DOWNLOAD the newest Prep4cram Organizational-Behavior PDF dumps from Cloud Storage for free: https://drive.google.com/open?id=1b1044NFN98JBtii6Xi_f0xa-drQRb44_
Prep4cram's WGU Certification Organizational-Behavior Exam testing exercises is very similar with real exam questions. If you choose Prep4cram's testing practice questions and answers, we will provide you with a year of free online update service. Prep4cram can 100% guarantee you to pass the exam, if you fail to pass the exam, we will full refund to you.
| Section | Objectives |
|---|---|
| Topic 1: Foundations of Organizational Behavior | - Individual behavior in organizations - Definition and scope of organizational behavior - Work attitudes and job satisfaction |
| Topic 2: Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Topic 3: Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Topic 4: Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Topic 5: Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Topic 6: Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Topic 7: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Topic 8: Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
>> Organizational-Behavior Reliable Exam Review <<
With pass rate reaching 98%, our Organizational-Behavior learning materials have gained popularity among candidates, and they think highly of the exam dumps. In addition, Organizational-Behavior exam braindumps are edited by professional experts, and they have rich experiences in compiling the Organizational-Behavior exam dumps. Therefore, you can use them at ease. We offer you free update for one year for Organizational-Behavior Training Materials, and the update version will be sent to your email automatically. If you have any questions after purchasing Organizational-Behavior exam dumps, you can contact us by email, we will give you reply as quickly as possible.
NEW QUESTION # 25
How can an organization transmit its culture to its employees?
Answer: B
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 # 26
What is a characteristic employed by transactional leaders?
Answer: A
Explanation:
Organizational Behavior distinguishes between transformational andtransactional leaders. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. They function primarily through a series of "transactions" or exchanges where the leader provides something the followers want in return for their performance.
One of the primary characteristics of transactional leadership iscontingent reward, which involvespromising rewards for good performanceand recognizing accomplishments. Other characteristics include management by exception (active or passive), where the leader intervenes only when standards are not met. Options A, B, and C describe transformational leaders, who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers. While transformational leadership is often celebrated for driving innovation and change, transactional leadership remains essential for maintaining the day-to-day stability and efficiency of an organization by ensuring that employees are rewarded for meeting specific, tangible targets.
NEW QUESTION # 27
A team is struggling to resolve procedural issues that govern their performance. What should the team leader do to resolve the problem?
Answer: A
Explanation:
When a team struggles with procedural issues-the "how" of their work-the most effective leadership approach is often facilitative rather than directive. Instead of imposing a solution (Option A), which can lead to resistance or a lack of "buy-in," the leader shouldask questions and help team members talk through the problem. This technique is rooted in the concept ofteam coachingand process consultation.
By facilitating a dialogue, the leader encourages the team to take ownership of their own processes. This collaborative problem-solving approach helps identify the root cause of the procedural friction, whether it be ambiguous roles, inefficient workflows, or conflicting expectations. Furthermore, helping the team talk through the issue strengthens their internal communication and conflict-resolution skills, making them more resilient in the future. A leader who acts as a facilitator helps the team move from the "storming" phase of development-where procedural conflicts are common-into the "norming" phase, where clear, agreed-upon standards of behavior and performance are established by the group itself.
Organizational Culture
NEW QUESTION # 28
A manager treats an employee with a free lunch to encourage the employee to continue to do well. Which kind of reward is provided?
Answer: B
Explanation:
Motivation in the workplace is often driven by a system of rewards, which are generally categorized into intrinsic and extrinsic types.Intrinsic rewardsare internal to the individual and come from the work itself; examples include a sense of accomplishment, personal growth, or the satisfaction of completing a difficult task. These are self-granted rewards.
Extrinsic rewards, conversely, are tangible rewards given by another person (usually a manager or the organization) to an employee for performing a specific task or behavior. These include salary increases, bonuses, promotions, benefits, and even smaller tokens like a free lunch. In this scenario, the free lunch is a physical, external incentive provided by the manager to reinforce the employee's positive performance. While intrinsic rewards are essential for long-term engagement and "meaningful" work, extrinsic rewards like a free meal are effective for immediate reinforcement and recognizing specific achievements. According to reinforcement theory, providing such a reward immediately following a desired behavior (doing well at work) increases the probability that the behavior will be repeated. Because the lunch is an external, tangible benefit provided by the manager rather than an internal feeling of satisfaction derived from the task itself, it is classified as an extrinsic reward.
NEW QUESTION # 29
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: B
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 # 30
......
Prep4cram also offers a demo of the WGU Organizational-Behavior exam product which is absolutely free. Up to 1 year of free WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) questions updates are also available if in any case the sections of the WGU Organizational-Behavior actual test changes after your purchase. Lastly, we also offer a full refund guarantee according to terms and conditions if you do not get success in the WGU WGU Organizational Behavior (GTO1, C715) Certification Exam after using our Organizational-Behavior product. These offers by Prep4cram save your time and money. Buy WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) practice material today.
Organizational-Behavior Reliable Practice Questions: https://www.prep4cram.com/Organizational-Behavior_exam-questions.html
BTW, DOWNLOAD part of Prep4cram Organizational-Behavior dumps from Cloud Storage: https://drive.google.com/open?id=1b1044NFN98JBtii6Xi_f0xa-drQRb44_