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| Section | Objectives |
|---|---|
| Topic 1: Group Behavior and Dynamics | - Group development stages - Group structure and roles - Team building and teamwork - Conflict and negotiation - Power and political behavior |
| Topic 2: Leadership Theories | - Contemporary leadership perspectives - Contingency theories - Behavioral approaches - Transformational vs transactional leadership - Trait approaches to leadership |
| Topic 3: Organizational Structure and Culture | - Organizational design principles - Organizational change and development - Organizational structure types - Organizational communication - Organizational culture dimensions |
| Topic 4: Individual Behavior and Personality | - Motivation theories (Maslow, Herzberg, Vroom) - Personality traits and theories - Individual decision-making - Perception and attribution - Attitudes and job satisfaction |
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NEW QUESTION # 31
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?
Answer: C
Explanation:
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.
NEW QUESTION # 32
When is organizational culture a liability?
Answer: C
Explanation:
While a strong culture can be a significant asset by improving employee commitment and reducing ambiguity, it can also become aliabilityunder certain conditions. One of the most critical liabilities occurswhen a strong organizational culture limits diversity within the organization. Because a strong culture pressures employees to conform to accepted values and behaviors, it can create a "mismatch" for people who bring different perspectives or backgrounds.
Strong cultures often act as a barrier to change because they lead to institutionalization, where behaviors are followed blindly without question. This can be particularly damaging during mergers or acquisitions, where two conflicting strong cultures may fail to integrate. Furthermore, when the shared values do not align with the organization's effectiveness in a changing environment, the culture becomes a "barrier to diversity" and a
"barrier to change". Management must therefore balance the benefits of a cohesive culture with the need for diverse viewpoints that prevent "groupthink" and allow the organization to remain adaptable.
NEW QUESTION # 33
What is a personal view of how one is supposed to act in a given group situation?
Answer: A
Explanation:
In the context of group dynamics, "roles" refer to a set of expected behavior patterns attributed to someone occupying a given position in a social unit. Within this framework,Role Perceptionis defined as an individual' s own view of how he or she is supposed to act in a given situation. We get these perceptions from various stimuli around us-friends, books, movies, or observing how successful colleagues behave.
It is important to distinguish Role Perception fromRole Expectations, which are howothersbelieve a person should act in a given situation. For example, a manager might have a role expectation that a supervisor should be stern, but the supervisor's own role perception might be that they should be a supportive mentor. When role perception and role expectation do not align, it can lead to confusion or poor performance.Role Identityrefers to the certain attitudes and behaviors consistent with a role, whileRole Conflictoccurs when an individual finds that compliance with one role requirement may make it difficult to comply with another. Because the question specifically asks for thepersonal viewof behavior, "Role Perception" is the correct technical term.
NEW QUESTION # 34
Management is considering a change in one plant and plans to organize employees into teams. Management wants the teams to review processes, apply critical thinking, and take full responsibility for outcomes. Which type of team should they organize?
Answer: A
Explanation:
The distinguishing factor between different types of teams is the level of authority and the scope of their responsibility.Problem-solving teamstypically only make recommendations; they do not have the authority to implement their suggestions or take full responsibility for the results.Virtual teamsare defined by their use of technology to bridge physical distance rather than their level of autonomy.
In this scenario, because management wants the team to "take full responsibility for outcomes," they must organizeself-managed teams. These teams are designed to operate without direct supervision, handling the planning, execution, and monitoring of their work. They go beyond critical thinking and process review- which a problem-solving team might do-by actually making the operating decisions and being held accountable for the final performance. This structure requires a high degree of trust from management and extensive training for employees, as the team essentially performs the roles previously held by first-line supervisors.
NEW QUESTION # 35
What is the impact of high group cohesiveness and well-defined performance norms on the productivity of a team?
Answer: C
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 # 36
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