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NEW QUESTION # 29
When is organizational culture considered dysfunctional?
Choose 1 answer
- A. When strong organizational cultures prohibit prejudice
- B. When cultural incompatibility deters making acquisitions or mergers
- C. When different employee groups communicate common problems
- D. When core values are in agreement throughout the organization
Answer: B
Explanation:
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 # 30
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 supports low employee performance and satisfaction when employees are performing structured tasks in groups.
- C. It seeks to reconcile divergent attitudes and to align attitudes and behaviors so they appear rational and consistent.
- D. 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.
Answer: D
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 # 31
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. Problem-solving team
- C. Semi-virtual team
- D. Self-managed work 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 # 32
Management is considering a massive reorganization in one plant and plans to organize the 250 employees currently working on the assembly line into teams. Management is seeking increases in productivity and manufacturing output.
Which type of teams should they create?
Select one.
- A. Competitive teams
- B. Self-managed teams
- C. Virtual teams
- D. Quality teams
Answer: B
Explanation:
Self-managed teams are groups of employees who are given the autonomy to manage their own tasks and make decisions. These teams can enhance productivity and manufacturing output by increasing employee engagement, responsibility, and flexibility in taskmanagement. Self-managed teams are known for their ability to adapt to changes and continuously improve processes, making them an ideal choice for increasing productivity.
NEW QUESTION # 33
A team was assigned a project. Halfway through the project it was obvious that the team was failing to meet expectations. Management had made sure that individuals assigned to the team had good interpersonal skills as well as good problem-solving and decision-making skills. However, they overlooked other abilities of team members required for accomplishing the work.
Which ability necessary for team members was overlooked?
Choose 1 answer
- A. Type D personality
- B. Technical expertise
- C. Propensity for social loafing
- D. Authoritarian personality
Answer: B
Explanation:
While interpersonal skills, problem-solving, and decision-making skills are crucial, technical expertise is essential for the specific tasks at hand. In this case, management overlooked the necessity of technical skills, which are vital for the team members to effectively accomplish their work and meet project expectations.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Katzenbach, J. R., & Smith, D. K. (2003).The Wisdom of Teams: Creating the High-Performance Organization. Harper Business.
NEW QUESTION # 34
What is a disadvantage of group decision making?
Select one.
- A. Norm disintegration
- B. Role disintegration
- C. Felt conflict
- D. Groupthink
Answer: D
Explanation:
Groupthink is a disadvantage of group decision-making where the desire for harmony and conformity in the group leads to irrational or dysfunctional decision-making outcomes. Members suppress dissenting opinions, leading to a lack of critical evaluation of alternatives and potentially poor decisions.
NEW QUESTION # 35
How might a charismatic leader work to increase performance in an organization?
Choose 1 answer
- A. Issue a memo calling for increased effort.
- B. Articulate an appealing vision.
- C. Avoid unconventional behavior.
- D. Demonstrate Type A behavior.
Answer: B
Explanation:
A charismatic leader can increase performance in an organization by articulating an appealing vision.
Charismatic leaders inspire and motivate their followers by presenting a compelling future state that aligns with their values and aspirations. This vision provides a sense of purpose and direction, encouraging employees to put in extra effort and align their behaviors with organizational goals. The transformational leadership literature extensively supports this approach, highlighting the role of vision articulation in enhancing organizational performance (Bass & Riggio, 2006).
NEW QUESTION # 36
How might a charismatic leader work to increase performance in an organization?
Select one.
- A. Take a laissez-faire approach to encourage goal achievement
- B. Convey through words and actions a new set of values
- C. Avoid confusion of purpose by adhering to strictly conventional behavior
- D. Take a transactional approach emphasizing contingent rewards
Answer: B
NEW QUESTION # 37
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. Intrinsic reward
- C. Affiliation reward
- D. Extrinsic reward
Answer: B
NEW QUESTION # 38
What is one of the forces that plays a particularly important role in sustaining an organization's culture?
Choose 1 answer
- A. Socialization process
- B. Individualized interaction
- C. Educational level achieved by key employees
Answer: A
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 # 39
What is a characteristic employed by transformational leaders?
Choose 1 answer
- A. Practices management by exception
- B. Provides vision and sense of mission and gains trust
- C. Contracts exchange of rewards for effort
- D. Intervenes only if performance standards are not met
Answer: B
NEW QUESTION # 40
What is true about the relationship between performance evaluation and motivation?
Choose 1 answer
- A. Employees must have confidence that the effort they exert will lead to a favorable performance evaluation
- B. Performance evaluations have little potential for impacting motivation.
- C. The relationship does not depend on the perceptual process.
- D. The relationship is strongest when employees are not aware of the criteria used for the evaluations.
Answer: A
Explanation:
The relationship between performance evaluation and motivation is strongest when employees have confidence that the effort they exert will lead to a favorable performance evaluation. This concept is rooted in the expectancy theory of motivation, which posits that employees are motivated when they believe their efforts will result in desirable performance outcomes and subsequent rewards. Clear, transparent, and fair evaluation criteria help build this confidence, enhancing motivation and encouraging employees to put in their best efforts. Studies in organizational behavior and psychology highlight the importance of perceived fairness and transparency in performance evaluations for maintaining high levels of motivation (Vroom, 1964; Locke & Latham, 2002).
NEW QUESTION # 41
Which of the following characteristics is closely associated with informal groups but not associated with formal groups?
- A. Directed towards organizational goals
- B. Defined by organizational structure
- C. Formed to meet social interactions' needs
- D. Usually has a negative impact on the organization
Answer: C
NEW QUESTION # 42
Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional?
Select one.
- A. Altering the human variables and confrontation
- B. Altering the human variables and roughing
- C. Altering the structural variables and confrontation
- D. Altering the structural variables and smoothing
Answer: D
NEW QUESTION # 43
Which option defines organizational culture?
Choose 1 answer
- A. An organizational segmentation according to cultural background
- B. A diverse cultural subset working together to strengthen impact
- C. A shared system of meanings that is unique to the organization
- D. A human resources department program for recognizing diversity
Answer: C
NEW QUESTION # 44
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. Path-goal theory
- B. Leader-participation model
- C. Situational leadership theory
- D. Leader-member exchange theory
Answer: A
NEW QUESTION # 45
What is a difference between a work group and a work team
Select one.
- A. The goal of work groups is collective performance while the goal of work teams is to share information that is helpful to each worker.
- B. Work group skills are complementary while work team skills are random and varied.
- C. A work group's performance is greater than the sum of the individual inputs while a work teamfocuses on improving individual efforts.
- D. Work group members work individually while work teams accomplish work through a coordinated effort.
Answer: D
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 # 46
Which statement is true about work teams?
Choose 1 answer
- A. Members of the group generate positive synergy through coordinated effort.
- B. The primary goal is to share information that is helpful to individual efforts.
- C. The members' primary focus is on improving individual effort.
Answer: A
NEW QUESTION # 47
Which option defines organizational culture?
Select one.
- A. Individuals with feelings that are clearly distinguished from the culture of the organization
- B. Perceptions that are characterized in words or feelings but not understood or accepted by the organization
- C. A system of shared meanings held by members that distinguishes the organization from other organizations
- D. A biological entity that shows clear relationships to an organization or group of organizations
Answer: C
Explanation:
Organizational culture is defined as a system of shared meanings held by members that distinguishes the organization from other organizations. This includes values, beliefs, rituals, symbols, and behaviors that are common within an organization. A strong organizational culture can influence employee behavior, enhance job satisfaction, and improve overall organizational performance.
References:
* Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
* Hatch, M. J. (2018). Organization Theory: Modern, Symbolic, and Postmodern Perspectives (4th ed.).
Oxford University Press.
NEW QUESTION # 48
What defines acceptable standards of behavior that are shared by group members?
Select one.
- A. Group norms
- B. Group status
- C. Group conformity
- D. Group roles
Answer: A
Explanation:
Group norms define the acceptable standards of behavior shared by group members. These norms influence how group members interact, make decisions, and perform tasks, ensuring consistency and predictability within the group. Norms are established through group consensus and can significantly impact group dynamics and performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition.
Pearson.
NEW QUESTION # 49
What is a characteristic of cross-functional teams?
Select one.
- A. Team members are from about the same hierarchical level.
- B. Team members are from a vertical cross-section of the organization.
- C. Team members' votes on decisions are sequenced according to the hierarchy of the function they represent.
- D. Although team members cross functions they come from the same work area.
Answer: A
Explanation:
Cross-functional teams consist of employees from various departments or functions within an organization who are at approximately the same hierarchical level. This structure allows for diverse expertise and perspectives to be brought together to solve complex problems or achieve common goals. Reference: Robbins,
S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 50
How can an organization transmit its culture to its employees?
Choose 1 answer
- A. By requiring employees to memorize the mission statement
- B. By influencing the balance of employees' cultural backgrounds
- C. By analyzing employee gripes and complaints
- D. By using material symbols and specific language
Answer: D
Explanation:
An organization can transmit its culture to its employees by using material symbols and specific language.
Material symbols include the physical layout of the workplace, dress codes, and corporate logos, which convey the organization's values and norms. Specific language, including jargon and slogans, also plays a crucial role in reinforcing the cultural identity and shared understanding among employees. This approach is well-documented in studies on organizational culture transmission (Schein, 2017).
NEW QUESTION # 51
What is the optimal method for maximizing team member participation in a global meeting?
Choose 1 answer
- A. Unilateral communication techniques
- B. In-person meeting
- C. Video conferencing technology
- D. Hard copy messaging
Answer: C
NEW QUESTION # 52
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