P.S. Free 2026 WGU Organizational-Behavior dumps are available on Google Drive shared by ITdumpsfree: https://drive.google.com/open?id=1a_7CeeBy2Oxx0rGXv6wVsef7ZRixR24F
If you don't prepare with real WGU Organizational-Behavior questions, you fail, lose time and money. ITdumpsfree product is specially designed to help you pass the exam on the first try. The study material is easy to use. You can choose from 3 different formats available according to your needs. The 3 formats are WGU Organizational-Behavior desktop practice test software, browser based practice exam, and PDF.
| Section | Objectives |
|---|---|
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Foundations of Organizational Behavior | - Individual behavior in organizations - Definition and scope of organizational behavior - Work attitudes and job satisfaction |
| Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
| Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
>> Reliable Organizational-Behavior Test Blueprint <<
Where there is life, there is hope. Never abandon yourself. You still have many opportunities to counterattack. If you are lack of knowledge and skills, our Organizational-Behavior study materials are willing to offer you some help. Actually, we are glad that our study materials are able to become you top choice. In the past ten years, we always hold the belief that it is dangerous if we feel satisfied with our Organizational-Behavior Study Materials and stop renovating. Luckily, we still memorize our initial determination.
NEW QUESTION # 37
Management has noticed that the quality improvement work group is struggling because members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness?
Answer: A
Explanation:
Group Cohesivenessis the degree to which members are attracted to each other and motivated to stay in the group. When a group is "working in different directions," it lacks the unity and shared purpose characteristic of cohesive teams. To increase cohesiveness, Organizational Behavior literature suggests several specific strategies.
One effective method is toPhysically isolate the group. By providing the group with its own workspace or isolating them from other units, the members are forced to interact more frequently with one another rather than with outsiders. This increased interaction often leads to a stronger shared identity and a "we-feeling" that helps align their efforts. Other common ways to increase cohesiveness include making the group smaller (not larger, which refutes option C), increasing the time members spend together, and increasing the status of the group or the difficulty of gaining admission. While option A (increasing difficulty of membership) is a valid way to increase cohesiveness, the provided source materials and the context of members "working in different directions" prioritize physical isolation as a primary structural intervention to foster unity. Creating more rigid roles (Option D) might help with clarity but does not necessarily increase the emotional and social attraction (cohesion) between members.
NEW QUESTION # 38
What is social loafing?
Answer: A
Explanation:
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)?
NEW QUESTION # 39
Which option defines organizational culture?
Answer: B
Explanation:
Organizational culture is defined as aunique system of shared meaningheld by members that distinguishes the organization from other organizations. This system of shared meaning is a set of key characteristics that the organization values. It represents the "common perception" held by the organization's members; even though individuals may have different backgrounds or occupy different levels in the hierarchy, they tend to describe the organization's culture in similar terms.
Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do. It acts as a boundary-defining element, creates a sense of identity for employees, facilitates commitment to something larger than individual self-interest, and enhances the stability of the social system. While physical parameters (Option A) or HR programs (Option B) may reflect or support the culture, the culture itself is the underlying shared cognitive framework-the "way we do things around here"-that guides employee behavior and shapes their organizational experience.
NEW QUESTION # 40
What are two of the three forces that play a particularly important role in sustaining an organization's culture?
Answer: C
Explanation:
Once a culture is in place, certain practices within the organization act to maintain it by exposing employees to a set of similar experiences. Three forces play a particularly important role in sustaining a culture: selection practices, theactions of top management, and thesocialization process.
Theactions of top managementare crucial because through what they say and how they behave, senior executives establish norms that filter down through the organization. For example, their reactions to crises or how they reward performance send clear signals about what is truly valued. Thesocialization processis the method by which the organization helps new employees adapt to its culture. Even if an organization hires the
"right" people during selection, they must still be taught the specific values and customs of the firm.
Socialization ensures that the culture is transmitted consistently from one generation of employees to the next, maintaining the organization's unique identity over time.
NEW QUESTION # 41
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: C
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 # 42
......
The software of Organizational-Behavior guide torrent boosts varied self-learning and self-assessment functions to check the results of the learning. The software can help the learners find the weak links and deal with them. Our Organizational-Behavior exam questions boost timing function and the function to stimulate the exam. Our product sets the timer to stimulate the exam to adjust the speed and keep alert. Our Organizational-Behavior test torrents have simplified the complicated notions and add the instances, the stimulation and the diagrams to explain any hard-to-explain contents. So it is worthy for you to buy our Organizational-Behavior exam questions.
Organizational-Behavior Instant Access: https://www.itdumpsfree.com/Organizational-Behavior-exam-passed.html
BONUS!!! Download part of ITdumpsfree Organizational-Behavior dumps for free: https://drive.google.com/open?id=1a_7CeeBy2Oxx0rGXv6wVsef7ZRixR24F