Download Online VALID Organizational-Behaviors-and-Leadership Exam Dumps File Instantly[Dec 03, 2024]
Organizational-Behaviors-and-Leadership Exam Dumps For Certification Exam Preparation
NEW QUESTION # 17
Fulfilling a social desire such as affection, acceptance, friendship, or a sense of belonging is an example of which theory?
Select one.
- A. Bigelow's theory of X and Y
- B. Maslow's hierarchy of needs
- C. Three-factor hierarchy
- D. Two-factor theory
Answer: B
Explanation:
Maslow's hierarchy of needs is a theory in psychology that categorizes human needs into five levels, with social needs being one of them. These needs include affection, acceptance, friendship, and a sense of belonging. According to Maslow, fulfilling these social needs is essential for individuals to move on to higher levels of the hierarchy, such as esteem and self-actualization.
NEW QUESTION # 18
Which type of group is defined by the organization's structure?
Choose 1 answer
- A. Informal group
- B. Designated group
- C. Formal group
- D. Unified group
Answer: C
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 # 19
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 discourages collaboration by individuals
- C. Reward system that rewards only individual performance
Answer: A
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 # 20
Identify the three forces that play a particularly important role in sustaining an organization's culture?
Select one.
- A. Socialization methods, selection process, and actions of top management
- B. Age of key employees, socialization methods, and selection process
- C. Age of key employees, selection process, and actions of top management
- D. Socialization methods, age of key employees, and actions of top management
Answer: A
Explanation:
The three forces that play a crucial role in sustaining an organization's culture are socialization methods, the selection process, and the actions of top management. Socialization methods help new employees learn and adapt to the organizational culture.The selection process ensures that individuals who fit the organizational culture are hired. The actions of top management set the tone for the culture by demonstrating appropriate behaviors and reinforcing cultural values. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 21
Which statement is true about work teams?
Choose 1 answer
- A. Members of the group generate positive synergy through coordinated effort.
- B. The primary goal is to share information that is helpful to individual efforts.
- C. The members' primary focus is on improving individual effort.
Answer: A
NEW QUESTION # 22
What is one of the six primary characteristics that define an organization's culture?
- A. Adaptability
- B. Market orientation
- C. Aggressiveness
- D. Political orientation
Answer: C
Explanation:
Aggressiveness is one of the six primary characteristics that define an organization's culture. It refers to the degree to which employees are aggressive and competitive rather than easygoing. This characteristic influences how organizational goals are pursued and how competitive the organization is within its industry.
References:
* Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.
* Cameron, K. S., & Quinn, R. E. (2011).Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). Jossey-Bass.
NEW QUESTION # 23
What is an advantage of a group that is not very cohesive?
Choose 1 answer
- A. There is less need for giving rewards as group rewards.
- B. When performance norms are high, productivity will be higher than in a cohesive group.
- C. When performance norms are low, productivity may be higher than in a cohesive group
Answer: C
Explanation:
In groups that are not very cohesive, members are less likely to conform to group norms. If the performance norms are low, this lack of conformity can lead to higher individualproductivity as members are less influenced by the group's low standards and may strive to perform better on their own.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Hackman, J. R. (1987). The design of work teams. In J. Lorsch (Ed.), Handbook of Organizational Behavior. Prentice Hall.
NEW QUESTION # 24
An employee is motivated by prosperity, economic success, well-being, world peace, and autonomy and self-reliance in the workplace.
Which of the employee's motives is an instrumental value?
- A. Prosperity
- B. Economic success
- C. World peace
- D. Autonomy and self-reliance
Answer: D
Explanation:
Instrumental values are the preferred modes of behavior or means of achieving the terminal values (the end goals). Autonomy and self-reliance are modes of behavior that individuals value to achieve their desired end goals, such as prosperity, economic success, well-being, and world peace. These behaviors guide how individuals conduct themselves to attain their objectives. In contrast, prosperity, economic success, well-being, and world peace are terminal values, representing the end states or goals individuals strive to achieve.
Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 25
What is one of the forces that plays a particularly important role in sustaining an organization's culture?
Choose 1 answer
- A. Individualized interaction
- B. Socialization process
- C. Educational level achieved by key employees
Answer: B
Explanation:
The socialization process plays a particularly important role in sustaining an organization's culture. This process involves the methods by which new employees learn the values, expected behaviors, and social knowledge necessary to assume their roles within the organization. Through orientation programs, mentorship, and continuous reinforcement, the socialization process helps embed the cultural norms and values into new employees, ensuring the culture is maintained over time. This is supported by literature in organizational behavior, which emphasizes the critical role of socialization in cultural perpetuation (Robbins & Judge, 2019).
NEW QUESTION # 26
A company has restructured around teams but performance has not met expectations.
What should be the main evaluation criterion in an appropriate performance evaluation for supporting and improving the performance of teams?
Choose 1 answer
- A. Team members' attitudes
- B. Team cooperativeness
- C. Team activities
- D. Team results being tied to important goals
Answer: D
Explanation:
When evaluating the performance of teams, particularly in a company that has restructured around teams, the main evaluation criterion should be team results being tied to important goals. This criterion focuses on the actual outcomes and achievements of the team, ensuring that their performance is aligned with the strategic objectives of the organization. Evaluating team results helps in identifying whether the team is effective in meeting itsgoals, fostering accountability, and encouraging a results-oriented culture. This approach is supported by research on team performance and effectiveness, which underscores the importance of linking performance evaluations to goal attainment and organizational priorities (Katzenbach & Smith, 1993).
NEW QUESTION # 27
What is a positive effect of a cohesive group?
Select one.
- A. Bringing heterogeneity to the process
- B. Reducing group norm effect
- C. Improving group productivity
- D. Promoting value flexibility
Answer: C
NEW QUESTION # 28
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 # 29
What is an advantage of a cohesive group?
Select one.
- A. When organized by department, task subgroups do not form and command groups emerge.
- B. When performance-related goals are high, a cohesive group is more productive.
- C. When organized by department, task subgroups compete within the group.
- D. When performance-related goals are low, a cohesive group is more productive.
Answer: B
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 # 30
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. Problem solving
- B. Devil's advocate
- C. Smoothing
- D. Compromising
Answer: A
NEW QUESTION # 31
Which term describes the tendency for individuals to expend less effort when working collectively than when working individually?
Choose 1 answer
- A. Independent effort
- B. Selective perception
- C. Employee disengagement
- D. Social loafing
Answer: D
NEW QUESTION # 32
A team is struggling to become productive but cannot decide who should do what.
How should the team leader attempt to resolve the problem?
Choose 1 answer
- A. Resign as team leader
- B. Disband the team because the problem cannot be solved
- C. Research the problem and impose a solution without argument
- D. Coach the team through the difficult
Answer: D
NEW QUESTION # 33
What is an advantage of a strong organizational culture?
Select one.
- A. Core values are weakly held and shared by few employees.
- B. The culture fosters ambiguity.
- C. Employee commitments are weak.
- D. The internal climate exhibits high behavioral control.
Answer: D
NEW QUESTION # 34
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, absence of conflict, and members who fill role demands
- B. A manageable level of conflict, members who are conscientious, and effective leadership
- C. Group performance evaluation, members who score low on the personality characteristic of extroversion, and effective leadership
- D. A climate of trust, members who fill role demands, and a large team size
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 # 35
What is a personal view of how one is supposed to act in a given group situation?
Select one.
- A. Role conflict
- B. Role expectation
- C. Role perception
- D. Role identity
Answer: C
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 # 36
What is a characteristic of problem-solving teams that is different than cross-functional teams?
- A. Problem-solving team members come from the same work unit.
- B. Problem-solving teams use only computer technology to tie them together physically
- C. Problem-solving team members meet only on a virtual basis.
- D. Problem-solving team members come from different work units.
Answer: A
Explanation:
Problem-solving teams typically consist of members from the same department or work unit who meet regularly to discuss ways of improving quality, efficiency, and the work environment. This is different from cross-functional teams, which consist of members from various departments who come together to achieve a common goal.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* McShane, S. L., & Von Glinow, M. A. (2017).Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill Education.
NEW QUESTION # 37
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 proactive behaviors
- B. With organizational investment
- C. With high performance pressures
- D. With defensive behaviors
Answer: D
NEW QUESTION # 38
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. Stimulation, task, and skills
- B. Situation, target, and perceiver
- C. Problem, criteria, and alternatives
Answer: B
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 # 39
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. Cross-functional team
- B. Diverse team
- C. Divergent team
- D. Virtual team
Answer: A
NEW QUESTION # 40
How can an organization transmit its culture to its employees?
Select one.
- A. By requiring employees to memorize the mission statement
- B. By balancing cultural backgrounds
- C. By circulating stories
- D. By studying employee complaints
Answer: C
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 # 41
......
Latest Verified & Correct Organizational-Behaviors-and-Leadership Questions: https://torrentpdf.practicedump.com/Organizational-Behaviors-and-Leadership-exam-questions.html