Organizational-Behavior試験問題は高品質であり、試験に簡単かつ正常に合格するのに役立ちます。 Organizational-Behavior試験の質問により、99％の合格率と高いヒット率が得られるため、WGU試験に合格できないことを心配する必要はありません。 当社のOrganizational-Behavior試験トレントは、専門家によって編集され、経験豊富な専門家によって承認され、理論と実践の開発状況に応じて更新されます。 当社のOrganizational-Behaviorガイドトレントは、試験をシミュレートしてタイミング機能を向上させることができます。
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Group Development | ~17% | - Group formation and stages
|
| Topic 2: Teams and Team Building | ~17% | - Team types and effectiveness
|
| Topic 3: Leadership | ~17% | - Leadership theories and styles
|
| Topic 4: Organizational Culture | ~17% | - Culture definition and components
|
| Topic 5: Behavioral Influences | ~17% | - Individual behavior drivers
|
| Topic 6: Performance Evaluation | ~17% | - Evaluation systems and methods
|
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質問 # 33
What is a characteristic employed by transactional leaders?
正解：D
解説：
Organizational Behavior distinguishes between transformational andtransactional leaders. Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. They function primarily through a series of "transactions" or exchanges where the leader provides something the followers want in return for their performance.
One of the primary characteristics of transactional leadership iscontingent reward, which involvespromising rewards for good performanceand recognizing accomplishments. Other characteristics include management by exception (active or passive), where the leader intervenes only when standards are not met. Options A, B, and C describe transformational leaders, who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers. While transformational leadership is often celebrated for driving innovation and change, transactional leadership remains essential for maintaining the day-to-day stability and efficiency of an organization by ensuring that employees are rewarded for meeting specific, tangible targets.
質問 # 34
What is the impact of high group cohesiveness and well-defined performance norms on the productivity of a team?
正解：A
解説：
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.
質問 # 35
Which option defines organizational culture?
正解：A
解説：
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.
質問 # 36
When is organizational culture a liability?
正解：B
解説：
While a strong culture can be a significant asset by improving employee commitment and reducing ambiguity, it can also become aliabilityunder certain conditions. One of the most critical liabilities occurswhen a strong organizational culture limits diversity within the organization. Because a strong culture pressures employees to conform to accepted values and behaviors, it can create a "mismatch" for people who bring different perspectives or backgrounds.
Strong cultures often act as a barrier to change because they lead to institutionalization, where behaviors are followed blindly without question. This can be particularly damaging during mergers or acquisitions, where two conflicting strong cultures may fail to integrate. Furthermore, when the shared values do not align with the organization's effectiveness in a changing environment, the culture becomes a "barrier to diversity" and a
"barrier to change". Management must therefore balance the benefits of a cohesive culture with the need for diverse viewpoints that prevent "groupthink" and allow the organization to remain adaptable.
質問 # 37
What defines acceptable standards of behavior that are shared by group members?
正解：C
質問 # 38
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