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| Section | Weight | Objectives |
|---|---|---|
| Behavioral Influences | ~17% | - Individual behavior drivers
|
| Group Development | ~17% | - Group formation and stages
|
| Leadership | ~17% | - Leadership theories and styles
|
| Performance Evaluation | ~17% | - Evaluation systems and methods
|
| Organizational Culture | ~17% | - Culture definition and components
|
| Teams and Team Building | ~17% | - Team types and effectiveness
|
>> Organizational-Behavior Reliable Test Syllabus <<
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NEW QUESTION # 13
What defines acceptable standards of behavior that are shared by group members?
Answer: B
NEW QUESTION # 14
A project team was formed to complete a specific project. At the end of the first 6 months, the team was unable to deliver the results. The main cause was several team members spending significant time mistakenly working on the same tasks. Which role of a team lead is most useful in the given case?
Answer: B
Explanation:
In group dynamics, the failure described-redundant efforts and a lack of task synchronization-points to a failure incoordination. TheCoordinatorrole is responsible for clarifying goals, delegating tasks, and ensuring that the efforts of individual team members are integrated rather than duplicated. Without effective coordination, even highly motivated and skilled teams can fail because their energy is dissipated through
"working in different directions".
While a "Planner" (Option B) sets the initial schedule and a "Controller" (Option C) monitors outcomes, the Coordinator acts as the glue during the execution phase. The Coordinator ensures that every member knows their specific contribution and how it fits into the whole. In this case, because the members were "mistakenly working on the same tasks," a Coordinator would have intervened to clarify boundaries and manage the interdependencies of the work. Effective coordination is the primary antidote to the "process losses" that occur when team members overlap in their efforts.
NEW QUESTION # 15
What is true about the relationship between performance evaluation and motivation?
Answer: A
Explanation:
The link between performance evaluation and motivation is best explained throughExpectancy Theory.
According to this theory, an individual's motivation to exert effort depends on three relationships: Effort- Performance, Performance-Reward, and Rewards-Personal Goals. For an employee to be motivated, they must have confidence that the effort they exert will lead to a favorable performance evaluation(the Effort-Performance relationship).
Image of Vroom's Expectancy Theory
If an employee believes that no matter how hard they work, the evaluation process is biased, based on luck, or uses unclear criteria (like personality traits rather than measurable behaviors), their motivation will suffer.
Furthermore, the employee must believe that a good evaluation will lead to organizational rewards (such as a bonus or promotion) and that those rewards will satisfy their personal goals. If any of these links are weak- for instance, if the evaluation process is perceived as unfair-the entire motivational chain is broken.
Therefore, the perceptual process is central to this relationship; it is not the objective reality of the evaluation that motivates, but the employee's perception of its fairness and accuracy.
NEW QUESTION # 16
What is an aspect of cross-functional teams that makes them difficult to manage?
Answer: D
Explanation:
Cross-functional teams are composed of employees from about the same hierarchical level but from different work areas-such as marketing, finance, and production-who come together to accomplish a task. While these teams are highly effective for coordinating complex projects and solving problems that require diverse perspectives, they are notoriously difficult to manage in the early stages.
The primary challenge is thatit takes time to build trust and teamworkamong people with different backgrounds, experiences, and perspectives. Each member comes from a different functional "culture" with its own jargon, priorities, and ways of looking at a problem. For example, a member from the engineering department might prioritize technical perfection, while a member from the marketing department might prioritize speed to market. These differing perspectives can lead to conflict and misunderstandings during the initial stages of group development. Furthermore, because members have primary loyalties to their home departments, creating a sense of "team identity" takes significant effort from the leader. Leaders of cross- functional teams must spend considerable time facilitating communication, resolving interpersonal conflicts, and aligning the various functional goals into a single project vision. Until a baseline of mutual trust is established, the team may struggle with "silo" thinking, where members protect their own department's interests rather than working toward the team's collective goal. Only after the team moves through the
"storming" phase of development and builds trust can it begin to leverage its diverse skills for high performance.
NEW QUESTION # 17
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?
Answer: C
Explanation:
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.
NEW QUESTION # 18
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