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NEW QUESTION # 35
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. Group performance evaluation with group rewards
- B. Individual performance evaluation with group rewards
- C. Group performance evaluation with individual rewards
- D. Individual and group evaluation with individual and group rewards
Answer: A
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 # 36
What is a characteristic employed by transformational leaders?
Select one.
- A. Intervenes only if performance standards do not meet expectations
- B. Promotes intelligence, rationality, and careful problem solving
- C. Watches for deviations from rules
- D. Contracts exchange of rewards for effort
Answer: B
NEW QUESTION # 37
Which team consists of employees from about the same hierarchical level but from different work areas who come together to accomplish a common task?
Select one.
- A. Problem-solving team
- B. Semi-virtual team
- C. Self-managed work team
- D. Cross-functional team
Answer: D
Explanation:
A cross-functional team is composed of employees from different work areas or functions within the organization who are at roughly the same hierarchical level. These teams are formed to accomplish specific tasks that require diverse expertise and collaborative effort. Reference: Robbins, S.P. & Judge, T.A. (2019).
Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 38
Management is considering a massive reorganization in one plant and plans to organize the 250 employees currently working on the assembly line into teams. Management is seeking increases in productivity and manufacturing output.
Which type of teams should they create?
Select one.
- A. Competitive teams
- B. Quality teams
- C. Virtual teams
- D. Self-managed teams
Answer: D
Explanation:
Self-managed teams are groups of employees who are given the autonomy to manage their own tasks and make decisions. These teams can enhance productivity and manufacturing output by increasing employee engagement, responsibility, and flexibility in taskmanagement. Self-managed teams are known for their ability to adapt to changes and continuously improve processes, making them an ideal choice for increasing productivity.
NEW QUESTION # 39
What is a positive effect of a cohesive group?
Select one.
- A. Bringing heterogeneity to the process
- B. Reducing group norm effect
- C. Promoting value flexibility
- D. Improving group productivity
Answer: D
Explanation:
A cohesive group typically exhibits high levels of trust and cooperation among its members, which can lead to improved group productivity. Cohesiveness fosters a supportive environment where members are motivated to work together effectively, thereby enhancing overall performance and achieving organizational goals.
NEW QUESTION # 40
What is a personal view of how one is supposed to act in a given group situation?
Select one.
- A. Role identity
- B. Role expectation
- C. Role conflict
- D. Role perception
Answer: D
Explanation:
Role perception refers to an individual's view of how they are supposed to act in a given group situation. This concept is crucial in organizational behavior as it influences how employees behave and perform their duties.
Role perception is shaped by various factors including the organization's culture, job descriptions, training, and interactions with peers and supervisors. Understanding role perception helps in managing expectations and improving job performance.
References:
* Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.
* Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2013). Organizational Behavior and Management (10th ed.). McGraw-Hill Education.
NEW QUESTION # 41
Which statement is true about work teams?
Choose 1 answer
- A. The primary goal is to share information that is helpful to individual efforts.
- B. The members' primary focus is on improving individual effort.
- C. Members of the group generate positive synergy through coordinated effort.
Answer: C
NEW QUESTION # 42
What is an advantage of a cohesive group?
Select one.
- A. When performance-related goals are high, a cohesive group is more productive.
- B. When organized by department, task subgroups compete within the group.
- C. When organized by department, task subgroups do not form and command groups emerge.
- D. When performance-related goals are low, a cohesive group is more productive.
Answer: A
Explanation:
Cohesive groups, where members share strong bonds and work together effectively, tend to be more productive when they have high performance-related goals. The group's unity helps members stay motivated and work collaboratively towards achieving the set objectives.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Forsyth, D. R. (2018). Group Dynamics. Cengage Learning.
NEW QUESTION # 43
Employees A and B work together on the same project team. When the team faces a complex and difficult problem, the team leader usually asks Employee A to generate alternative solutions for the team to consider.
Experience has shown that Employee A actively searches for additional information and is more likely to take initiative and to feel that the team can effectively influence the outcomes of its actions. Employee B tends to do well on jobs that are well structured and routine and tends to feel that the outcomes of the team's actions are determined by luck or chance.
Which statement is correct?
Select one.
- A. Employee A exhibits an external locus of control, and Employee B exhibits an internal locus of control.
- B. Employee A exhibits an internal locus of control, and Employee B exhibits an external locus of control.
- C. Employee A exhibits a determinate locus of control, and Employee B exhibits an indeterminate locus of control.
- D. Employee A exhibits an indeterminate locus of control, and Employee B exhibits a determinate locus of control.
Answer: B
Explanation:
Employee A exhibits an internal locus of control because they believe that their actions and decisions significantly influence the outcomes of the team's actions. This is evident from the fact that Employee A actively searches for additional information and takes the initiative, suggesting a belief in their ability to control events and outcomes.
Employee B, on the other hand, exhibits an external locus of control. They tend to perform better in structured, routine jobs and believe that outcomes are determined by luck or chance, indicating a belief that external factors control their fate rather than their own actions.
NEW QUESTION # 44
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. Competitive work environments
- B. Employee-driven decision making
- C. Risk-taking
- D. Self-awareness
Answer: B
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 # 45
What defines acceptable standards of behavior that are shared by group members?
Select one.
- A. Group roles
- B. Group status
- C. Group norms
- D. Group conformity
Answer: C
Explanation:
Group norms define the acceptable standards of behavior shared by group members. These norms influence how group members interact, make decisions, and perform tasks, ensuring consistency and predictability within the group. Norms are established through group consensus and can significantly impact group dynamics and performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition.
Pearson.
NEW QUESTION # 46
What is the optimal method for maximizing team member participation in a global meeting?
Choose 1 answer
- A. Unilateral communication techniques
- B. In-person meeting
- C. Video conferencing technology
- D. Hard copy messaging
Answer: C
NEW QUESTION # 47
Which method should be used to maximize team member participation in global meetings?
Select one.
- A. Parallel voice messaging contacts to tie members together
- B. A Delphi-like sequence of notes via carrier mail to share ideas and encourage dialog between members
- C. Electronic technology to tie team members together during meetings
- D. Change of global meeting membership frequently to maintain interest in meetings
Answer: C
Explanation:
Using electronic technology, such as video conferencing, collaborative software, and other digital communication tools, can maximize team member participation in global meetings. These technologies enable real-time interaction, sharing of information, and collaboration among team members regardless of geographical locations, thus enhancing participation and engagement.
NEW QUESTION # 48
How might a charismatic leader work to increase performance in an organization?
Choose 1 answer
- A. Avoid unconventional behavior.
- B. Issue a memo calling for increased effort.
- C. Articulate an appealing vision.
- D. Demonstrate Type A behavior.
Answer: C
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 # 49
What is an advantage of a strong organizational culture?
Choose 1 answer
- A. The company has low employee turnover.
- B. There is a lack of behavioral consistency
- C. Employee behavior is rarely affected.
- D. Organizational purpose results in limited cohesiveness.
Answer: A
Explanation:
An advantage of a strong organizational culture is that the company has low employee turnover. Strong cultures create a sense of belonging and commitment among employees, which increases their loyalty and reduces the likelihood of them leaving the organization. This cohesiveness leads to higher employee satisfaction, better job performance, and reduced turnover rates. Research indicates that companies with strong cultures often enjoy these benefits due to the alignment of values and consistent behavioral norms (Kotter & Heskett, 1992).
NEW QUESTION # 50
A company is changing their work organization from employees working individually to the use of teams.
Which reward system could be used to foster long-term team effectiveness?
Choose 1 answer
- A. Reward system that discourages collaboration by individuals
- B. Reward system that rewards only individual performance
- C. Reward system that recognizes only group activity
Answer: C
Explanation:
To foster long-term team effectiveness, a reward system that recognizes and incentivizes group activity is crucial. Such a system encourages collaboration, teamwork, and collective responsibility, which are essential for the success of team-based work environments.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Lawler, E. E. (2000). Rewarding Excellence: Pay Strategies for the New Economy. Jossey-Bass.
NEW QUESTION # 51
Management has noticed that the accounting work group is having difficulty because group members seem to be working in different directions.
Which suggested action can the company take to increase group cohesiveness?
Select one.
- A. Give group rewards rather than individual rewards
- B. Establish more rigid role definition for group members
- C. Have the group avoid competition with other groups
- D. Give individual rewards rather than group rewards
Answer: A
Explanation:
Problem-solving is a conflict resolution technique where parties involved meet to identify the problem and resolve it through open discussion. This technique focuses on finding a mutually beneficial solution and addressing the underlying issues causing the conflict, thus ensuring a more sustainable resolution.
NEW QUESTION # 52
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. A manageable level of conflict, members who are conscientious, and effective leadership
- B. Group performance evaluation, members who score low on the personality characteristic of extroversion, and effective leadership
- C. Group performance evaluation, absence of conflict, and members who fill role demands
- D. A climate of trust, members who fill role demands, and a large team size
Answer: A
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 # 53
A person is broadminded, courageous, and forgiving.
Which type of values are these?
Choose 1 answer
- A. Transitory values
- B. Instrumental values
- C. Determinate values
- D. Terminal values
Answer: B
NEW QUESTION # 54
Three employees meet face-to-face to identify a problem and resolve it through open discussion.
Which type of conflict resolution technique is this?
Select one.
- A. Devil's advocate
- B. Smoothing
- C. Problem solving
- D. Compromising
Answer: C
NEW QUESTION # 55
Which option defines organizational culture?
Select one.
- A. A system of shared meanings held by members that distinguishes the organization from other organizations
- B. Perceptions that are characterized in words or feelings but not understood or accepted by the organization
- C. Individuals with feelings that are clearly distinguished from the culture of the organization
- D. A biological entity that shows clear relationships to an organization or group of organizations
Answer: A
Explanation:
Organizational culture is defined as a system of shared meanings held by members that distinguishes the organization from other organizations. This includes values, beliefs, rituals, symbols, and behaviors that are common within an organization. A strong organizational culture can influence employee behavior, enhance job satisfaction, and improve overall organizational performance.
References:
* Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
* Hatch, M. J. (2018). Organization Theory: Modern, Symbolic, and Postmodern Perspectives (4th ed.).
Oxford University Press.
NEW QUESTION # 56
In organizing a team to develop a new brand image for the company's full line of products, management wanted to assign team members who possessed characteristics common to effective teams.
Which list specifies common characteristics of effective teams?
Select one.
- A. A climate of trust, members who score low on the personality characteristic of extroversion, and members who fill role demands
- B. Adequate resources, absence of conflict, specific team goals
- C. A climate of trust, specific team goals, and members who are conscientious
- D. Adequate resources, group performance evaluation, and an absence of conflict
Answer: C
Explanation:
Effective teams typically share certain characteristics that enhance their performance and cohesion. These characteristics include:
* A climate of trust: Trust among team members is crucial for open communication, collaboration, and mutual support.
* Specific team goals: Clear and well-defined goals provide direction and focus, ensuring that all team members are working towards the same objectives.
* Members who are conscientious: Conscientious team members tend to be reliable, organized, and diligent, contributing positively to the team's performance.
These elements create a supportive environment where team members can thrive and work effectively towards common goals.
NEW QUESTION # 57
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