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| Section | Objectives |
|---|---|
| Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Individual behavior in organizations - Work attitudes and job satisfaction |
| Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Ethics and Organizational Responsibility | - Corporate social responsibility - Ethical decision making in organizations |
| Communication and Decision Making | - Organizational communication processes - Decision-making models and biases |
| Organizational Structure and Culture | - Organizational culture and change - Organizational design and structure types |
>> Organizational-Behavior技術内容 <<
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質問 # 13
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 # 14
What is a personal view of how one is supposed to act in a given group situation?
正解：A
解説：
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.
質問 # 15
When is organizational culture a liability?
正解：A
解説：
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.
質問 # 16
What is the impact of high group cohesiveness and well-defined performance norms on the productivity of a team?
正解：A
解説：
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.
質問 # 17
What is a characteristic employed by transactional leaders?
正解：D
解説：
Organizational Behavior distinguishes between transformational andtransactional leaders. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. They function primarily through a series of "transactions" or exchanges where the leader provides something the followers want in return for their performance.
One of the primary characteristics of transactional leadership iscontingent reward, which involvespromising rewards for good performanceand recognizing accomplishments. Other characteristics include management by exception (active or passive), where the leader intervenes only when standards are not met. Options A, B, and C describe transformational leaders, who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers. While transformational leadership is often celebrated for driving innovation and change, transactional leadership remains essential for maintaining the day-to-day stability and efficiency of an organization by ensuring that employees are rewarded for meeting specific, tangible targets.
質問 # 18
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Organizational-Behavior試験に合格して証明書を取得する方法に関する質問を検討していますか？最良の答えは、Organizational-Behaviorクイズトレントをダウンロードして学習することです。 Organizational-Behavior試験の質問は、必要なものを短時間で取得するのに役立ちます。 Organizational-Behaviorトレーニング準備を購入した後、ダウンロードしてインストールするのに少し時間が必要です。その後、学習するのに約20〜30時間かかります。 Organizational-Behavior試験ガイドをご覧いただき、貴重な時間を割いていただければ幸いです。
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