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| Section | Weight | Objectives |
|---|---|---|
| Behavioral Influences | ~17% | - Individual behavior drivers
|
| Performance Evaluation | ~17% | - Evaluation systems and methods
|
| Leadership | ~17% | - Leadership theories and styles
|
| Organizational Culture | ~17% | - Culture definition and components
|
| Group Development | ~17% | - Group formation and stages
|
| Teams and Team Building | ~17% | - Team types and effectiveness
|
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NEW QUESTION # 36
Which method should be used to maximize team member participation in a global meeting?
Answer: A
Explanation:
In the context of global operations, teams are often physically dispersed across different time zones and geographic locations. To maximize participation, organizations rely onvirtual teamtechnologies. Usingonline computer technologies and/or phone communication(such as video conferencing, instant messaging, and collaborative platforms) allows for real-time or near-real-time interaction that bridges the physical distance.
These technologies enable members to share ideas, provide immediate feedback, and engage in the "give-and- take" necessary for effective decision-making.
While unilateral messaging (Option C) or physical mail (Option D) might transmit information, they lack the interactive richness required to sustain high levels of participation and engagement. Effective global leadership involves selecting the communication channel that best balances the need for speed with the need for social presence. By utilizing synchronous online tools, global teams can simulate the "face-to-face" experience, which helps in building the rapport and trust that are often difficult to establish in a virtual environment. This approach ensures that all members, regardless of their location, have an equal platform to contribute to the team's objectives.
NEW QUESTION # 37
What is one of the six primary characteristics that define an organization's culture?
Answer: A
Explanation:
Research suggests that seven (often grouped into six or seven in various texts) primary characteristics capture the essence of an organization's culture. One of these key characteristics isAggressiveness, which describes the degree to which people are aggressive and competitive rather than easygoing.
Other characteristics include:
* Innovation and Risk Taking:The degree to which employees are encouraged to be innovative and take risks.
* Attention to Detail:The degree to which employees are expected to exhibit precision and analysis.
* Outcome Orientation:The degree to which management focuses on results rather than techniques and processes.
* People Orientation:The degree to which management decisions take into account the effect of outcomes on people within the organization.
* Team Orientation:The degree to which work activities are organized around teams rather than individuals.
* Stability:The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
By assessing an organization on these dimensions, a complete picture of its culture emerges, providing a basis for shared understanding among members.
NEW QUESTION # 38
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: C
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 # 39
What is the impact of high group cohesiveness and well-defined performance norms on the productivity of a team?
Answer: B
Explanation:
The interaction between cohesiveness and performance norms is a critical concept in Organizational Behavior. As shown in the research regarding group dynamics,the productivity of the team will improve significantlywhen both cohesiveness and performance norms are high. Cohesiveness provides the social
"glue" that keeps the team together, while performance norms provide the "direction" by establishing clear expectations for effort, output, and quality.
When these two factors coincide, the group becomes a powerful force; members motivate one another to meet the high standards they have collectively accepted. This is the "ideal" state for any work team. If cohesiveness is high but performance norms are low, the group is unified but unproductive. If cohesiveness is low but norms are high, productivity improves only slightly because members lack the social bond to sustain high- level collaboration. Therefore, the combination of a strong bond and high standards yields the most significant productivity gains.
NEW QUESTION # 40
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?
Answer: C
Explanation:
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.
NEW QUESTION # 41
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