P.S. VCESoft在Google Drive上分享了免費的2026 WGU Organizational-Behavior考試題庫：https://drive.google.com/open?id=1NnTsve74I4D5fMaIZVqtBbzD52-o4tPx
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| Section | Objectives |
|---|---|
| Topic 1: Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Topic 2: Organizational Structure and Culture | - Organizational culture and change - Organizational design and structure types |
| Topic 3: Ethics and Organizational Responsibility | - Corporate social responsibility - Ethical decision making in organizations |
| Topic 4: Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Topic 5: Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Topic 6: Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Topic 7: Teams and Group Dynamics | - Group decision-making and conflict resolution - Team formation and development stages |
| Topic 8: Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
>> 最新Organizational-Behavior題庫 <<
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問題 #26
Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional?
答案：A
解題說明：
Conflict within an organization can be functional (supporting goals) or dysfunctional (hindering performance). When conflict becomes dysfunctional, managers must use conflict-resolution techniques to bring it back to a manageable or productive level. Two such techniques areCompromiseandSuperordinate goals.
Compromiseinvolves each party giving up something of value to reach a solution where no one is a clear winner or loser. It is often used when goals are important but not worth the potential disruption of more assertive methods.Superordinate goalsinvolve creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties. By focusing on a higher-level objective, the competing groups or individuals are forced to set aside their differences to achieve a common success. Other techniques include problem-solving (face-to-face meetings), smoothing (playing down differences), and avoidance. Choosing the right technique depends on the nature of the conflict and the desired long-term relationship between the parties. In many organizational settings, shifting the focus to superordinate goals is particularly effective because it aligns individual interests with organizational outcomes.
問題 #27
Which characteristic describes an advantage of a virtual team as compared with other types of teams?
答案：D
解題說明：
Virtual teams use computer technology to unite physically dispersed members in order to achieve a common goal. The defining advantage of virtual teams is their ability to overcome the constraints of time and space, allowingpeople to work together who might otherwise not be able to collaborateon a work task. This is particularly beneficial for global organizations that need to pull together the best experts regardless of where they are located in the world.
Image of virtual team collaboration
However, virtual teams face unique challenges compared to face-to-face teams. Because they rely on electronic communication, they often suffer from a lack of nonverbal cues (like body language and tone of voice), which makes communication less rich and more prone to misunderstanding. Consequently, virtual teams often report lower levels of satisfaction with the interaction process and may take longer to build trust and rapport (refuting options B and D). To be effective, managers of virtual teams must ensure that the team has the right technology, that progress is closely monitored, and that efforts are made to create "social presence" through occasional video calls or face-to-face meetings to build the trust that forms more naturally in traditional office settings. Despite these hurdles, the strategic benefit of accessing diverse talent from across the globe makes the virtual team an essential tool in the modern organizational landscape.
問題 #28
What is true about the relationship between performance evaluation and motivation?
答案：B
解題說明：
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.
問題 #29
A team was assigned a project. Halfway through the project, however, it became obvious that the team was failing to meet expectations. Management had made sure that individuals assigned to the team had strong technical expertise as well as problem-solving and decision-making skills. However, other abilities for effective teamwork were overlooked. Which ability necessary for team members was overlooked?
答案：D
解題說明：
To perform effectively, a team requires three different types of skills. First, it needs people with technical expertise to perform the task at hand. Second, it needs people with problem-solving and decision-making skills to be able to identify problems, generate alternatives, and make competent choices. Finally, and perhaps most importantly for group cohesion, a team needs people with stronginterpersonal skills. Interpersonal skills include effective listening, feedback, and conflict resolution.
In the scenario provided, the team had the "hard" skills (technical and analytical) but lacked the "soft" skills required to navigate the social complexities of working as a unit. Without interpersonal skills, a team may have the smartest individuals but still fail because they cannot communicate effectively or resolve the inevitable friction that arises during a long-term project. While "propensity for social loafing" is a behavior to avoid, and "authoritarian personality" is often a hindrance, the foundational "ability" cited in organizational behavior literature as a prerequisite for team success alongside technical and problem-solving skills is interpersonal competence.
問題 #30
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?
答案：A
解題說明：
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.
問題 #31
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WGU Organizational-Behavior 是一個專業知識和技能的認證考試。在IT行業中找工作，很多人力資源經理在面試時會參考你有哪些WGU相關的I認證證書。如果你擁有WGU Organizational-Behavior認證證書，顯然可以提高你的競爭力。
Organizational-Behavior更新: https://www.vcesoft.com/Organizational-Behavior-pdf.html
BONUS!!! 免費下載VCESoft Organizational-Behavior考試題庫的完整版：https://drive.google.com/open?id=1NnTsve74I4D5fMaIZVqtBbzD52-o4tPx