Organizational-Behaviors-and-Leadership Actual Questions Answers Pass With Real Organizational-Behaviors-and-Leadership Exam Dumps [Q34-Q48]

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Organizational-Behaviors-and-Leadership Actual Questions Answers Pass With Real Organizational-Behaviors-and-Leadership Exam Dumps

Organizational-Behaviors-and-Leadership Dumps Prepare Your Exam With 80 Questions

NEW QUESTION 34
What is a purpose of employee performance evaluations?
Select one.

To evaluate the physiological symptoms of organizational functionality

To assess the physiological symptoms of organizational dysfunctionality

To measure reliability of an employee’s attitude toward customers

To serve as criteria against which management validates selection and development programs

Employee performance evaluations serve multiple purposes within an organization. One primary purpose is to act as a benchmark for management to validate and improve various programs, including selection and development programs. By evaluating employee performance, management can determine whether their selection processes are effective in choosing the right candidates and whether their development programs are successful in enhancing employee skills and competencies. This helps in ensuring that the workforce remains productive and aligned with organizational goals. References: Robbins, S.P., & Judge, T.A. (2019).
“Organizational Behavior.” Pearson Education; Noe, R.A., et al. (2020). “Human Resource Management:
Gaining a Competitive Advantage.” McGraw-Hill Education.

NEW QUESTION 35
What is an advantage of a group that is not very cohesive?
Choose 1 answer

There is less need for giving rewards as group rewards.

When performance norms are high, productivity will be higher than in a cohesive group.

When performance norms are low, productivity may be higher than in a cohesive group

In groups that are not very cohesive, members are less likely to conform to group norms. If the performance norms are low, this lack of conformity can lead to higher individualproductivity as members are less influenced by the group’s low standards and may strive to perform better on their own.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Hackman, J. R. (1987). The design of work teams. In J. Lorsch (Ed.), Handbook of Organizational Behavior. Prentice Hall.

NEW QUESTION 36
When organizing a team to develop a new quality control system, management wanted to assign team members having characteristics common to effective teams.
Which list specifies common characteristics of effective teams?
Choose 1 answer

A climate of trust, members who fill role demands, and a large team size

Group performance evaluation, absence of conflict, and members who fill role demands

A manageable level of conflict, members who are conscientious, and effective leadership

Group performance evaluation, members who score low on the personality characteristic of extroversion, and effective leadership

Effective teams often exhibit characteristics such as a manageable level of conflict, which encourages diverse viewpoints without causing dysfunction; conscientious team members who are responsible and dependable; and effective leadership to guide and support the team’s efforts.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach. McGraw-Hill/Irwin.

NEW QUESTION 37
An individual set a goal of selling an average of 10 items per call and making a total of 25 sales calls during the week. The individual kept a careful tally of calls and sales. At the end of the week the individual had made
25 calls and sold an average of 10.3 items per call.
Which two factors contributed to the individual’s success, considering the goal-setting theory of motivation?
Select one.

Specificity and self-generated feedback

Specificity and effort-performance expectation

Challenge and other-generated feedback

Challenge and effort-performance expectation

According to the goal-setting theory of motivation, two critical factors contributing to goal achievement are goal specificity and feedback. Specific goals are clear and measurable, which helps individuals understand what is expected of them. Self-generated feedback allows individuals to monitor their own progress, make necessary adjustments, and stay motivated. In this scenario, the individual set a specific goal of selling an average of 10 items per call and making 25 sales calls, and kept a tally of calls and sales, providing self-generated feedback. Reference: Locke, E.A. & Latham, G.P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation. American Psychologist.

NEW QUESTION 38
When is organizational culture considered dysfunctional?
Choose 1 answer

When strong organizational cultures prohibit prejudice

When core values are in agreement throughout the organization

When different employee groups communicate common problems

When cultural incompatibility deters making acquisitions or mergers

Organizational culture is considered dysfunctional when cultural incompatibility deters making acquisitions or mergers. Strong but misaligned cultures can create significant barriers to integration during mergers and acquisitions, leading to conflicts, reduced cooperation, and failure to achieve desired synergies. This dysfunction arises when the cultural values and practices of the merging organizations are fundamentally different, impeding successful collaboration (Cameron & Quinn, 2011).

NEW QUESTION 39
What is the optimal method for maximizing team member participation in a global meeting?
Choose 1 answer

Hard copy messaging

In-person meeting

Video conferencing technology

Unilateral communication techniques

NEW QUESTION 40
Employee B was upset by Employee A’s behavior at the department’s planning meeting.
Which factors will influence Employee B’s perception in this situation?
Choose 1 answer

Stimulation, task, and skills

Situation, target, and perceiver

Problem, criteria, and alternatives

Perception in an organizational context is influenced by three primary factors: the situation, the target, and the perceiver. The situation refers to the context in which the perception occurs, the target is the object or person being perceived, and the perceiver is the individual forming the perception. In the scenario where Employee B is upset by Employee A’s behavior, Employee B’s perception is shaped by the specific circumstances of the planning meeting (situation), Employee A’s actions (target), and Employee B’s own experiences, attitudes, and psychological state (perceiver). This tripartite model explains how subjective perceptions can vary greatly among individuals. References: Robbins, S.P., & Judge, T.A. (2019). “Organizational Behavior.” Pearson Education; Schermerhorn, J.R., et al. (2018). “Organizational Behavior.” Wiley.

NEW QUESTION 41
What is a strength of group decision making?
Choose 1 answer

Power of groupthink

Increased diversity of views

Conformity pressures in groups

Reduced time for making decisions

NEW QUESTION 42
An employee is motivated by prosperity, economic success, well-being, world peace, and autonomy and self-reliance in the workplace.
Which of the employee’s motives is an instrumental value?

Prosperity

Economic success

Autonomy and self-reliance

World peace

Instrumental values are the preferred modes of behavior or means of achieving the terminal values (the end goals). Autonomy and self-reliance are modes of behavior that individuals value to achieve their desired end goals, such as prosperity, economic success, well-being, and world peace. These behaviors guide how individuals conduct themselves to attain their objectives. In contrast, prosperity, economic success, well-being, and world peace are terminal values, representing the end states or goals individuals strive to achieve.
Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

NEW QUESTION 43
Which characteristic is unique to virtual teams as compared with face-to-face teams?
Select one.

Limited social context

Members from same hierarchical level

Members with varied skills

Diversity of member backgrounds

Virtual teams differ from face-to-face teams primarily due to their reliance on digital communication, which limits the social context. This can result in reduced opportunities for informal interactions, relationship-building, and immediate feedback, which are more easily achieved in face-to-face settings.
Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

NEW QUESTION 44
What is an advantage of a strong organizational culture?
Choose 1 answer

Employee behavior is rarely affected.

There is a lack of behavioral consistency

The company has low employee turnover.

Organizational purpose results in limited cohesiveness.

An advantage of a strong organizational culture is that the company has low employee turnover. Strong cultures create a sense of belonging and commitment among employees, which increases their loyalty and reduces the likelihood of them leaving the organization. This cohesiveness leads to higher employee satisfaction, better job performance, and reduced turnover rates. Research indicates that companies with strong cultures often enjoy these benefits due to the alignment of values and consistent behavioral norms (Kotter & Heskett, 1992).

NEW QUESTION 45
What is a characteristic of problem-solving teams that is different than cross-functional teams?

Problem-solving team members meet only on a virtual basis.

Problem-solving team members come from different work units.

Problem-solving team members come from the same work unit.

Problem-solving teams use only computer technology to tie them together physically

Problem-solving teams typically consist of members from the same department or work unit who meet regularly to discuss ways of improving quality, efficiency, and the work environment. This is different from cross-functional teams, which consist of members from various departments who come together to achieve a common goal.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* McShane, S. L., & Von Glinow, M. A. (2017).Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill Education.

NEW QUESTION 46
What type of team is formed when employees from about the same hierarchical level but from different work areas come together to accomplish a task?
Choose 1 answer

Virtual team

Diverse team

Divergent team

Cross-functional team

NEW QUESTION 47
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

Path-goal theory

Leader-member exchange theory

Situational leadership theory

Leader-participation model

NEW QUESTION 48
What is a positive effect of a cohesive group?
Select one.

Bringing heterogeneity to the process

Improving group productivity

Promoting value flexibility

Reducing group norm effect

A cohesive group typically exhibits high levels of trust and cooperation among its members, which can lead to improved group productivity. Cohesiveness fosters a supportive environment where members are motivated to work together effectively, thereby enhancing overall performance and achieving organizational goals.

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