhibit characteristics such as a manageable level of conflict, which encourages diverse viewpoints without causing dysfunction; conscientious team members who are responsible and dependable; and effective leadership to guide and support the team's efforts.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach. McGraw-Hill/Irwin.
NEW QUESTION # 26
Which type of group is defined by the organization's structure?
Choose 1 answer
- A. Designated group
- B. Unified group
- C. Informal group
- D. Formal group
Answer: D
Explanation:
A formal group is defined by the organization's structure, with designated work assignments establishing tasks.
This definition aligns with the roles and relationships explicitly outlined by the organization. These groups are created to achieve specific organizational objectives and include departments, project teams, and committees.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Greenberg, J. (2011). Behavior in Organizations. Pearson.
NEW QUESTION # 27
Management is considering a reorganization of sales regions and plans to allow employees to live and work in their respective sales territories throughout the United States. However, the vice president of sales wants the regionally-dispersed agents to participate in weekly sales meetings.
Which type of teams should be organized?
Choose 1 answer
- A. Quality teams
- B. Cross-functional teams
- C. Virtual teams
- D. Self-managed teams
Answer: C
NEW QUESTION # 28
What is a purpose of employee performance evaluations?
Choose 1 answer
- A. To serve as a screening device for selecting new employees
- B. To determine who is best tuned to organizational politics
- C. To measure the physiological symptoms of organizational dysfunctionality
- D. To provide feedback and determine reward allocations
Answer: D
Explanation:
The primary purpose of employee performance evaluations is to provide feedback and determine reward allocations. Performance evaluations offer a structured opportunity for managers to assess an employee's work performance, provide constructive feedback, and recognize achievements. This process helps in identifying areas for improvement, setting goals, and aligning individual performance with organizational objectives.
Furthermore, performance evaluations are essential for making informed decisions about promotions, bonuses, and other rewards, thereby reinforcing desired behaviors and motivating employees. This is supported by organizational behavior literature, which emphasizes the role of performance appraisals in human resource management (Dessler, 2020).
NEW QUESTION # 29
How might a charismatic leader work to increase performance in an organization?
Select one.
- A. Convey through words and actions a new set of values
- B. Take a transactional approach emphasizing contingent rewards
- C. Avoid confusion of purpose by adhering to strictly conventional behavior
- D. Take a laissez-faire approach to encourage goal achievement
Answer: A
NEW QUESTION # 30
What is true about the relationship between performance evaluation and motivation?
Select one.
- A. Employees must have confidence that the performance evaluation will measure their emotional state.
- B. Employees must have confidence that the effort they exert will lead to a favorable performance evaluation.
- C. There is no relationship if the performance evaluation is tied to the employee's superordinate goals.
- D. Employees see a negative exponential relationship to the performance evaluation.
Answer: B
Explanation:
The relationship between performance evaluation and motivation is grounded in expectancy theory, which posits that employees are motivated to exert effort when they believe that their effort will lead to a favorable performance evaluation, which in turn will lead to desirable rewards. This belief in the link between effort, performance, and rewards is crucial for maintaining high levels of motivation. If employees do not have confidence in this relationship, their motivation to perform well will likely decrease. References: Vroom, V.H.
(1964). "Work and Motivation." John Wiley & Sons; Locke, E.A., & Latham, G.P. (2002). "Building a Practically Useful Theory of Goal Setting and Task Motivation." American Psychologist.
NEW QUESTION # 31
What type of team is formed when employees from about the same hierarchical level but from different work areas come together to accomplish a task?
Choose 1 answer
- A. Diverse team
- B. Virtual team
- C. Divergent team
- D. Cross-functional team
Answer: D
NEW QUESTION # 32
Which characteristic is unique to virtual teams as compared with face-to-face teams?
Select one.
- A. Limited social context
- B. Members from same hierarchical level
- C. Members with varied skills
- D. Diversity of member backgrounds
Answer: A
Explanation:
Virtual teams differ from face-to-face teams primarily due to their reliance on digital communication, which limits the social context. This can result in reduced opportunities for informal interactions, relationship-building, and immediate feedback, which are more easily achieved in face-to-face settings.
Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 33
Which approach might be used to mentor a less-experienced employee?
Choose 1 answer
- A. Threatening and sponsorship
- B. Refereeing and counseling
- C. Coaching and threatening
- D. Counseling and sponsorship
Answer: D
NEW QUESTION # 34
An individual set a goal of selling an average of 10 items per call and making a total of 25 sales calls during the week. The individual kept a careful tally of calls and sales. At the end of the week the individual had made
25 calls and sold an average of 10.3 items per call.
Which two factors contributed to the individual's success, considering the goal-setting theory of motivation?
Select one.
- A. Specificity and self-generated feedback
- B. Specificity and effort-performance expectation
- C. Challenge and effort-performance expectation
- D. Challenge and other-generated feedback
Answer: A
Explanation:
According to the goal-setting theory of motivation, two critical factors contributing to goal achievement are goal specificity and feedback. Specific goals are clear and measurable, which helps individuals understand what is expected of them. Self-generated feedback allows individuals to monitor their own progress, make necessary adjustments, and stay motivated. In this scenario, the individual set a specific goal of selling an average of 10 items per call and making 25 sales calls, and kept a tally of calls and sales, providing self-generated feedback. Reference: Locke, E.A. & Latham, G.P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation. American Psychologist.
NEW QUESTION # 35
Management has noticed that the quality improvement work group is struggling because members seem to be working in different directions.
Which suggested action can the company take to increase group cohesiveness?
Select one.
- A. Physically isolate the group
- B. Make the group larger
- C. Establish more rigid roles for group members
- D. Decrease the difficulty of becoming a group member
Answer: A
Explanation:
Increasing group cohesiveness can be achieved by physically isolating the group, which encourages members to interact more frequently and develop stronger bonds. This isolation can help the group focus on their common goals and work together more effectively. Other options, such as making the group larger or decreasing the difficulty of becoming a group member, would likely decrease cohesiveness. Establishing more rigid roles might also hinder the flexibility needed for effective teamwork. Reference: Robbins, S.P. & Judge,
T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 36
Recognize how workplace politics influence behavior within an organization.
How do employees often respond when feeling threatened by organizational politics?
Choose 1 answer
- A. With defensive behaviors
- B. With proactive behaviors
- C. With high performance pressures
- D. With organizational investment
Answer: A
NEW QUESTION # 37
How might a charismatic leader work to increase performance in an organization?
Choose 1 answer
- A. Articulate an appealing vision.
- B. Issue a memo calling for increased effort.
- C. Demonstrate Type A behavior.
- D. Avoid unconventional behavior.
Answer: A
Explanation:
A charismatic leader can increase performance in an organization by articulating an appealing vision.
Charismatic leaders inspire and motivate their followers by presenting a compelling future state that aligns with their values and aspirations. This vision provides a sense of purpose and direction, encouraging employees to put in extra effort and align their behaviors with organizational goals. The transformational leadership literature extensively supports this approach, highlighting the role of vision articulation in enhancing organizational performance (Bass & Riggio, 2006).
NEW QUESTION # 38
Which of the following characteristics is closely associated with informal groups but not associated with formal groups?
- A. Directed towards organizational goals
- B. Formed to meet social interactions' needs
- C. Defined by organizational structure
- D. Usually has a negative impact on the organization
Answer: B
NEW QUESTION # 39
To promote self-managed work teams, an organization devised an "initiative-taking training program" for its employees.
Which part of a self-managed team is being promoted in the given scenario?
- A. Self-awareness
- B. Competitive work environments
- C. Employee-driven decision making
- D. Risk-taking
Answer: C
Explanation:
Self-managed teams rely on employees to make decisions collectively and autonomously. An "initiative-taking training program" equips employees with the skills and confidence to make decisions and take initiative without constant supervision, which is a key aspect of employee-driven decision making in self-managed teams.
NEW QUESTION # 40
What is an advantage of a strong organizational culture?
Select one.
- A. The culture fosters ambiguity.
- B. Employee commitments are weak.
- C. Core values are weakly held and shared by few employees.
- D. The internal climate exhibits high behavioral control.
Answer: D
NEW QUESTION # 41
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