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| Section | Objectives |
|---|---|
| Topic 1: Organizational Structure and Culture | - Organizational change and development - Organizational culture dimensions - Organizational structure types - Organizational design principles - Organizational communication |
| Topic 2: Group Behavior and Dynamics | - Group structure and roles - Power and political behavior - Team building and teamwork - Conflict and negotiation - Group development stages |
| Topic 3: Leadership Theories | - Contingency theories - Trait approaches to leadership - Behavioral approaches - Contemporary leadership perspectives - Transformational vs transactional leadership |
| Topic 4: Individual Behavior and Personality | - Attitudes and job satisfaction - Perception and attribution - Motivation theories (Maslow, Herzberg, Vroom) - Individual decision-making - Personality traits and theories |
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NEW QUESTION # 31
A is ambitious and cheerful at work. Which type of values are these?
Answer: C
Explanation:
Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode. In Organizational Behavior, Milton Rokeach created the Rokeach Value Survey (RVS), which classifies values into two distinct sets: Terminal values and Instrumental values.
Terminal valuesrefer to desirable end-states of existence. These are the goals a person would like to achieve during their lifetime, such as world peace, prosperity, or a sense of accomplishment.Instrumental values, on the other hand, refer to preferable modes of behavior or means of achieving the terminal values. Being
"ambitious" and "cheerful" are behavioral traits or methods that an individual employs to reach their ultimate goals. For instance, being ambitious (an instrumental value) is the "means" an employee uses to achieve the
"end" of financial success or career status (a terminal value). Similarly, being cheerful is a mode of conduct that might help an individual achieve the terminal goal of social recognition or happiness. Therefore, because these descriptions focus on thehowof behavior rather than thewhatof ultimate life goals, they are strictly categorized as instrumental values. Understanding these values is crucial for managers because they influence motivation and how employees perceive organizational rewards and culture.
NEW QUESTION # 32
What is an aspect of cross-functional teams that makes them difficult to manage?
Answer: C
Explanation:
Cross-functional teams are composed of employees from about the same hierarchical level but from different work areas-such as marketing, finance, and production-who come together to accomplish a task. While these teams are highly effective for coordinating complex projects and solving problems that require diverse perspectives, they are notoriously difficult to manage in the early stages.
The primary challenge is thatit takes time to build trust and teamworkamong people with different backgrounds, experiences, and perspectives. Each member comes from a different functional "culture" with its own jargon, priorities, and ways of looking at a problem. For example, a member from the engineering department might prioritize technical perfection, while a member from the marketing department might prioritize speed to market. These differing perspectives can lead to conflict and misunderstandings during the initial stages of group development. Furthermore, because members have primary loyalties to their home departments, creating a sense of "team identity" takes significant effort from the leader. Leaders of cross- functional teams must spend considerable time facilitating communication, resolving interpersonal conflicts, and aligning the various functional goals into a single project vision. Until a baseline of mutual trust is established, the team may struggle with "silo" thinking, where members protect their own department's interests rather than working toward the team's collective goal. Only after the team moves through the
"storming" phase of development and builds trust can it begin to leverage its diverse skills for high performance.
NEW QUESTION # 33
Which characteristic describes an advantage of a virtual team as compared with other types of teams?
Answer: B
Explanation:
Virtual teams use computer technology to unite physically dispersed members in order to achieve a common goal. The defining advantage of virtual teams is their ability to overcome the constraints of time and space, allowingpeople to work together who might otherwise not be able to collaborateon a work task. This is particularly beneficial for global organizations that need to pull together the best experts regardless of where they are located in the world.
Image of virtual team collaboration
However, virtual teams face unique challenges compared to face-to-face teams. Because they rely on electronic communication, they often suffer from a lack of nonverbal cues (like body language and tone of voice), which makes communication less rich and more prone to misunderstanding. Consequently, virtual teams often report lower levels of satisfaction with the interaction process and may take longer to build trust and rapport (refuting options B and D). To be effective, managers of virtual teams must ensure that the team has the right technology, that progress is closely monitored, and that efforts are made to create "social presence" through occasional video calls or face-to-face meetings to build the trust that forms more naturally in traditional office settings. Despite these hurdles, the strategic benefit of accessing diverse talent from across the globe makes the virtual team an essential tool in the modern organizational landscape.
NEW QUESTION # 34
Management is considering a change in one plant and plans to organize employees into teams. Management wants the teams to review processes, apply critical thinking, and take full responsibility for outcomes. Which type of team should they organize?
Answer: D
Explanation:
The distinguishing factor between different types of teams is the level of authority and the scope of their responsibility.Problem-solving teamstypically only make recommendations; they do not have the authority to implement their suggestions or take full responsibility for the results.Virtual teamsare defined by their use of technology to bridge physical distance rather than their level of autonomy.
In this scenario, because management wants the team to "take full responsibility for outcomes," they must organizeself-managed teams. These teams are designed to operate without direct supervision, handling the planning, execution, and monitoring of their work. They go beyond critical thinking and process review- which a problem-solving team might do-by actually making the operating decisions and being held accountable for the final performance. This structure requires a high degree of trust from management and extensive training for employees, as the team essentially performs the roles previously held by first-line supervisors.
NEW QUESTION # 35
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?
Answer: B
Explanation:
Group cohesiveness refers to the degree to which members are attracted to one another and are motivated to remain part of the group. When members are "working in different directions," it indicates a lack of alignment and shared purpose. One of the most effective structural methods to foster unity is togive group rewards rather than individual rewards. When rewards are tied to the collective output of the team, members are incentivized to collaborate, share information, and support one another to ensure the entire group succeeds.
Individual rewards often foster internal competition, which can further fragment a group that is already struggling with alignment.
In addition to group-based rewards, other strategies to increase cohesiveness include making the group smaller, increasing the time members spend together, and stimulating competition withothergroups (rather than avoiding it). By shifting the focus from individual achievement to collective success, the organization encourages members to coordinate their efforts, thereby increasing the "we-feeling" necessary for high- performing teams.
NEW QUESTION # 36
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