P.S. GoShikenがGoogle Driveで共有している無料かつ新しいOrganizational-Behaviorダンプ：https://drive.google.com/open?id=1WAgVM3o8LJwt21jc9W8tVUuwnwY6CeEl
あなたもそれらの1人かもしれませんが、試験の準備のために高品質で高い合格率のOrganizational-Behavior学習問題を見つけるのに苦労するかもしれません。当社の製品は、主要な質問と回答で精巧に構成されています。学習資料では、過去の資料からキーを選択して、Organizational-Behaviorトレント準備を完了しています。練習するのに20時間から30時間しかかかりません。効果的な練習の後、Organizational-Behavior試験トレントから試験ポイントを習得できます。そうすれば、合格するのに十分な自信があります。だから、これからOrganizational-Behaviorトレント準備から始めましょう。
| Section | Objectives |
|---|---|
| Leadership Theories | - Trait approaches to leadership - Transformational vs transactional leadership - Behavioral approaches - Contemporary leadership perspectives - Contingency theories |
| Organizational Structure and Culture | - Organizational structure types - Organizational change and development - Organizational culture dimensions - Organizational design principles - Organizational communication |
| Individual Behavior and Personality | - Motivation theories (Maslow, Herzberg, Vroom) - Personality traits and theories - Individual decision-making - Attitudes and job satisfaction - Perception and attribution |
| Group Behavior and Dynamics | - Power and political behavior - Group structure and roles - Team building and teamwork - Conflict and negotiation - Group development stages |
>> WGU Organizational-Behavior問題トレーリング <<
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質問 # 18
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?
正解：D
解説：
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.
質問 # 19
What defines acceptable standards of behavior that are shared by group members?
正解：C
解説：
All groups have establishedNorms, which are defined as acceptable standards of behavior shared by the group's members that tell them what they ought and ought not to do under certain circumstances. Norms are powerful because they act as a means of influencing the behavior of group members with a minimum of external controls. Common organizational norms include performance norms (how hard to work), appearance norms (dress codes), and social arrangement norms (whom to eat lunch with).
Norms are distinct fromGroup Roles, which are specific behaviors expected of a person in a specific position.
While roles might differ from member to member (e.g., a leader vs. a scribe), norms are generally shared by the entire collective.Group Statusrefers to a socially defined position or rank given to groups or group members by others, andConformityis the act of adjusting one's behavior to align with the norms of the group.
Therefore, the "standards of behavior" themselves are the norms. When an individual violates these shared standards, they often face social pressure or sanctions from the group, which reinforces the importance of norms in maintaining group stability and predictability.
質問 # 20
What is a positive effect of a cohesive group?
正解：C
解説：
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.
質問 # 21
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?
正解：A
解説：
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.
質問 # 22
A manager treats an employee with a free lunch to encourage the employee to continue to do well. Which kind of reward is provided?
正解：C
解説：
Motivation in the workplace is often driven by a system of rewards, which are generally categorized into intrinsic and extrinsic types.Intrinsic rewardsare internal to the individual and come from the work itself; examples include a sense of accomplishment, personal growth, or the satisfaction of completing a difficult task. These are self-granted rewards.
Extrinsic rewards, conversely, are tangible rewards given by another person (usually a manager or the organization) to an employee for performing a specific task or behavior. These include salary increases, bonuses, promotions, benefits, and even smaller tokens like a free lunch. In this scenario, the free lunch is a physical, external incentive provided by the manager to reinforce the employee's positive performance. While intrinsic rewards are essential for long-term engagement and "meaningful" work, extrinsic rewards like a free meal are effective for immediate reinforcement and recognizing specific achievements. According to reinforcement theory, providing such a reward immediately following a desired behavior (doing well at work) increases the probability that the behavior will be repeated. Because the lunch is an external, tangible benefit provided by the manager rather than an internal feeling of satisfaction derived from the task itself, it is classified as an extrinsic reward.
質問 # 23
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間違ったトピックは複雑で規則性がない傾向があり、Organizational-Behaviorトレント準備は、ユーザーが間違った質問のあらゆる論理的な構造を形成するのに役立ちます。誘導と照合、およびOrganizational-Behaviorの調査問題は、次のステップに進み、間違ったトピックの詳細な分析を行い、ナレッジモジュールに存在するユーザーに、Organizational-Behavior試験問題のユーザーにどのように補うかを伝えます。自身の知識の抜け穴は、そのような間違いが二度と起こらないように、そのような質問に対処する方法を要約しています。
Organizational-Behavior勉強ガイド: https://www.goshiken.com/WGU/Organizational-Behavior-mondaishu.html
さらに、GoShiken Organizational-Behaviorダンプの一部が現在無料で提供されています：https://drive.google.com/open?id=1WAgVM3o8LJwt21jc9W8tVUuwnwY6CeEl