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| Section | Objectives |
|---|---|
| Topic 1: Group Behavior and Dynamics | - Conflict and negotiation - Group development stages - Team building and teamwork - Power and political behavior - Group structure and roles |
| Topic 2: Leadership Theories | - Transformational vs transactional leadership - Behavioral approaches - Contemporary leadership perspectives - Contingency theories - Trait approaches to leadership |
| Topic 3: Organizational Structure and Culture | - Organizational communication - Organizational culture dimensions - Organizational design principles - Organizational change and development - Organizational structure types |
| Topic 4: Individual Behavior and Personality | - Perception and attribution - Individual decision-making - Attitudes and job satisfaction - Personality traits and theories - Motivation theories (Maslow, Herzberg, Vroom) |
>> Exam Organizational-Behavior Topic <<
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NEW QUESTION # 18
What is a positive effect of a cohesive group?
Answer: B
Explanation:
Cohesiveness is generally viewed as a desirable trait in organizational groups because of its potential to improve group productivity. In a highly cohesive group, members are more likely to communicate effectively, experience less internal friction, and display higher levels of commitment to group goals. This internal synergy typically leads to a more efficient work process and higher quality output.
However, the relationship between cohesiveness and productivity is moderated byperformance-related norms. If a cohesive group has high performance norms (standards for hard work and quality), productivity will be significantly higher than in a group with low cohesiveness. Conversely, if a highly cohesive group has low performance norms, their productivity may actually decrease because they are united in their desire to work less. Despite this nuance, the fundamental positive organizational outcome associated with fostering cohesion is the enhancement of the group's ability to produce results.
NEW QUESTION # 19
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: C
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 # 20
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?
Answer: D
Explanation:
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.
NEW QUESTION # 21
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 # 22
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?
Answer: A
Explanation:
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.
NEW QUESTION # 23
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