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| Section | Objectives |
|---|---|
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
| Foundations of Organizational Behavior | - Individual behavior in organizations - Definition and scope of organizational behavior - Work attitudes and job satisfaction |
| Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Teams and Group Dynamics | - Group decision-making and conflict resolution - Team formation and development stages |
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NEW QUESTION # 23
What defines acceptable standards of behavior that are shared by group members?
Answer: C
Explanation:
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.
NEW QUESTION # 24
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?
Answer: C
Explanation:
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.
NEW QUESTION # 25
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 # 26
Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional?
Answer: A
Explanation:
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.
NEW QUESTION # 27
Which characteristic describes an advantage of a virtual team as compared with other types of teams?
Answer: B
Explanation:
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.
NEW QUESTION # 28
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