BTW, DOWNLOAD part of ExamsTorrent Organizational-Behavior dumps from Cloud Storage: https://drive.google.com/open?id=1WXKsJWQdM2137iHWuWXt7h7nfHe-BKHE
This pdf covers all of the Organizational-Behavior Exam Questions from the previous exams as well as those that will appear in the upcoming WGU Organizational-Behavior exam. The Organizational-Behavior PDF exam questions are compiled according to the latest exam syllabus to ensure your success. The WGU Organizational-Behavior PDF exam questions are also printable to make handy notes.
| Section | Objectives |
|---|---|
| Leadership and Management | - Leadership styles and theories - Power, influence, and authority |
| Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Teams and Group Dynamics | - Group decision-making and conflict resolution - Team formation and development stages |
| Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
>> Latest Organizational-Behavior Exam Notes <<
Practicing under these situations helps to kill WGU Organizational Behavior (GTO1, C715) (Organizational-Behavior) exam anxiety. Questions in desktop-based mock exams are identical to the real ones. Our practice exams give you options to change their durations and questions' numbers to polish your skills. You can easily assess your readiness with the assistance of results produced by the practice exam.
NEW QUESTION # 23
What is a positive effect of a cohesive group?
Answer: A
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 # 24
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: A
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 # 25
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: D
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 # 26
What is a personal view of how one is supposed to act in a given group situation?
Answer: B
Explanation:
In the context of group dynamics, "roles" refer to a set of expected behavior patterns attributed to someone occupying a given position in a social unit. Within this framework,Role Perceptionis defined as an individual' s own view of how he or she is supposed to act in a given situation. We get these perceptions from various stimuli around us-friends, books, movies, or observing how successful colleagues behave.
It is important to distinguish Role Perception fromRole Expectations, which are howothersbelieve a person should act in a given situation. For example, a manager might have a role expectation that a supervisor should be stern, but the supervisor's own role perception might be that they should be a supportive mentor. When role perception and role expectation do not align, it can lead to confusion or poor performance.Role Identityrefers to the certain attitudes and behaviors consistent with a role, whileRole Conflictoccurs when an individual finds that compliance with one role requirement may make it difficult to comply with another. Because the question specifically asks for thepersonal viewof behavior, "Role Perception" is the correct technical term.
NEW QUESTION # 27
When is organizational culture a liability?
Answer: B
Explanation:
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.
NEW QUESTION # 28
......
We believe that you can buy our Organizational-Behavior demo PDF torrent without any misgivings, Firstly, we have a strong experts team who are devoted themselves to research of the technology, which ensure the high-quality of our Organizational-Behavior Dump guide, ExamsTorrent offers WGU Organizational Behavior (GTO1, C715) Organizational-Behavior free Updates. It is no exaggeration to say that the value of the certification training materials is equivalent to all exam related reference books.
Updated Organizational-Behavior Demo: https://www.examstorrent.com/Organizational-Behavior-exam-dumps-torrent.html
What's more, part of that ExamsTorrent Organizational-Behavior dumps now are free: https://drive.google.com/open?id=1WXKsJWQdM2137iHWuWXt7h7nfHe-BKHE