Organizational Behaviors and Leadership 시험 - WGU실제시험문제와 답 - 78문항

Question No : 1

What is a disadvantage of group decision making? Select one.

A.Groupthink
B.Felt conflict
C.Norm disintegration
D.Role disintegration

정답:
Explanation:
Groupthink is a disadvantage of group decision-making where the desire for harmony and conformity in the group leads to irrational or dysfunctional decision-making outcomes. Members suppress dissenting opinions, leading to a lack of critical evaluation of alternatives and potentially poor decisions.

Question No : 2

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.Employee-driven decision making
C.Risk-taking
D.Competitive work environments

정답:
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.

Question No : 3

What is true about the relationship between performance evaluation and motivation? Choose 1 answer

A.The relationship does not depend on the perceptual process.
B.The relationship is strongest when employees are not aware of the criteria used for the evaluations.
C.Performance evaluations have little potential for impacting motivation.
D.Employees must have confidence that the effort they exert will lead to a favorable performance evaluation

정답:
Explanation:
The relationship between performance evaluation and motivation is strongest when employees have confidence that the effort they exert will lead to a favorable performance evaluation. This concept is rooted in the expectancy theory of motivation, which posits that employees are motivated when they believe their efforts will result in desirable performance outcomes and subsequent rewards. Clear, transparent, and fair evaluation criteria help build this confidence, enhancing motivation and encouraging employees to put in their best efforts. Studies in organizational behavior and psychology highlight the importance of perceived fairness and transparency in performance evaluations for maintaining high levels of motivation (Vroom, 1964; Locke & Latham, 2002).

Question No : 4

What is a personal view of how one is supposed to act in a given group situation? Select one.

A.Role expectation
B.Role identity
C.Role conflict
D.Role perception

정답:
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.

Question No : 5

Which of the following characteristics is closely associated with informal groups but not associated with formal groups?

A.Formed to meet social interactions’ needs
B.Usually has a negative impact on the organization
C.Defined by organizational structure
D.Directed towards organizational goals

정답:

Question No : 6

How can an organization transmit its culture to its employees? Select one.

A.By studying employee complaints
B.By requiring employees to memorize the mission statement
C.By balancing cultural backgrounds
D.By circulating stories

정답:
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.

Question No : 7

How can an organization transmit its culture to its employees? Choose 1 answer

A.By analyzing employee gripes and complaints
B.By using material symbols and specific language
C.By requiring employees to memorize the mission statement
D.By influencing the balance of employees' cultural backgrounds

정답:
Explanation:
An organization can transmit its culture to its employees by using material symbols and specific language. Material symbols include the physical layout of the workplace, dress codes, and corporate logos, which convey the organization's values and norms. Specific language, including jargon and slogans, also plays a crucial role in reinforcing the cultural identity and shared understanding among employees. This approach is well-documented in studies on organizational culture transmission (Schein, 2017).

Question No : 8

What is a purpose of employee performance evaluations? Select one.

A.To evaluate the physiological symptoms of organizational functionality
B.To assess the physiological symptoms of organizational dysfunctionality
C.To measure reliability of an employee's attitude toward customers
D.To serve as criteria against which management validates selection and development programs

정답:
Explanation:
Employee performance evaluations serve multiple purposes within an organization. One primary purpose is to act as a benchmark for management to validate and improve various programs, including selection and development programs. By evaluating employee performance, management can determine whether their selection processes are effective in choosing the right candidates and whether their development programs are successful in enhancing employee skills and competencies. This helps in ensuring that the workforce remains productive and aligned with organizational goals. References: Robbins, S.P., & Judge, T.A. (2019). "Organizational Behavior." Pearson Education; Noe, R.A., et al. (2020). "Human Resource Management: Gaining a Competitive Advantage." McGraw-Hill Education.

Question No : 9

What defines acceptable standards of behavior that are shared by group members? Select one.

A.Group status
B.Group norms
C.Group conformity
D.Group roles

정답:
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.

Question No : 10

What is a difference between a work group and a work team Select one.

A.A work group's performance is greater than the sum of the individual inputs while a work team focuses on improving individual efforts.
B.Work group members work individually while work teams accomplish work through a coordinated effort.
C.Work group skills are complementary while work team skills are random and varied.
D.The goal of work groups is collective performance while the goal of work teams is to share information that is helpful to each worker.

정답:
Explanation:
A work group is characterized by the sum of individual efforts without the need for collective synergy. Each member is responsible for their own tasks and performance. In contrast, a work team involves coordinated effort where members work interdependently towards a common goal, leveraging collective skills and collaboration to achieve higher performance.
Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Question No : 11

Which dimension of the Fiedler contingency model is associated with the degrees of influence a leader has over variables such as hiring, firing, discipline, promotions, and salary increases?

A.Task structure
B.Leader-member exchange
C.Position power
D.Leader-member relations

정답:

Question No : 12

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 recognizes only group activity
B.Reward system that rewards only individual performance
C.Reward system that discourages collaboration by individuals

정답:
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.

Question No : 13

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 and group evaluation with individual and group rewards
B.Group performance evaluation with individual rewards
C.Group performance evaluation with group rewards
D.Individual performance evaluation with group rewards

정답:
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.

Question No : 14

Manager A supervises 10 district units with 100 employees and receives $100,000 in compensation.
Manager B supervises 5 district units with 50 employees and also receives $100,000 in
compensation. Manager A is upset by this relationship and is looking for a new job.
Which theory explains A's motivation to look for a new job? Choose 1 answer

A.Equity theory
B.Inequity theory
C.Perception theory
D.Perceptual fairness theory

정답:

Question No : 15

What is true about the relationship between performance evaluation and motivation? Select one.

A.Employees must have confidence that the effort they exert will lead to a favorable performance evaluation.
B.Employees must have confidence that the performance evaluation will measure their emotional state.
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.

정답:
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.

WGU Organizational Behaviors and Leadership 시험