What's more, part of that DumpStillValid Organizational-Behavior dumps now are free: https://drive.google.com/open?id=1PLTgFmTXlj1AD7uNcWbDQ6b6w9PuulNb
Now is not the time to be afraid to take any more difficult Organizational-Behavior certification exams. Our Organizational-Behavior learning quiz can relieve you of the issue within limited time. Our website provides excellent Organizational-Behavior learning guidance, practical questions and answers, and questions for your choice which are your real strength. You can take the Organizational-Behavior Training Materials and pass it without any difficulty.
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Organizational Culture | ~17% | - Culture definition and components
|
| Topic 2: Teams and Team Building | ~17% | - Team types and effectiveness
|
| Topic 3: Group Development | ~17% | - Group formation and stages
|
| Topic 4: Behavioral Influences | ~17% | - Individual behavior drivers
|
| Topic 5: Leadership | ~17% | - Leadership theories and styles
|
| Topic 6: Performance Evaluation | ~17% | - Evaluation systems and methods
|
>> Organizational-Behavior Exam Material <<
you may like our Organizational-Behavior exam materials since they contain so many different versions. You can use it anytime, anywhere. Of course, you don't have to worry about the difference in content. The contents of all versions of Organizational-Behavior learning engine are the same. You only need to consider which version of the Organizational-Behavior study questions is more suitable for you, and then buy it. Of course, we don't mind if you buy more than one version, as long as you think it is suitable.
NEW QUESTION # 21
A coach encourages a person to run two miles in ten minutes and provides the person a stopwatch to check periodically. The person completes the run in 9.8 minutes. Considering the goal-setting theory of motivation, which two factors explain why the person achieved the goal?
Answer: A
Explanation:
Edwin Locke'sGoal-Setting Theorysuggests that specific and difficult goals, with feedback, lead to higher performance. The theory identifies several key components that drive motivation. First isSpecificity. In this case, the coach did not just say "run fast"; they set a specific target of "two miles in ten minutes". Specific goals act as an internal stimulus, providing a clear sense of what needs to be done and how much effort is required.
Image of Goal-Setting Theory of Motivation
The second critical factor isFeedback. By providing a stopwatch, the coach allowed the runner to monitor their own progress. Feedback helps individuals identify discrepancies between what they have done and what they want to do; it guides behavior and motivates the individual to adjust their effort level to meet the goal.
While "challenge" is also a part of the theory (as difficult goals lead to higher performance), the presence of the stopwatch specifically addresses the feedback mechanism, and the clear time-distance parameters address specificity. Therefore, the combination of a clearly defined target (specificity) and the ability to track progress (feedback) are the primary drivers for the runner achieving the 9.8-minute result.
NEW QUESTION # 22
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?
Answer: D
Explanation:
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.
NEW QUESTION # 23
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: C
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 # 24
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?
Answer: D
Explanation:
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
Shutterstock
Explore
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.
NEW QUESTION # 25
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: C
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 # 26
......
We are not satisfied with that we have helped more candidates pass Organizational-Behavior exam, because we know that the IT industry competition is intense, we must constantly improve our dumps so that we cannot be eliminated. So our technical teams continue to renew the Organizational-Behavior Study Materials in time, in order to let the examinee using our products to keep up with the Organizational-Behavior exam reform tightly.
Reliable Organizational-Behavior Test Syllabus: https://www.dumpstillvalid.com/Organizational-Behavior-prep4sure-review.html
DOWNLOAD the newest DumpStillValid Organizational-Behavior PDF dumps from Cloud Storage for free: https://drive.google.com/open?id=1PLTgFmTXlj1AD7uNcWbDQ6b6w9PuulNb