P.S.JpexamがGoogle Driveで共有している無料の2026 WGU Organizational-Behaviorダンプ：https://drive.google.com/open?id=1qYQK03MusZ5oLrMRaEqRikKvVl9iCBaM
購入前にJpexamが提供した無料のOrganizational-Behavior問題集をダウンロードできます。自分の練習を通して、試験のまえにうろたえないでしょう。Jpexamを選択して専門性の訓練が君のOrganizational-Behavior試験によいだと思います。
| Section | Objectives |
|---|---|
| Topic 1: Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Topic 2: Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Topic 3: Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Individual behavior in organizations - Work attitudes and job satisfaction |
| Topic 4: Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Topic 5: Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Topic 6: Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Topic 7: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Topic 8: Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
>> Organizational-Behavior復習問題集 <<
Organizational-Behavior練習問題のソフトテストエンジンに興味がある場合は、以下の情報をよく知っておく必要があります。 ソフトテストエンジンは、最初にオンラインでパーソナルコンピューターにダウンロードしてからインストールする必要があります。 割賦後、オフラインでOrganizational-Behavior練習問題を使用できます。 電話、iPadなどの他の電子製品にコピーすることもできます。 一方、WGU Organizational Behavior (GTO1, C715)試験問題は200台以上のパソコンで使用できます。 あなたの会社のOrganizational-Behavior練習問題のソフトテストエンジンを購入すると、非常に便利です。
質問 # 35
A is ambitious and cheerful at work. Which type of values are these?
正解：A
解説：
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.
質問 # 36
An individual attributes personal achievement in business to being competitive, independent, and successful in spite of challenges. Which statement is true regarding environmental factors and how they influence this person's personality and behavior?
正解：D
解説：
In the study of Organizational Behavior, the "nature vs. nurture" debate examines how much of an individual's personality is inherited (heredity) versus influenced by their surroundings (environment). While heredity sets the outer parameters or "potential" of an individual's personality, environmental factors-such as culture, family, and social groups-dictate how that potential is realized or constrained. This specific individual exhibits traits like competitiveness and independence, which are often reinforced by a business environment that rewards such behaviors.
However, personality is not a static result of environment alone (refuting option A and D), nor is the environment irrelevant to personality development (refuting option C). Instead, the interactionist perspective suggests that behavior is a function of the person and their environment. The "potential" of a person's personality traits is often activated or suppressed by environmental demands. For example, a person with a natural inclination for leadership may only see that trait flourish if the environment provides opportunities and requirements for leadership. Consequently, the individual's success is a result of how effectively they adjust their internal traits to meet external environmental requirements. This adjustment process is a key component of "person-environment fit," where high levels of fit lead to better performance and job satisfaction.
質問 # 37
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?
正解：A
解説：
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
Shutterstock
Explore
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.
質問 # 38
Which option defines organizational culture?
正解：A
解説：
Organizational culture is defined as aunique system of shared meaningheld by members that distinguishes the organization from other organizations. This system of shared meaning is a set of key characteristics that the organization values. It represents the "common perception" held by the organization's members; even though individuals may have different backgrounds or occupy different levels in the hierarchy, they tend to describe the organization's culture in similar terms.
Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do. It acts as a boundary-defining element, creates a sense of identity for employees, facilitates commitment to something larger than individual self-interest, and enhances the stability of the social system. While physical parameters (Option A) or HR programs (Option B) may reflect or support the culture, the culture itself is the underlying shared cognitive framework-the "way we do things around here"-that guides employee behavior and shapes their organizational experience.
質問 # 39
A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams?
正解：B
解説：
A self-managed work team is characterized by its high level of autonomy and collective responsibility. To improve synergy and success, these teams must move beyond simply sharing information (which is characteristic of a work group) and engage in collective actions. One of the primary hallmarks of a successful self-managed team is the ability toexercise collective control over the pace of work.
In a traditional assembly line, the pace is dictated by the machinery or a supervisor. In a self-managed team, members decide how to schedule work, assign tasks, and monitor their own progress. This collective control fosters a sense of ownership and accountability. Options A and C describe traditional "work group" behaviors rather than team behaviors; teams require mutual accountability rather than just individual roles. By controlling their own pace and methods, team members can synchronize their efforts more effectively, leading to the positive synergy where the team's output is greater than the sum of individual inputs.
質問 # 40
......
JpexamのWGUのOrganizational-Behavior試験資料は同じシラバスに従って研究されたのです。それに、資料もずっとアップグレードしていますから、実際の試験問題とよく似ています。Jpexamの試験合格率も非常に高いことは否定することができない事実です。JpexamのWGUのOrganizational-Behavior試験トレーニング資料の値段は手頃で、IT認証の受験生のみなさんによく適用します。
Organizational-Behavior問題数: https://www.jpexam.com/Organizational-Behavior_exam.html
2026年Jpexamの最新Organizational-Behavior PDFダンプおよびOrganizational-Behavior試験エンジンの無料共有：https://drive.google.com/open?id=1qYQK03MusZ5oLrMRaEqRikKvVl9iCBaM