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| Section | Objectives |
|---|---|
| Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
| Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Foundations of Organizational Behavior | - Individual behavior in organizations - Definition and scope of organizational behavior - Work attitudes and job satisfaction |
| Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Organizational Structure and Culture | - Organizational culture and change - Organizational design and structure types |
>> Exam Organizational-Behavior Objectives Pdf <<
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NEW QUESTION # 13
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?
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 # 14
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?
Answer: B
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 # 15
Which statement is true about groupshift?
Answer: C
Explanation:
Groupshift is a phenomenon related to groupthink, specifically describing the way group members tend to exaggerate their initial positions when discussing a given set of alternatives. In a group setting, the collective decision often shows a shift toward a more extreme version of the position held by members before the discussion began. While many people assume groups always lead to more conservative decisions, groupshift demonstrates that the shift can move in either direction: toward greater caution or toward greater risk.
The shift toward risk is more common in many organizational settings. This occurs for several reasons: first, the shared responsibility of a group diffuses the accountability for any single individual, making them feel bolder. Second, members who are more willing to take risks may be perceived as more confident and thus exert more influence over the group's final decision. Conversely, if the initial atmosphere of the group is conservative, the discussion tends to reinforce that caution, leading to a "shift" toward even more extreme avoidance of risk. Understanding groupshift is vital for managers because it highlights that group decisions are not necessarily "average" or "moderate" versions of individual opinions; rather, the social dynamics within a group can drive the collective toward extremes that no single member might have chosen independently.
Recognizing this allows leaders to implement checks and balances, such as appointing a devil's advocate, to ensure that the group does not drift into a dangerous or overly timid position due to the social reinforcement of the shift phenomenon.
NEW QUESTION # 16
What is an advantage of a strong organizational culture?
Answer: C
Explanation:
Astrong organizational cultureis one in which the core values are both intensely held and widely shared by the members. One of the primary advantages of such a culture is theformation of strong employee commitment. When employees believe in and identify with the organization's values, they are more likely to be dedicated to its goals and more willing to put in extra effort to see the organization succeed.
A strong culture also serves to reduce turnover because it creates a high level of agreement among members about what the organization stands for. This unanimity of purpose builds cohesiveness and loyalty.
Furthermore, a strong culture acts as a substitute for formalization; it tells employees how they are expected to behave without the need for thick manuals or rigid rules. While it can have liabilities (as noted in Q32), the immediate organizational benefit is a motivated, committed workforce that shares a common sense of direction.
NEW QUESTION # 17
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?
Answer: B
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 # 18
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