ちなみに、Japancert Organizational-Behaviorの一部をクラウドストレージからダウンロードできます：https://drive.google.com/open?id=10S3XQ9zJK9_qhH9Upp7iNwD7wNavoGyB
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| Section | Weight | Objectives |
|---|---|---|
| Group Development | ~17% | - Group formation and stages
|
| Organizational Culture | ~17% | - Culture definition and components
|
| Teams and Team Building | ~17% | - Team types and effectiveness
|
| Performance Evaluation | ~17% | - Evaluation systems and methods
|
| Behavioral Influences | ~17% | - Individual behavior drivers
|
| Leadership | ~17% | - Leadership theories and styles
|
>> Organizational-Behavior難易度 <<
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質問 # 31
What is a purpose of employee evaluations?
正解：C
解説：
Performance evaluations serve several vital functions within an organization's management system. The primary purpose isto assist management in making human resource decisions. These decisions include identifying who should receive promotions, who is eligible for salary increases, and who might need to be transferred or even terminated.
Beyond administrative decisions, evaluations provide essential feedback to employees about how the organization views their performance. This feedback acts as a basis for personal development and career planning. Furthermore, evaluations help identify training and development needs by pinpointing specific skill deficiencies that an employee may have. They also provide a criterion against which the organization can validate its selection and development programs; for instance, if employees who scored high on a hiring test perform poorly on their evaluations, the hiring process may need to be adjusted. Therefore, rather than being a psychological diagnostic tool (Option B) or a pre-hiring screen (Option C), the performance evaluation is a retrospective and developmental tool used to manage the existing workforce effectively.
質問 # 32
What defines acceptable standards of behavior that are shared by group members?
正解：D
解説：
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.
質問 # 33
What is social loafing?
正解：B
解説：
Social loafingis a phenomenon in group dynamics defined as the tendency for individuals to expend less effort when working collectively than when working individually. This concept challenges the common assumption that the "spirit of the group" always increases individual motivation. It was famously illustrated by the Ringelmann effect, where research showed that individuals pulled less hard on a rope when they were part of a group than when they were alone.
Social loafing typically occurs because of a dispersion of responsibility; when individuals believe their contribution cannot be measured separately from the group's total output, they may feel less "accountable" and decrease their effort. It can also stem from a "sucker effect," where individuals reduce their effort because they perceive others in the group are not doing their fair share. To counter social loafing, managers are encouraged to use individual performance evaluations, provide group rewards based on individual contributions, and keep group sizes small enough that individual efforts are visible.
Would you like me to proceed with the next batch of questions (Questions 16-20)?
質問 # 34
Although team performance has been fairly good, members feel that more could be done to improve their effectiveness. They feel that some team members could be more collaborative. Which type of reward system could be used effectively in this situation?
正解：C
解説：
Designing an effective reward system for teams requires a delicate balance between individual and collective incentives. If the reward system focuses solely on individual achievement, it can foster internal competition and discourage the very collaboration the team is lacking. Conversely, if it focuses only on the group, "social loafing" may occur where some members coast on the efforts of others.
To improve effectiveness and collaboration, the organization should implementa system that emphasizes rewards for individual contributions as well as for selfless contributions. This means that while members are recognized for their technical proficiency, they are also evaluated and rewarded for being "good team players"-sharing information, helping colleagues, and resolving conflicts. Rewarding "selfless contributions" directly addresses the concern that members need to be more collaborative. This dual-focus approach ensures that individuals are motivated to perform their specific tasks at a high level while simultaneously being incentivized to support the team's overall synergy.
質問 # 35
Three employees meet face-to-face to identify a problem and resolve it through open discussion. Which type of conflict resolution technique is this?
正解：D
解説：
Image of Conflict Management Grid
Conflict is an inherent part of group dynamics, and how it is managed determines whether the outcome is functional or dysfunctional. The scenario describes aProblem Solvingapproach (also known as collaborating or confronting). In this technique, the parties involved meet face-to-face with the explicit intent of identifying the underlying problem and resolving it through open, honest discussion. Unlike other methods that might avoid the issue or seek a quick "middle ground," problem solving seeks a "win-win" solution where the concerns of all parties are fully addressed.
Other techniques mentioned in the options serve different purposes:Smoothing(or accommodating) involves playing down differences to maintain surface-level harmony;Compromisingrequires each party to give up something of value; and theDevil's Advocaterole is a technique used to stimulate functional conflict by intentionally challenging the majority view. Because the employees are actively engaging in open discussion to find a root-cause resolution, it is classified as problem solving.
質問 # 36
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Organizational-Behavior関連受験参考書: https://www.japancert.com/Organizational-Behavior.html
P.S. JapancertがGoogle Driveで共有している無料かつ新しいOrganizational-Behaviorダンプ：https://drive.google.com/open?id=10S3XQ9zJK9_qhH9Upp7iNwD7wNavoGyB