さらに、JPNTest Organizational-Behaviorダンプの一部が現在無料で提供されています：https://drive.google.com/open?id=1LKYdBE2q8ZazS3ZZZoA657N6B8Ptm6-2
テストの準備に多くの時間を費やし、それでも何度も失敗するのは馬鹿げていますか？ 一部の受験者は、WGU Organizational-Behavior試験ダンプ問題で簡単に試験に合格しますか？ 試験に合格し、認定を取得することが目標である場合、Organizational-Behavior試験ダンプは、目標を簡単に達成するのに役立ちます。選択してみませんか？ Organizational-Behavior試験ダンプ問題を含むテストの前にわずか数十のお金と20〜35時間の有効な準備で、確実に試験をクリアできます。 では、なぜあなたは無駄な努力をするのに多くの時間を無駄にしているのですか？
| Section | Objectives |
|---|---|
| Topic 1: Motivation and Performance | - Goal setting and performance management - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) |
| Topic 2: Ethics and Organizational Responsibility | - Corporate social responsibility - Ethical decision making in organizations |
| Topic 3: Teams and Group Dynamics | - Team formation and development stages - Group decision-making and conflict resolution |
| Topic 4: Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Topic 5: Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Topic 6: Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
| Topic 7: Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Topic 8: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
>> Organizational-Behavior資料的中率 <<
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質問 # 17
What is one of the six primary characteristics that define an organization's culture?
正解：D
解説：
Research suggests that seven (often grouped into six or seven in various texts) primary characteristics capture the essence of an organization's culture. One of these key characteristics isAggressiveness, which describes the degree to which people are aggressive and competitive rather than easygoing.
Other characteristics include:
* Innovation and Risk Taking:The degree to which employees are encouraged to be innovative and take risks.
* Attention to Detail:The degree to which employees are expected to exhibit precision and analysis.
* Outcome Orientation:The degree to which management focuses on results rather than techniques and processes.
* People Orientation:The degree to which management decisions take into account the effect of outcomes on people within the organization.
* Team Orientation:The degree to which work activities are organized around teams rather than individuals.
* Stability:The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
By assessing an organization on these dimensions, a complete picture of its culture emerges, providing a basis for shared understanding among members.
質問 # 18
An employee is motivated by economic success, well-being, world peace, and autonomy and self-reliance in the workplace. Which of the employee's motives is an instrumental value?
正解：B
解説：
In Organizational Behavior, values are often classified using the Rokeach Value Survey, which distinguishes betweenTerminal ValuesandInstrumental Values. Terminal values represent the ultimate goals or "end- states" an individual hopes to achieve, such as prosperity (economic success), well-being, and world peace.
These are the destinations toward which a person works. In contrast, instrumental values are the "modes of conduct" or the means by which one achieves those terminal goals.
In this specific scenario, "autonomy and self-reliance" are categorized as instrumental values because they describe the behavioral methods an employee uses to navigate the workplace and eventually reach their terminal goals, such as economic success or personal well-being. For example, an employee might use autonomy (an instrumental value) as a tool to gain the efficiency required to achieve prosperity (a terminal value). Understanding this distinction is vital for managers because while terminal values tell us what the employee wants to achieve, instrumental values tell us how they prefer to behave in order to get there.
Autonomy and self-reliance are practical approaches to work life rather than the final life-goals themselves, thus fitting the definition of instrumental values perfectly.
質問 # 19
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?
正解：C
解説：
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
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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.
質問 # 20
Which team type takes on many responsibilities of their former supervisors?
正解：B
解説：
ASelf-managed work teamis a group of employees (typically 10 to 15) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. In a traditional work structure, a supervisor would handle tasks such as planning and scheduling work, assigning tasks to members, making operating decisions, and taking action on problems. In a self-managed environment, the team collectively takes over these managerial duties.
These teams may even select their own members and evaluate each other's performance. The goal of organizing into self-managed teams is to increase employee involvement and empowerment, theoretically leading to higher job satisfaction and productivity through synergy and collective control. Unlike "problem- solving teams," which only make recommendations, self-managed teams have the authority to implement solutions and take full responsibility for outcomes. While this can be highly effective, the success of self- managed teams depends heavily on the organizational culture and the level of training provided to employees.
If members are not prepared for the interpersonal demands of self-management-such as resolving internal conflicts or managing the pace of work-the team can struggle. However, when properly implemented, self- managed teams represent the highest level of team autonomy in organizational design.
質問 # 21
What are two of the three forces that play a particularly important role in sustaining an organization's culture?
正解：D
解説：
Once a culture is in place, certain practices within the organization act to maintain it by exposing employees to a set of similar experiences. Three forces play a particularly important role in sustaining a culture: selection practices, theactions of top management, and thesocialization process.
Theactions of top managementare crucial because through what they say and how they behave, senior executives establish norms that filter down through the organization. For example, their reactions to crises or how they reward performance send clear signals about what is truly valued. Thesocialization processis the method by which the organization helps new employees adapt to its culture. Even if an organization hires the
"right" people during selection, they must still be taught the specific values and customs of the firm.
Socialization ensures that the culture is transmitted consistently from one generation of employees to the next, maintaining the organization's unique identity over time.
質問 # 22
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業界の人気トレンドの変化と最新の社会的見解を注視し、時代に対応し、クライアントに最新のOrganizational-Behavior学習教材リソースを提供します。私たちのサービス哲学と信条は、お客様が私たちの神であり、お客様のOrganizational-Behaviorガイド資料に対する満足が私たちの幸福の最大のリソースであるということです。なぜあなたはまだheしたのですか？今すぐOrganizational-Behaviorガイドの質問を購入してください。 Organizational-Behaviorラーニングガイドを使用すると、Organizational-Behavior試験に問題なく合格できます。
Organizational-Behavior資格勉強: https://www.jpntest.com/shiken/Organizational-Behavior-mondaishu
P.S.JPNTestがGoogle Driveで共有している無料の2026 WGU Organizational-Behaviorダンプ：https://drive.google.com/open?id=1LKYdBE2q8ZazS3ZZZoA657N6B8Ptm6-2