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| Section | Objectives |
|---|---|
| Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
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NEW QUESTION # 18
What is an advantage of a strong organizational culture?
Answer: D
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 # 19
What is a positive effect of a cohesive group?
Answer: C
Explanation:
Cohesiveness is generally viewed as a desirable trait in organizational groups because of its potential to improve group productivity. In a highly cohesive group, members are more likely to communicate effectively, experience less internal friction, and display higher levels of commitment to group goals. This internal synergy typically leads to a more efficient work process and higher quality output.
However, the relationship between cohesiveness and productivity is moderated byperformance-related norms. If a cohesive group has high performance norms (standards for hard work and quality), productivity will be significantly higher than in a group with low cohesiveness. Conversely, if a highly cohesive group has low performance norms, their productivity may actually decrease because they are united in their desire to work less. Despite this nuance, the fundamental positive organizational outcome associated with fostering cohesion is the enhancement of the group's ability to produce results.
NEW QUESTION # 20
Which dimension of the Fiedler contingency model is associated with the degree of influence a leader has over variables such as hiring, firing, discipline, promotions, and salary increases?
Answer: D
Explanation:
The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives control to the leader. Fiedler identified three contingency dimensions that define the situational favorableness: Leader-member relations, Task structure, andPosition power.
Image of Fiedler's Contingency Model
Position power is specifically defined as the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. A leader with high position power has significant structural authority, which makes it easier to influence the behavior of subordinates through formal rewards and sanctions. In contrast, a leader with low position power must rely more heavily on personal influence or rapport to achieve goals. Understanding these dimensions is crucial because Fiedler argued that a leader's style is essentially fixed; therefore, to improve effectiveness, one must either change the leader to fit the situation or change the situation (such as increasing or decreasing the leader's position power) to fit the leader.
NEW QUESTION # 21
How can an organization transmit its culture to its employees?
Answer: C
Explanation:
Culture is transmitted to employees in several ways, most notably through stories, rituals, material symbols, and language.Ritualsare repetitive sequences of activities that express and reinforce the key values of the organization-what goals are most important, which people are important, and which are expendable. For example, a company might hold an annual awards ceremony that celebrates "risk-taking," thereby reinforcing a culture of innovation more effectively than a written document could.
These ritualistic activities serve as a physical manifestation of the organization's underlying values. While mission statements (Option A) provide a formal overview, they often fail to capture the "lived experience" of the culture. Similarly, while the selection process influences who enters the organization, the transmission of culture happens after hiring through consistent, repeated social practices. By engaging in these rituals, employees internalize the organization's norms and expectations, transforming them from "outsiders" to
"insiders" who understand the shared organizational meaning.
NEW QUESTION # 22
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: B
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 # 23
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