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| Section | Objectives |
|---|---|
| Individual Behavior and Personality | - Perception and attribution - Attitudes and job satisfaction - Personality traits and theories - Motivation theories (Maslow, Herzberg, Vroom) - Individual decision-making |
| Organizational Structure and Culture | - Organizational design principles - Organizational change and development - Organizational culture dimensions - Organizational communication - Organizational structure types |
| Leadership Theories | - Trait approaches to leadership - Behavioral approaches - Contemporary leadership perspectives - Transformational vs transactional leadership - Contingency theories |
| Group Behavior and Dynamics | - Team building and teamwork - Group structure and roles - Group development stages - Power and political behavior - Conflict and negotiation |
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NEW QUESTION # 40
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: A
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 # 41
A team is struggling to resolve procedural issues that govern their performance. What should the team leader do to resolve the problem?
Answer: C
Explanation:
When a team struggles with procedural issues-the "how" of their work-the most effective leadership approach is often facilitative rather than directive. Instead of imposing a solution (Option A), which can lead to resistance or a lack of "buy-in," the leader shouldask questions and help team members talk through the problem. This technique is rooted in the concept ofteam coachingand process consultation.
By facilitating a dialogue, the leader encourages the team to take ownership of their own processes. This collaborative problem-solving approach helps identify the root cause of the procedural friction, whether it be ambiguous roles, inefficient workflows, or conflicting expectations. Furthermore, helping the team talk through the issue strengthens their internal communication and conflict-resolution skills, making them more resilient in the future. A leader who acts as a facilitator helps the team move from the "storming" phase of development-where procedural conflicts are common-into the "norming" phase, where clear, agreed-upon standards of behavior and performance are established by the group itself.
Organizational Culture
NEW QUESTION # 42
What is an advantage of a strong organizational culture?
Answer: B
Explanation:
Astrong organizational cultureis one in which the core values are both intensely held and widely shared by the members. One of the primary advantages of such a culture is theformation of strong employee commitment. When employees believe in and identify with the organization's values, they are more likely to be dedicated to its goals and more willing to put in extra effort to see the organization succeed.
A strong culture also serves to reduce turnover because it creates a high level of agreement among members about what the organization stands for. This unanimity of purpose builds cohesiveness and loyalty.
Furthermore, a strong culture acts as a substitute for formalization; it tells employees how they are expected to behave without the need for thick manuals or rigid rules. While it can have liabilities (as noted in Q32), the immediate organizational benefit is a motivated, committed workforce that shares a common sense of direction.
NEW QUESTION # 43
Which method should be used to maximize team member participation in a global meeting?
Answer: D
Explanation:
In the context of global operations, teams are often physically dispersed across different time zones and geographic locations. To maximize participation, organizations rely onvirtual teamtechnologies. Usingonline computer technologies and/or phone communication(such as video conferencing, instant messaging, and collaborative platforms) allows for real-time or near-real-time interaction that bridges the physical distance.
These technologies enable members to share ideas, provide immediate feedback, and engage in the "give-and- take" necessary for effective decision-making.
While unilateral messaging (Option C) or physical mail (Option D) might transmit information, they lack the interactive richness required to sustain high levels of participation and engagement. Effective global leadership involves selecting the communication channel that best balances the need for speed with the need for social presence. By utilizing synchronous online tools, global teams can simulate the "face-to-face" experience, which helps in building the rapport and trust that are often difficult to establish in a virtual environment. This approach ensures that all members, regardless of their location, have an equal platform to contribute to the team's objectives.
NEW QUESTION # 44
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 # 45
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