P.S. Kostenlose 2026 WGU Organizational-Behavior Prüfungsfragen sind auf Google Drive freigegeben von ZertFragen verfügbar: https://drive.google.com/open?id=1Rk99omvBNrYxFt69wIUECtY8UXtLimHy
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| Section | Weight | Objectives |
|---|---|---|
| Teams and Team Building | ~17% | - Team types and effectiveness
|
| Group Development | ~17% | - Group formation and stages
|
| Behavioral Influences | ~17% | - Individual behavior drivers
|
| Organizational Culture | ~17% | - Culture definition and components
|
| Leadership | ~17% | - Leadership theories and styles
|
| Performance Evaluation | ~17% | - Evaluation systems and methods
|
>> Organizational-Behavior Fragen Beantworten <<
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31. Frage
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?
Antwort: D
Begründung:
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
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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.
32. Frage
What is a positive effect of a cohesive group?
Antwort: D
Begründung:
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.
33. Frage
A team is struggling to resolve procedural issues that govern their performance. What should the team leader do to resolve the problem?
Antwort: B
Begründung:
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
34. Frage
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?
Antwort: D
Begründung:
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.
35. Frage
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?
Antwort: D
Begründung:
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.
36. Frage
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Organizational-Behavior Musterprüfungsfragen: https://www.zertfragen.com/Organizational-Behavior_prufung.html
P.S. Kostenlose 2026 WGU Organizational-Behavior Prüfungsfragen sind auf Google Drive freigegeben von ZertFragen verfügbar: https://drive.google.com/open?id=1Rk99omvBNrYxFt69wIUECtY8UXtLimHy