DumpTOP의 WGU 인증 Organizational-Behavior시험덤프공부자료는 pdf버전과 소프트웨어버전 두가지 버전으로 제공되는데 WGU 인증 Organizational-Behavior실제시험예상문제가 포함되어있습니다.덤프의 예상문제는 WGU 인증 Organizational-Behavior실제시험의 대부분 문제를 적중하여 높은 통과율과 점유율을 자랑하고 있습니다. DumpTOP의 WGU 인증 Organizational-Behavior덤프를 선택하시면 IT자격증 취득에 더할것 없는 힘이 될것입니다.
| Section | Objectives |
|---|---|
| Topic 1: Individual Behavior and Personality | - Individual decision-making - Attitudes and job satisfaction - Perception and attribution - Personality traits and theories - Motivation theories (Maslow, Herzberg, Vroom) |
| Topic 2: Leadership Theories | - Contingency theories - Behavioral approaches - Trait approaches to leadership - Transformational vs transactional leadership - Contemporary leadership perspectives |
| Topic 3: Group Behavior and Dynamics | - Team building and teamwork - Power and political behavior - Group development stages - Conflict and negotiation - Group structure and roles |
| Topic 4: Organizational Structure and Culture | - Organizational communication - Organizational structure types - Organizational culture dimensions - Organizational design principles - Organizational change and development |
>> Organizational-Behavior최신덤프문제 <<
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질문 # 14
A coach encourages a person to run two miles in ten minutes and provides the person a stopwatch to check periodically. The person completes the run in 9.8 minutes. Considering the goal-setting theory of motivation, which two factors explain why the person achieved the goal?
정답：B
설명：
Edwin Locke'sGoal-Setting Theorysuggests that specific and difficult goals, with feedback, lead to higher performance. The theory identifies several key components that drive motivation. First isSpecificity. In this case, the coach did not just say "run fast"; they set a specific target of "two miles in ten minutes". Specific goals act as an internal stimulus, providing a clear sense of what needs to be done and how much effort is required.
Image of Goal-Setting Theory of Motivation
The second critical factor isFeedback. By providing a stopwatch, the coach allowed the runner to monitor their own progress. Feedback helps individuals identify discrepancies between what they have done and what they want to do; it guides behavior and motivates the individual to adjust their effort level to meet the goal.
While "challenge" is also a part of the theory (as difficult goals lead to higher performance), the presence of the stopwatch specifically addresses the feedback mechanism, and the clear time-distance parameters address specificity. Therefore, the combination of a clearly defined target (specificity) and the ability to track progress (feedback) are the primary drivers for the runner achieving the 9.8-minute result.
질문 # 15
Employee A noticed that Employee B was late for work, and A's perception of why B was late will determine what action A takes in this situation. Considering attribution theory, which factors will determine A's perception regarding whether B's behavior was internally or externally caused?
정답：D
설명：
Attribution theory is a cornerstone of social perception in the workplace, explaining how we judge people differently depending on what meaning we attribute to a given behavior. When we observe an individual's behavior, we attempt to determine whether it was internally caused (under the person's control) or externally caused (forced by the situation). According to Harold Kelley's model, this determination depends on three specific factors: distinctiveness, consensus, and consistency.
Distinctivenessrefers to whether an individual displays different behaviors in different situations. If Employee B is late for work but is generally reliable in all other tasks, the behavior has high distinctiveness, suggesting an external cause (like a traffic jam).Consensusoccurs if everyone who faces a similar situation responds in the same way. If every employee who took the same route as Employee B was also late, consensus is high, pointing to an external cause.Consistencylooks at whether the person responds the same way over time. If Employee B is late every single day, consistency is high, which usually leads the observer to attribute the behavior to internal causes (like a lack of discipline). By analyzing these three dimensions, Employee A forms a perception that dictates their reaction-whether that be empathy for a one-time external delay or disciplinary action for a recurring internal habit.
질문 # 16
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?
정답：D
설명：
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.
질문 # 17
Which team type takes on many responsibilities of their former supervisors?
정답：B
설명：
ASelf-managed work teamis a group of employees (typically 10 to 15) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. In a traditional work structure, a supervisor would handle tasks such as planning and scheduling work, assigning tasks to members, making operating decisions, and taking action on problems. In a self-managed environment, the team collectively takes over these managerial duties.
These teams may even select their own members and evaluate each other's performance. The goal of organizing into self-managed teams is to increase employee involvement and empowerment, theoretically leading to higher job satisfaction and productivity through synergy and collective control. Unlike "problem- solving teams," which only make recommendations, self-managed teams have the authority to implement solutions and take full responsibility for outcomes. While this can be highly effective, the success of self- managed teams depends heavily on the organizational culture and the level of training provided to employees.
If members are not prepared for the interpersonal demands of self-management-such as resolving internal conflicts or managing the pace of work-the team can struggle. However, when properly implemented, self- managed teams represent the highest level of team autonomy in organizational design.
질문 # 18
What is a purpose of employee evaluations?
정답：A
설명：
Performance evaluations serve several vital functions within an organization's management system. The primary purpose isto assist management in making human resource decisions. These decisions include identifying who should receive promotions, who is eligible for salary increases, and who might need to be transferred or even terminated.
Beyond administrative decisions, evaluations provide essential feedback to employees about how the organization views their performance. This feedback acts as a basis for personal development and career planning. Furthermore, evaluations help identify training and development needs by pinpointing specific skill deficiencies that an employee may have. They also provide a criterion against which the organization can validate its selection and development programs; for instance, if employees who scored high on a hiring test perform poorly on their evaluations, the hiring process may need to be adjusted. Therefore, rather than being a psychological diagnostic tool (Option B) or a pre-hiring screen (Option C), the performance evaluation is a retrospective and developmental tool used to manage the existing workforce effectively.
질문 # 19
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DumpTOP에서 발췌한 WGU인증 Organizational-Behavior덤프는 전문적인 IT인사들이 연구정리한 최신버전 WGU인증 Organizational-Behavior시험에 대비한 공부자료입니다. WGU인증 Organizational-Behavior 덤프에 있는 문제만 이해하고 공부하신다면WGU인증 Organizational-Behavior시험을 한방에 패스하여 자격증을 쉽게 취득할수 있을것입니다.
Organizational-Behavior시험패스 가능한 인증덤프자료: https://www.dumptop.com/WGU/Organizational-Behavior-dump.html