ExamPassdump WGU Organizational-Behavior 덤프는WGU Organizational-Behavior실제시험 변화의 기반에서 스케줄에 따라 업데이트 합니다. 만일 테스트에 어떤 변화가 생긴다면 될수록 2일간의 근무일 안에WGU Organizational-Behavior 덤프를 업데이트 하여 고객들이 테스트에 성공적으로 합격 할 수 있도록 업데이트 된 버전을 구매후 서비스로 제공해드립니다. 업데이트할수 없는 상황이라면 다른 적중율 좋은 덤프로 바꿔드리거나 덤프비용을 환불해드립니다.
| Section | Objectives |
|---|---|
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Teams and Group Dynamics | - Group decision-making and conflict resolution - Team formation and development stages |
| Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
>> Organizational-Behavior최신 덤프문제 <<
ExamPassdump의WGU Organizational-Behavior시험자료의 문제와 답이 실제시험의 문제와 답과 아주 비슷합니다. 우리의 짧은 학습가이드로 빠른 시일 내에 관련지식을 터득하여 응시준비를 하게 합니다. 우리는 우리의WGU Organizational-Behavior인증시험덤프로 시험패스를 보장합니다.
질문 # 16
What is a purpose of employee evaluations?
정답：B
설명：
Performance evaluations serve several vital functions within an organization's management system. The primary purpose isto assist management in making human resource decisions. These decisions include identifying who should receive promotions, who is eligible for salary increases, and who might need to be transferred or even terminated.
Beyond administrative decisions, evaluations provide essential feedback to employees about how the organization views their performance. This feedback acts as a basis for personal development and career planning. Furthermore, evaluations help identify training and development needs by pinpointing specific skill deficiencies that an employee may have. They also provide a criterion against which the organization can validate its selection and development programs; for instance, if employees who scored high on a hiring test perform poorly on their evaluations, the hiring process may need to be adjusted. Therefore, rather than being a psychological diagnostic tool (Option B) or a pre-hiring screen (Option C), the performance evaluation is a retrospective and developmental tool used to manage the existing workforce effectively.
질문 # 17
An individual attributes personal achievement in business to being competitive, independent, and successful in spite of challenges. Which statement is true regarding environmental factors and how they influence this person's personality and behavior?
정답：D
설명：
In the study of Organizational Behavior, the "nature vs. nurture" debate examines how much of an individual's personality is inherited (heredity) versus influenced by their surroundings (environment). While heredity sets the outer parameters or "potential" of an individual's personality, environmental factors-such as culture, family, and social groups-dictate how that potential is realized or constrained. This specific individual exhibits traits like competitiveness and independence, which are often reinforced by a business environment that rewards such behaviors.
However, personality is not a static result of environment alone (refuting option A and D), nor is the environment irrelevant to personality development (refuting option C). Instead, the interactionist perspective suggests that behavior is a function of the person and their environment. The "potential" of a person's personality traits is often activated or suppressed by environmental demands. For example, a person with a natural inclination for leadership may only see that trait flourish if the environment provides opportunities and requirements for leadership. Consequently, the individual's success is a result of how effectively they adjust their internal traits to meet external environmental requirements. This adjustment process is a key component of "person-environment fit," where high levels of fit lead to better performance and job satisfaction.
질문 # 18
A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams?
정답：B
설명：
A self-managed work team is characterized by its high level of autonomy and collective responsibility. To improve synergy and success, these teams must move beyond simply sharing information (which is characteristic of a work group) and engage in collective actions. One of the primary hallmarks of a successful self-managed team is the ability toexercise collective control over the pace of work.
In a traditional assembly line, the pace is dictated by the machinery or a supervisor. In a self-managed team, members decide how to schedule work, assign tasks, and monitor their own progress. This collective control fosters a sense of ownership and accountability. Options A and C describe traditional "work group" behaviors rather than team behaviors; teams require mutual accountability rather than just individual roles. By controlling their own pace and methods, team members can synchronize their efforts more effectively, leading to the positive synergy where the team's output is greater than the sum of individual inputs.
질문 # 19
A coach encourages a person to run two miles in ten minutes and provides the person a stopwatch to check periodically. The person completes the run in 9.8 minutes. Considering the goal-setting theory of motivation, which two factors explain why the person achieved the goal?
정답：D
설명：
Edwin Locke'sGoal-Setting Theorysuggests that specific and difficult goals, with feedback, lead to higher performance. The theory identifies several key components that drive motivation. First isSpecificity. In this case, the coach did not just say "run fast"; they set a specific target of "two miles in ten minutes". Specific goals act as an internal stimulus, providing a clear sense of what needs to be done and how much effort is required.
Image of Goal-Setting Theory of Motivation
The second critical factor isFeedback. By providing a stopwatch, the coach allowed the runner to monitor their own progress. Feedback helps individuals identify discrepancies between what they have done and what they want to do; it guides behavior and motivates the individual to adjust their effort level to meet the goal.
While "challenge" is also a part of the theory (as difficult goals lead to higher performance), the presence of the stopwatch specifically addresses the feedback mechanism, and the clear time-distance parameters address specificity. Therefore, the combination of a clearly defined target (specificity) and the ability to track progress (feedback) are the primary drivers for the runner achieving the 9.8-minute result.
질문 # 20
Which team type takes on many responsibilities of their former supervisors?
정답：C
설명：
ASelf-managed work teamis a group of employees (typically 10 to 15) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. In a traditional work structure, a supervisor would handle tasks such as planning and scheduling work, assigning tasks to members, making operating decisions, and taking action on problems. In a self-managed environment, the team collectively takes over these managerial duties.
These teams may even select their own members and evaluate each other's performance. The goal of organizing into self-managed teams is to increase employee involvement and empowerment, theoretically leading to higher job satisfaction and productivity through synergy and collective control. Unlike "problem- solving teams," which only make recommendations, self-managed teams have the authority to implement solutions and take full responsibility for outcomes. While this can be highly effective, the success of self- managed teams depends heavily on the organizational culture and the level of training provided to employees.
If members are not prepared for the interpersonal demands of self-management-such as resolving internal conflicts or managing the pace of work-the team can struggle. However, when properly implemented, self- managed teams represent the highest level of team autonomy in organizational design.
질문 # 21
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