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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Organizational Culture | ~17% | - Culture definition and components
|
| Topic 2: Leadership | ~17% | - Leadership theories and styles
|
| Topic 3: Teams and Team Building | ~17% | - Team types and effectiveness
|
| Topic 4: Behavioral Influences | ~17% | - Individual behavior drivers
|
| Topic 5: Performance Evaluation | ~17% | - Evaluation systems and methods
|
| Topic 6: Group Development | ~17% | - Group formation and stages
|
>> 新版Organizational-Behavior題庫 <<
VCESoft WGU的Organizational-Behavior考試培訓資料你可以得到最新的WGU的Organizational-Behavior考試的試題及答案，它可以使你順利通過WGU的Organizational-Behavior考試認證，WGU的Organizational-Behavior考試認證有助於你的職業生涯，在以後不同的環境，給出一個可能，WGU的Organizational-Behavior考試合格的使用，我們VCESoft WGU的Organizational-Behavior考試培訓資料確保你完全理解問題及問題背後的概念，它可以幫助你很輕鬆的完成考試，並且一次通過。
問題 #35
What is true about the relationship between performance evaluation and motivation?
答案：C
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 #36
How might a charismatic leader work to increase performance in an organization?
答案：A
解題說明：
Charismatic Leadership Theory suggests that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. The most fundamental way a charismatic leader increases performance is byarticulating an appealing vision. This vision serves as a long-term strategy for attaining a goal by making the future better than the status quo.
Image of Charismatic Leadership Characteristics
A charismatic leader does not just set goals; they provide a "vision statement"-a formal proclamation of an organization's mission-that they use to imprint on followers an overarching goal and purpose. They then communicate high-performance expectations and express confidence that followers can attain them, which enhances follower self-esteem. Unlike transactional leaders who rely on rewards or directive approaches, charismatic leaders use emotional appeal and personal risk-taking to inspire followers to go beyond their self- interest for the sake of the organization. This articulation of a "better future" is the primary engine of motivation in charismatic leadership.
問題 #37
A is ambitious and cheerful at work. Which type of values are these?
答案：B
解題說明：
Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode. In Organizational Behavior, Milton Rokeach created the Rokeach Value Survey (RVS), which classifies values into two distinct sets: Terminal values and Instrumental values.
Terminal valuesrefer to desirable end-states of existence. These are the goals a person would like to achieve during their lifetime, such as world peace, prosperity, or a sense of accomplishment.Instrumental values, on the other hand, refer to preferable modes of behavior or means of achieving the terminal values. Being
"ambitious" and "cheerful" are behavioral traits or methods that an individual employs to reach their ultimate goals. For instance, being ambitious (an instrumental value) is the "means" an employee uses to achieve the
"end" of financial success or career status (a terminal value). Similarly, being cheerful is a mode of conduct that might help an individual achieve the terminal goal of social recognition or happiness. Therefore, because these descriptions focus on thehowof behavior rather than thewhatof ultimate life goals, they are strictly categorized as instrumental values. Understanding these values is crucial for managers because they influence motivation and how employees perceive organizational rewards and culture.
問題 #38
After physiological desires such as hunger, thirst, and shelter are met, the next level of desires becomes the basis for motivation. This is an example of which theory?
答案：C
解題說明：
Abraham Maslow's Hierarchy of Needs is perhaps the best-known theory of motivation. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:Physiological(hunger, thirst, shelter),Safety(security and protection),Social(affection, belongingness),Esteem(self-respect, autonomy), andSelf-actualization(achieving one's potential).
Image of Maslow's hierarchy of needs
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The core premise of this theory is the "progression principle," which states that as each of these needs becomes substantially satisfied, the next need in the hierarchy becomes dominant as a motivator. The question highlights that once physiological desires (the lowest level) are met, the individual moves to the next level. In Maslow's original model, the level immediately following physiological needs isSafety and Security. This level involves seeking a predictable environment free from physical and emotional harm. In an organizational context, this translates to job security, health benefits, and a safe working environment. According to Maslow, once an employee feels physically safe and secure, they will no longer be motivated by these factors and will instead seek to satisfy "social" or "belonging" needs. While contemporary research suggests that people don't always follow this rigid linear progression, Maslow's model remains a foundational tool for managers to understand that an employee's needs change as their circumstances improve.
問題 #39
When is organizational culture a liability?
答案：A
解題說明：
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.
問題 #40
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Organizational-Behavior考題: https://www.vcesoft.com/Organizational-Behavior-pdf.html
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