New Organizational-Behavior Exam Preparation, Reliable Organizational-Behavior Test Tutorial

New Organizational-Behavior Exam Preparation, Reliable Organizational-Behavior Test Tutorial


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WGU Organizational-Behavior Exam Syllabus Topics:

Section Objectives Leadership Theories - Transformational vs transactional leadership

- Behavioral approaches

- Trait approaches to leadership

- Contingency theories

- Contemporary leadership perspectives

Individual Behavior and Personality - Individual decision-making

- Motivation theories (Maslow, Herzberg, Vroom)

- Perception and attribution

- Attitudes and job satisfaction

- Personality traits and theories

Organizational Structure and Culture - Organizational culture dimensions

- Organizational structure types

- Organizational design principles

- Organizational change and development

- Organizational communication

Group Behavior and Dynamics - Team building and teamwork

- Group development stages

- Power and political behavior

- Conflict and negotiation

- Group structure and roles

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WGU Organizational Behavior (GTO1, C715) Sample Questions (Q20-Q25):

NEW QUESTION # 20

A project team was formed to complete a specific project. At the end of the first 6 months, the team was unable to deliver the results. The main cause was several team members spending significant time mistakenly working on the same tasks. Which role of a team lead is most useful in the given case?

  • A. Motivator
  • B. Controller
  • C. Coordinator
  • D. Planner

Answer: C

Explanation:

In group dynamics, the failure described-redundant efforts and a lack of task synchronization-points to a failure incoordination. TheCoordinatorrole is responsible for clarifying goals, delegating tasks, and ensuring that the efforts of individual team members are integrated rather than duplicated. Without effective coordination, even highly motivated and skilled teams can fail because their energy is dissipated through

"working in different directions".

While a "Planner" (Option B) sets the initial schedule and a "Controller" (Option C) monitors outcomes, the Coordinator acts as the glue during the execution phase. The Coordinator ensures that every member knows their specific contribution and how it fits into the whole. In this case, because the members were "mistakenly working on the same tasks," a Coordinator would have intervened to clarify boundaries and manage the interdependencies of the work. Effective coordination is the primary antidote to the "process losses" that occur when team members overlap in their efforts.


NEW QUESTION # 21

An employee is motivated by 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. World peace
  • B. Economic
  • C. Autonomy and self-reliance
  • D. Prosperity

Answer: C

Explanation:

In Organizational Behavior, values are often classified using the Rokeach Value Survey, which distinguishes betweenTerminal ValuesandInstrumental Values. Terminal values represent the ultimate goals or "end- states" an individual hopes to achieve, such as prosperity (economic success), well-being, and world peace.

These are the destinations toward which a person works. In contrast, instrumental values are the "modes of conduct" or the means by which one achieves those terminal goals.

In this specific scenario, "autonomy and self-reliance" are categorized as instrumental values because they describe the behavioral methods an employee uses to navigate the workplace and eventually reach their terminal goals, such as economic success or personal well-being. For example, an employee might use autonomy (an instrumental value) as a tool to gain the efficiency required to achieve prosperity (a terminal value). Understanding this distinction is vital for managers because while terminal values tell us what the employee wants to achieve, instrumental values tell us how they prefer to behave in order to get there.

Autonomy and self-reliance are practical approaches to work life rather than the final life-goals themselves, thus fitting the definition of instrumental values perfectly.


NEW QUESTION # 22

In organizing a team to develop a new product for entry into the electronics market, management wanted to assign team members having characteristics common to effective teams. Which list specifies common characteristics of effective teams?

  • A. Members who are emotionally stable, members who fill role demands, and a manageable level of conflict
  • B. A climate of trust, members who score low on the personality characteristic of extroversion, and effective leadership
  • C. A climate of trust, members who fill role demands, and an absence of conflict
  • D. Effective leadership, members who score low on the personality characteristic of extroversion, and members who fill role demands

Answer: A

Explanation:

The effectiveness of a team is generally categorized by its composition, context, and process. According to the Big Five Personality Model and team research, effective teams are typically composed of individuals who score high onemotional stability, agreeableness, and conscientiousness. These traits help maintain a positive working environment and reduce interpersonal friction. Furthermore, teams must ensure that they have people to fill variousrole demands-meaning that all necessary tasks and social-maintenance functions are being performed by someone within the group.

Crucially, effective teams do not necessarily have an "absence of conflict" (which refutes option C). Instead, they maintain amanageable level of conflict. Specifically, "task conflict"-disagreements over the content of the work-can actually stimulate discussion and lead to better decisions, provided that "relationship conflict" (interpersonal animosity) remains low. Therefore, a team that is emotionally stable, fulfills its role requirements, and handles conflict constructively is much more likely to succeed in a high-pressure environment like the electronics market than one that simply tries to avoid all disagreement.


NEW QUESTION # 23

After physiological desires such as hunger, thirst, and shelter are met, the next level of desires becomes the basis for motivation. This is an example of which theory?

  • A. X and Y hierarchy
  • B. Two factor theory
  • C. Bigelow's three factor theory
  • D. Maslow's hierarchy of needs

Answer: D

Explanation:

Abraham Maslow's Hierarchy of Needs is perhaps the best-known theory of motivation. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:Physiological(hunger, thirst, shelter),Safety(security and protection),Social(affection, belongingness),Esteem(self-respect, autonomy), andSelf-actualization(achieving one's potential).

Image of Maslow's hierarchy of needs


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The core premise of this theory is the "progression principle," which states that as each of these needs becomes substantially satisfied, the next need in the hierarchy becomes dominant as a motivator. The question highlights that once physiological desires (the lowest level) are met, the individual moves to the next level. In Maslow's original model, the level immediately following physiological needs isSafety and Security. This level involves seeking a predictable environment free from physical and emotional harm. In an organizational context, this translates to job security, health benefits, and a safe working environment. According to Maslow, once an employee feels physically safe and secure, they will no longer be motivated by these factors and will instead seek to satisfy "social" or "belonging" needs. While contemporary research suggests that people don't always follow this rigid linear progression, Maslow's model remains a foundational tool for managers to understand that an employee's needs change as their circumstances improve.


NEW QUESTION # 24

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

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

Answer: C

Explanation:

All groups have establishedNorms, which are defined as acceptable standards of behavior shared by the group's members that tell them what they ought and ought not to do under certain circumstances. Norms are powerful because they act as a means of influencing the behavior of group members with a minimum of external controls. Common organizational norms include performance norms (how hard to work), appearance norms (dress codes), and social arrangement norms (whom to eat lunch with).

Norms are distinct fromGroup Roles, which are specific behaviors expected of a person in a specific position.

While roles might differ from member to member (e.g., a leader vs. a scribe), norms are generally shared by the entire collective.Group Statusrefers to a socially defined position or rank given to groups or group members by others, andConformityis the act of adjusting one's behavior to align with the norms of the group.

Therefore, the "standards of behavior" themselves are the norms. When an individual violates these shared standards, they often face social pressure or sanctions from the group, which reinforces the importance of norms in maintaining group stability and predictability.


NEW QUESTION # 25

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