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| Section | Objectives |
|---|---|
| Ethics and Organizational Responsibility | - Corporate social responsibility - Ethical decision making in organizations |
| Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
| Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Human Resource and Workplace Behavior | - Performance evaluation and feedback systems - Recruitment, selection, and onboarding concepts |
| Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
>> Organizational-Behavior최신 시험기출문제 <<
현재WGU Organizational-Behavior인증시험을 위하여 노력하고 있습니까? 빠르게WGU인증 Organizational-Behavior시험자격증을 취득하고 싶으시다면 우리 DumpTOP 의 덤프를 선택하시면 됩니다,. DumpTOP를 선택함으로WGU Organizational-Behavior인증시험패스는 꿈이 아닌 현실로 다가올 것입니다,
질문 # 17
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?
정답：C
설명：
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.
질문 # 18
Employee A noticed that Employee B was late for work, and A's perception of why B was late will determine what action A takes in this situation. Considering attribution theory, which factors will determine A's perception regarding whether B's behavior was internally or externally caused?
정답：B
설명：
Attribution theory is a cornerstone of social perception in the workplace, explaining how we judge people differently depending on what meaning we attribute to a given behavior. When we observe an individual's behavior, we attempt to determine whether it was internally caused (under the person's control) or externally caused (forced by the situation). According to Harold Kelley's model, this determination depends on three specific factors: distinctiveness, consensus, and consistency.
Distinctivenessrefers to whether an individual displays different behaviors in different situations. If Employee B is late for work but is generally reliable in all other tasks, the behavior has high distinctiveness, suggesting an external cause (like a traffic jam).Consensusoccurs if everyone who faces a similar situation responds in the same way. If every employee who took the same route as Employee B was also late, consensus is high, pointing to an external cause.Consistencylooks at whether the person responds the same way over time. If Employee B is late every single day, consistency is high, which usually leads the observer to attribute the behavior to internal causes (like a lack of discipline). By analyzing these three dimensions, Employee A forms a perception that dictates their reaction-whether that be empathy for a one-time external delay or disciplinary action for a recurring internal habit.
질문 # 19
Which option defines organizational culture?
정답：D
설명：
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.
질문 # 20
Management is considering a change in one plant and plans to organize employees into teams. Management wants the teams to review processes, apply critical thinking, and take full responsibility for outcomes. Which type of team should they organize?
정답：C
설명：
The distinguishing factor between different types of teams is the level of authority and the scope of their responsibility.Problem-solving teamstypically only make recommendations; they do not have the authority to implement their suggestions or take full responsibility for the results.Virtual teamsare defined by their use of technology to bridge physical distance rather than their level of autonomy.
In this scenario, because management wants the team to "take full responsibility for outcomes," they must organizeself-managed teams. These teams are designed to operate without direct supervision, handling the planning, execution, and monitoring of their work. They go beyond critical thinking and process review- which a problem-solving team might do-by actually making the operating decisions and being held accountable for the final performance. This structure requires a high degree of trust from management and extensive training for employees, as the team essentially performs the roles previously held by first-line supervisors.
질문 # 21
Management has noticed that the accounting work group is having difficulty because group members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness?
정답：A
설명：
Group cohesiveness refers to the degree to which members are attracted to one another and are motivated to remain part of the group. When members are "working in different directions," it indicates a lack of alignment and shared purpose. One of the most effective structural methods to foster unity is togive group rewards rather than individual rewards. When rewards are tied to the collective output of the team, members are incentivized to collaborate, share information, and support one another to ensure the entire group succeeds.
Individual rewards often foster internal competition, which can further fragment a group that is already struggling with alignment.
In addition to group-based rewards, other strategies to increase cohesiveness include making the group smaller, increasing the time members spend together, and stimulating competition withothergroups (rather than avoiding it). By shifting the focus from individual achievement to collective success, the organization encourages members to coordinate their efforts, thereby increasing the "we-feeling" necessary for high- performing teams.
질문 # 22
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