近年、IT技術の急速な発展に伴って、IT技術を勉強し始める人がますます多くなっています。そこで、IT業界で働く人も多くなっています。このように、IT業界の競争が一層激しくなります。同様にIT業界で働いていて、IT夢を持っているあなたは、きっと他の人にキャッチアップされ、追い抜かれることを望まないでしょう。それでは、ずっと自分自身のスキルをアップグレードすることが必要になり、他の人に自分の強さを証明する必要があります。では、どうやって自分の能力を証明するのですか。多くの人々はIT認定試験を受験して認証資格を取ることを通して彼らの強さを証明します。あなたもIT認証資格を取りたいですか。まずWGUのOrganizational-Behavior認定試験に合格しましょう。これはWGUの最も重要な試験の一つで、業界全体に認証された資格です。
| Section | Objectives |
|---|---|
| Topic 1: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Topic 2: Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Topic 3: Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Topic 4: Ethics and Organizational Responsibility | - Corporate social responsibility - Ethical decision making in organizations |
| Topic 5: Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Topic 6: Foundations of Organizational Behavior | - Individual behavior in organizations - Work attitudes and job satisfaction - Definition and scope of organizational behavior |
| Topic 7: Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Topic 8: Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
>> Organizational-Behavior学習関連題 <<
WGUのOrganizational-Behavior認定試験に受かる勉強サイトを探しているのなら、CertJukenはあなたにとって一番良い選択です。CertJukenがあなたに差し上げられるのはIT業種の最先端のスキルを習得したこととWGUのOrganizational-Behavior認定試験に合格したことです。この試験は本当に難しいことがみんなは良く知っていますが、試験に受かるのは不可能ではないです。自分に向いている勉強ツールを選べますから。CertJuken のWGUのOrganizational-Behavior試験問題集と解答はあなたにとって一番良い選択です。CertJukenのトレーニング資料は完全だけでなく、カバー率も高くて、高度なシミュレーションを持っているのです。これはさまざまな試験の実践の検査に合格したもので、WGUのOrganizational-Behavior認定試験に合格したかったら、CertJukenを選ぶのは絶対正しいことです。
質問 # 17
Which team type takes on many responsibilities of their former supervisors?
正解：D
解説：
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.
質問 # 18
What is true about the relationship between performance evaluation and motivation?
正解：C
解説：
The link between performance evaluation and motivation is best explained throughExpectancy Theory.
According to this theory, an individual's motivation to exert effort depends on three relationships: Effort- Performance, Performance-Reward, and Rewards-Personal Goals. For an employee to be motivated, they must have confidence that the effort they exert will lead to a favorable performance evaluation(the Effort-Performance relationship).
Image of Vroom's Expectancy Theory
If an employee believes that no matter how hard they work, the evaluation process is biased, based on luck, or uses unclear criteria (like personality traits rather than measurable behaviors), their motivation will suffer.
Furthermore, the employee must believe that a good evaluation will lead to organizational rewards (such as a bonus or promotion) and that those rewards will satisfy their personal goals. If any of these links are weak- for instance, if the evaluation process is perceived as unfair-the entire motivational chain is broken.
Therefore, the perceptual process is central to this relationship; it is not the objective reality of the evaluation that motivates, but the employee's perception of its fairness and accuracy.
質問 # 19
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：D
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 # 20
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?
正解：A
解説：
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.
質問 # 21
What is a purpose of employee evaluations?
正解：D
解説：
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.
質問 # 22
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