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| Section | Objectives |
|---|---|
| Topic 1: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Topic 2: Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Topic 3: Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Topic 4: Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Topic 5: Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Topic 6: Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Topic 7: Foundations of Organizational Behavior | - Individual behavior in organizations - Work attitudes and job satisfaction - Definition and scope of organizational behavior |
| Topic 8: Organizational Structure and Culture | - Organizational culture and change - Organizational design and structure types |
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NEW QUESTION # 22
A manager treats an employee with a free lunch to encourage the employee to continue to do well. Which kind of reward is provided?
Answer: B
Explanation:
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.
NEW QUESTION # 23
What is social loafing?
Answer: D
Explanation:
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.
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NEW QUESTION # 24
How can an organization transmit its culture to its employees?
Answer: B
Explanation:
Culture is transmitted to employees in several ways, most notably through stories, rituals, material symbols, and language.Ritualsare repetitive sequences of activities that express and reinforce the key values of the organization-what goals are most important, which people are important, and which are expendable. For example, a company might hold an annual awards ceremony that celebrates "risk-taking," thereby reinforcing a culture of innovation more effectively than a written document could.
These ritualistic activities serve as a physical manifestation of the organization's underlying values. While mission statements (Option A) provide a formal overview, they often fail to capture the "lived experience" of the culture. Similarly, while the selection process influences who enters the organization, the transmission of culture happens after hiring through consistent, repeated social practices. By engaging in these rituals, employees internalize the organization's norms and expectations, transforming them from "outsiders" to
"insiders" who understand the shared organizational meaning.
NEW QUESTION # 25
A team is struggling to resolve procedural issues that govern their performance. What should the team leader do to resolve the problem?
Answer: D
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 # 26
Three employees meet face-to-face to identify a problem and resolve it through open discussion. Which type of conflict resolution technique is this?
Answer: B
Explanation:
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.
NEW QUESTION # 27
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