[Dec 10, 2024] New WGU Organizational-Behaviors-and-Leadership Dumps with Test Engine and PDF (New Questions)
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NEW QUESTION # 38
What is true about social loafing in the work place?
Select one.
- A. It increases employee expectations that effort will lead to a lower level of performance when tasks are ambiguously structured.
- B. It seeks to reconcile divergent attitudes and to align attitudes and behaviors so they appear rational and consistent.
- C. It challenges the logic that the productivity of a group should be at least equal to the sum of productivity of each individual in the group.
- D. It supports low employee performance and satisfaction when employees are performing structured tasks in groups.
Answer: C
Explanation:
Social loafing refers to the phenomenon where individuals exert less effort when working in a group than when working alone. This challenges the assumption that group productivity should equal the sum of individual productivity, as some members may rely on others to carry the workload, leading to reduced overall group efficiency.
NEW QUESTION # 39
Which team consists of employees from about the same hierarchical level but from different work areas who come together to accomplish a common task?
Select one.
- A. Cross-functional team
- B. Semi-virtual team
- C. Self-managed work team
- D. Problem-solving team
Answer: A
Explanation:
A cross-functional team is composed of employees from different work areas or functions within the organization who are at roughly the same hierarchical level. These teams are formed to accomplish specific tasks that require diverse expertise and collaborative effort. Reference: Robbins, S.P. & Judge, T.A. (2019).
Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 40
How might a charismatic leader work to increase performance in an organization?
Select one.
- A. Avoid confusion of purpose by adhering to strictly conventional behavior
- B. Take a laissez-faire approach to encourage goal achievement
- C. Convey through words and actions a new set of values
- D. Take a transactional approach emphasizing contingent rewards
Answer: C
NEW QUESTION # 41
A company is changing their work organization from employees working individually to the use of teams.
What will likely help the company develop team effectiveness?
Select one.
- A. Quickly developing team efficacy by assigning only complex and difficult tasks from the beginning
- B. Utilizing both individual rewards and team rewards
- C. Avoiding social loafing by making sure all accountability is joint accountability.
- D. Ensuring there is zero conflict among team members
Answer: B
Explanation:
To develop team effectiveness, it is important to balance individual and team rewards. This approach ensures that individual contributions are recognized and rewarded, while also encouraging collaboration and collective effort towards team goals. This dual focus helps maintain motivation at both the individual and team levels, promoting overall team effectiveness.
NEW QUESTION # 42
What is a difference between a work group and a work team
Select one.
- A. A work group's performance is greater than the sum of the individual inputs while a work teamfocuses on improving individual efforts.
- B. Work group members work individually while work teams accomplish work through a coordinated effort.
- C. Work group skills are complementary while work team skills are random and varied.
- D. The goal of work groups is collective performance while the goal of work teams is to share information that is helpful to each worker.
Answer: B
Explanation:
A work group is characterized by the sum of individual efforts without the need for collective synergy. Each member is responsible for their own tasks and performance. In contrast, a work team involves coordinated effort where members work interdependently towards a common goal, leveraging collective skills and collaboration to achieve higher performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 43
Fulfilling a social desire such as affection, acceptance, friendship, or a sense of belonging is an example of which theory?
Select one.
- A. Maslow's hierarchy of needs
- B. Bigelow's theory of X and Y
- C. Three-factor hierarchy
- D. Two-factor theory
Answer: A
Explanation:
Maslow's hierarchy of needs is a theory in psychology that categorizes human needs into five levels, with social needs being one of them. These needs include affection, acceptance, friendship, and a sense of belonging. According to Maslow, fulfilling these social needs is essential for individuals to move on to higher levels of the hierarchy, such as esteem and self-actualization.
NEW QUESTION # 44
What is a strength of group decision making?
Choose 1 answer
- A. Increased diversity of views
- B. Power of groupthink
- C. Conformity pressures in groups
- D. Reduced time for making decisions
Answer: A
NEW QUESTION # 45
An employee enjoys having a large span of responsibility and is motivated to do well because of personal feelings.
Which kind of reward is this?
Choose 1 answer
- A. Compensatory reward
- B. Extrinsic reward
- C. Intrinsic reward
- D. Affiliation reward
Answer: C
NEW QUESTION # 46
Which option defines organizational culture?
Choose 1 answer
- A. A human resources department program for recognizing diversity
- B. An organizational segmentation according to cultural background
- C. A diverse cultural subset working together to strengthen impact
- D. A shared system of meanings that is unique to the organization
Answer: D
NEW QUESTION # 47
How can an organization transmit its culture to its employees?
Select one.
- A. By balancing cultural backgrounds
- B. By circulating stories
- C. By studying employee complaints
- D. By requiring employees to memorize the mission statement
Answer: B
Explanation:
An organization can transmit its culture to employees through various means, including circulating stories.
Stories about significant events, achievements, and key figures in the organization's history help convey the organization's values, norms, and traditions. These stories serve as a powerful tool for communicating cultural messages and reinforcing desired behaviors. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 48
Which contingency theory of leadership proposes that early in the interaction between a leader and a given follower the leader implicitly categorizes the follower as an "in" or an "out"?
Choose 1 answer
- A. Leader-participation model
- B. Leader-member exchange theory
- C. Situational leadership theory
- D. Path-goal theory
Answer: D
NEW QUESTION # 49
To resolve a conflict between the department staff and the janitorial staff, the department head informs the department staff of a new policy prohibiting the eating of food at the desk.
Which type of conflict resolution technique does this represent?
Choose 1 answer
- A. Problem solving
- B. Authoritative command
- C. Altering the structural variables
- D. Altering the human variable
Answer: B
Explanation:
Authoritative command involves the use of formal authority to resolve conflicts. In this case, the department head implements a new policy to eliminate the conflict by prohibiting eating at desks. This approach uses direct authority to change behavior and resolve the issue.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.
NEW QUESTION # 50
Which type of group is defined by the organization's structure?
Choose 1 answer
- A. Unified group
- B. Formal group
- C. Informal group
- D. Designated group
Answer: B
Explanation:
A formal group is defined by the organization's structure, with designated work assignments establishing tasks.
This definition aligns with the roles and relationships explicitly outlined by the organization. These groups are created to achieve specific organizational objectives and include departments, project teams, and committees.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Greenberg, J. (2011). Behavior in Organizations. Pearson.
NEW QUESTION # 51
Identify the three forces that play a particularly important role in sustaining an organization's culture?
Select one.
- A. Socialization methods, age of key employees, and actions of top management
- B. Age of key employees, socialization methods, and selection process
- C. Socialization methods, selection process, and actions of top management
- D. Age of key employees, selection process, and actions of top management
Answer: C
Explanation:
The three forces that play a crucial role in sustaining an organization's culture are socialization methods, the selection process, and the actions of top management. Socialization methods help new employees learn and adapt to the organizational culture.The selection process ensures that individuals who fit the organizational culture are hired. The actions of top management set the tone for the culture by demonstrating appropriate behaviors and reinforcing cultural values. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 52
Management has noticed that the quality improvement work group is struggling because members seem to be working in different directions.
Which suggested action can the company take to increase group cohesiveness?
Select one.
- A. Establish more rigid roles for group members
- B. Make the group larger
- C. Physically isolate the group
- D. Decrease the difficulty of becoming a group member
Answer: C
Explanation:
Increasing group cohesiveness can be achieved by physically isolating the group, which encourages members to interact more frequently and develop stronger bonds. This isolation can help the group focus on their common goals and work together more effectively. Other options, such as making the group larger or decreasing the difficulty of becoming a group member, would likely decrease cohesiveness. Establishing more rigid roles might also hinder the flexibility needed for effective teamwork. Reference: Robbins, S.P. & Judge,
T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 53
What is one of the forces that plays a particularly important role in sustaining an organization's culture?
Choose 1 answer
- A. Educational level achieved by key employees
- B. Socialization process
- C. Individualized interaction
Answer: B
Explanation:
The socialization process plays a particularly important role in sustaining an organization's culture. This process involves the methods by which new employees learn the values, expected behaviors, and social knowledge necessary to assume their roles within the organization. Through orientation programs, mentorship, and continuous reinforcement, the socialization process helps embed the cultural norms and values into new employees, ensuring the culture is maintained over time. This is supported by literature in organizational behavior, which emphasizes the critical role of socialization in cultural perpetuation (Robbins & Judge, 2019).
NEW QUESTION # 54
Employees A and B work together on the same project team. When the team faces a complex problem, the team leader usually asks B to generate alternative solutions for the team to consider.
Experience has shown that B is more likely to take initiative, to set ambitious goals, and to feel that the team can effectively influence its environment. Employee A tends to do well on jobs that are routine, is plagued with self doubt, and feels that the team is largely powerless over its environment.
Which statement is correct?
- A. Employee A exhibits positive core self evaluation and employee B exhibits positive core self evaluation.
- B. Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation.
- C. Employee A exhibits negative core self evaluation, and employee B exhibits negative core self evaluation.
- D. Employee A exhibits positive core self evaluation, and employee B exhibits negative core self evaluation.
Answer: B
Explanation:
Core self-evaluation (CSE) is a concept that encompasses an individual's subconscious, fundamental evaluations about themselves, their own abilities, and their control over their environment. Employee A exhibits traits such as self-doubt, reliance on routine tasks, and a feeling of powerlessness, which are indicative of a negative core self-evaluation. Conversely, Employee B displays initiative, sets ambitious goals, and believes in the team's ability to influence the environment, which are characteristics of a positive core self-evaluation.
References:
* Judge, T. A., & Bono, J. E. (2001). Relationship of Core Self-Evaluations Traits-Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability-with Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.
* Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.
NEW QUESTION # 55
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