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| Section | Objectives |
|---|---|
| Topic 1: Group Behavior and Dynamics | - Group structure and roles - Power and political behavior - Team building and teamwork - Conflict and negotiation - Group development stages |
| Topic 2: Leadership Theories | - Transformational vs transactional leadership - Behavioral approaches - Contemporary leadership perspectives - Contingency theories - Trait approaches to leadership |
| Topic 3: Individual Behavior and Personality | - Perception and attribution - Attitudes and job satisfaction - Personality traits and theories - Motivation theories (Maslow, Herzberg, Vroom) - Individual decision-making |
| Topic 4: Organizational Structure and Culture | - Organizational design principles - Organizational culture dimensions - Organizational structure types - Organizational change and development - Organizational communication |
>> Organizational-Behavior試験概要 <<
Organizational-Behavior学習ガイドの資料は、常に卓越性と同義語です。 Organizational-Behavior実践ガイドは、さまざまな資格試験に合格するかどうかに関係なく、ユーザーが簡単に目標を達成するのに役立ちます。当社の製品は、必要な学習教材を提供します。もちろん、Organizational-Behaviorの実際の質問は、ユーザーに試験に関する貴重な経験だけでなく、試験に関する最新情報も提供します。 Organizational-Behaviorの実用的な教材は、他の教材よりも高い歩留まりをもたらす学習ツールです。決心したら、私たちを選んでください！
質問 # 25
What is a positive effect of a cohesive group?
正解：C
解説：
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.
質問 # 26
What is an advantage of a strong organizational culture?
正解：C
解説：
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.
質問 # 27
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?
正解：D
解説：
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.
質問 # 28
What is social loafing?
正解：C
解説：
Social loafingis a phenomenon in group dynamics defined as the tendency for individuals to expend less effort when working collectively than when working individually. This concept challenges the common assumption that the "spirit of the group" always increases individual motivation. It was famously illustrated by the Ringelmann effect, where research showed that individuals pulled less hard on a rope when they were part of a group than when they were alone.
Social loafing typically occurs because of a dispersion of responsibility; when individuals believe their contribution cannot be measured separately from the group's total output, they may feel less "accountable" and decrease their effort. It can also stem from a "sucker effect," where individuals reduce their effort because they perceive others in the group are not doing their fair share. To counter social loafing, managers are encouraged to use individual performance evaluations, provide group rewards based on individual contributions, and keep group sizes small enough that individual efforts are visible.
Would you like me to proceed with the next batch of questions (Questions 16-20)?
質問 # 29
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?
正解：D
解説：
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.
質問 # 30
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今の多士済々な社会の中で、IT専門人士はとても人気がありますが、競争も大きいです。だからいろいろな方は試験を借って、自分の社会の地位を固めたいです。Organizational-Behavior認定試験はWGUの中に重要な認証試験の一つですが、It-PassportsにIT業界のエリートのグループがあって、彼達は自分の経験と専門知識を使ってWGU Organizational-Behavior認証試験に参加する方に対して問題集を研究続けています。
Organizational-Behavior模擬問題: https://www.it-passports.com/Organizational-Behavior.html