What's more, part of that GetValidTest Organizational-Behavior dumps now are free: https://drive.google.com/open?id=10WWQkb11PcQ0erZ14uthlRrYtHqp9rhr
If you would like to use all kinds of electronic devices to prepare for the Organizational-Behavior exam, then I am glad to tell you that our online app version is definitely your perfect choice. With the online app version of our study materials, you can just feel free to practice the questions in our Organizational-Behavior Training Materials no matter you are using your mobile phone, personal computer, or tablet PC. In addition, another strong point of the online app version of our Organizational-Behavior learning guide is that it is convenient for you to use even though you are in offline environment.
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Organizational Culture | ~17% | - Culture definition and components
|
| Topic 2: Group Development | ~17% | - Group formation and stages
|
| Topic 3: Leadership | ~17% | - Leadership theories and styles
|
| Topic 4: Teams and Team Building | ~17% | - Team types and effectiveness
|
| Topic 5: Behavioral Influences | ~17% | - Individual behavior drivers
|
| Topic 6: Performance Evaluation | ~17% | - Evaluation systems and methods
|
>> Test Organizational-Behavior Question <<
Compared with other products, one of the advantages of Organizational-Behavior Exam Braindumps is that we offer you free update for 365 days after purchasing. In this condition, you needn’t have to spend extra money for the updated version. You just need to spend some money, so you can get the updated version in the following year. It’s quite cost- efficient for you. Besides if we have the updated version, our system will send it to you automatically.
NEW QUESTION # 36
Which statement is true about groupshift?
Answer: C
Explanation:
Groupshift is a phenomenon related to groupthink, specifically describing the way group members tend to exaggerate their initial positions when discussing a given set of alternatives. In a group setting, the collective decision often shows a shift toward a more extreme version of the position held by members before the discussion began. While many people assume groups always lead to more conservative decisions, groupshift demonstrates that the shift can move in either direction: toward greater caution or toward greater risk.
The shift toward risk is more common in many organizational settings. This occurs for several reasons: first, the shared responsibility of a group diffuses the accountability for any single individual, making them feel bolder. Second, members who are more willing to take risks may be perceived as more confident and thus exert more influence over the group's final decision. Conversely, if the initial atmosphere of the group is conservative, the discussion tends to reinforce that caution, leading to a "shift" toward even more extreme avoidance of risk. Understanding groupshift is vital for managers because it highlights that group decisions are not necessarily "average" or "moderate" versions of individual opinions; rather, the social dynamics within a group can drive the collective toward extremes that no single member might have chosen independently.
Recognizing this allows leaders to implement checks and balances, such as appointing a devil's advocate, to ensure that the group does not drift into a dangerous or overly timid position due to the social reinforcement of the shift phenomenon.
NEW QUESTION # 37
What is an advantage of a strong organizational culture?
Answer: C
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 # 38
After physiological desires such as hunger, thirst, and shelter are met, the next level of desires becomes the basis for motivation. This is an example of which theory?
Answer: B
Explanation:
Abraham Maslow's Hierarchy of Needs is perhaps the best-known theory of motivation. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:Physiological(hunger, thirst, shelter),Safety(security and protection),Social(affection, belongingness),Esteem(self-respect, autonomy), andSelf-actualization(achieving one's potential).
Image of Maslow's hierarchy of needs
Shutterstock
Explore
The core premise of this theory is the "progression principle," which states that as each of these needs becomes substantially satisfied, the next need in the hierarchy becomes dominant as a motivator. The question highlights that once physiological desires (the lowest level) are met, the individual moves to the next level. In Maslow's original model, the level immediately following physiological needs isSafety and Security. This level involves seeking a predictable environment free from physical and emotional harm. In an organizational context, this translates to job security, health benefits, and a safe working environment. According to Maslow, once an employee feels physically safe and secure, they will no longer be motivated by these factors and will instead seek to satisfy "social" or "belonging" needs. While contemporary research suggests that people don't always follow this rigid linear progression, Maslow's model remains a foundational tool for managers to understand that an employee's needs change as their circumstances improve.
NEW QUESTION # 39
An employee is motivated by economic success, well-being, world peace, and autonomy and self-reliance in the workplace. Which of the employee's motives is an instrumental value?
Answer: A
Explanation:
In Organizational Behavior, values are often classified using the Rokeach Value Survey, which distinguishes betweenTerminal ValuesandInstrumental Values. Terminal values represent the ultimate goals or "end- states" an individual hopes to achieve, such as prosperity (economic success), well-being, and world peace.
These are the destinations toward which a person works. In contrast, instrumental values are the "modes of conduct" or the means by which one achieves those terminal goals.
In this specific scenario, "autonomy and self-reliance" are categorized as instrumental values because they describe the behavioral methods an employee uses to navigate the workplace and eventually reach their terminal goals, such as economic success or personal well-being. For example, an employee might use autonomy (an instrumental value) as a tool to gain the efficiency required to achieve prosperity (a terminal value). Understanding this distinction is vital for managers because while terminal values tell us what the employee wants to achieve, instrumental values tell us how they prefer to behave in order to get there.
Autonomy and self-reliance are practical approaches to work life rather than the final life-goals themselves, thus fitting the definition of instrumental values perfectly.
NEW QUESTION # 40
Although team performance has been fairly good, members feel that more could be done to improve their effectiveness. They feel that some team members could be more collaborative. Which type of reward system could be used effectively in this situation?
Answer: A
Explanation:
Designing an effective reward system for teams requires a delicate balance between individual and collective incentives. If the reward system focuses solely on individual achievement, it can foster internal competition and discourage the very collaboration the team is lacking. Conversely, if it focuses only on the group, "social loafing" may occur where some members coast on the efforts of others.
To improve effectiveness and collaboration, the organization should implementa system that emphasizes rewards for individual contributions as well as for selfless contributions. This means that while members are recognized for their technical proficiency, they are also evaluated and rewarded for being "good team players"-sharing information, helping colleagues, and resolving conflicts. Rewarding "selfless contributions" directly addresses the concern that members need to be more collaborative. This dual-focus approach ensures that individuals are motivated to perform their specific tasks at a high level while simultaneously being incentivized to support the team's overall synergy.
NEW QUESTION # 41
......
We can say that the WGU Organizational-Behavior exam practice questions are real, valid, and updated WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) exam questions that will provide you with everything that you need to learn to prepare and pass the Organizational-Behavior exam. The WGU Organizational-Behavior Exam Questions will not only assist you in WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) exam preparation but also give you sight knowledge about the WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) exam topics that will help you in your professional career.
Study Organizational-Behavior Dumps: https://www.getvalidtest.com/Organizational-Behavior-exam.html
BTW, DOWNLOAD part of GetValidTest Organizational-Behavior dumps from Cloud Storage: https://drive.google.com/open?id=10WWQkb11PcQ0erZ14uthlRrYtHqp9rhr