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Organizational-Behaviors-and-Leadership dumps and 80 unique questions
NEW QUESTION # 11
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. Convey through words and actions a new set of values
- C. Take a transactional approach emphasizing contingent rewards
- D. Take a laissez-faire approach to encourage goal achievement
Answer: B
NEW QUESTION # 12
Three employees meet face-to-face to identify a problem and resolve it through open discussion.
Which type of conflict resolution technique is this?
Select one.
- A. Problem solving
- B. Smoothing
- C. Compromising
- D. Devil's advocate
Answer: A
NEW QUESTION # 13
Which dimension of the Fiedler contingency model is associated with the degrees of influence a leader has over variables such as hiring, firing, discipline, promotions, and salary increases?
- A. Task structure
- B. Leader-member exchange
- C. Position power
- D. Leader-member relations
Answer: C
NEW QUESTION # 14
Which characteristic is unique to virtual teams as compared with face-to-face teams?
Select one.
- A. Diversity of member backgrounds
- B. Members from same hierarchical level
- C. Members with varied skills
- D. Limited social context
Answer: D
Explanation:
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 # 15
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 negative core self evaluation, and employee B exhibits positive core self evaluation.
- B. Employee A exhibits positive core self evaluation and employee B exhibits positive core self evaluation.
- C. Employee A exhibits positive core self evaluation, and employee B exhibits negative core self evaluation.
- D. Employee A exhibits negative core self evaluation, and employee B exhibits negative core self evaluation.
Answer: A
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 # 16
What is a characteristic employed by transformational leaders?
Choose 1 answer
- A. Contracts exchange of rewards for effort
- B. Intervenes only if performance standards are not met
- C. Provides vision and sense of mission and gains trust
- D. Practices management by exception
Answer: C
NEW QUESTION # 17
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. The goal of work groups is collective performance while the goal of work teams is to share information that is helpful to each worker.
- D. Work group skills are complementary while work team skills are random and varied.
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 # 18
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?
- A. Prosperity
- B. World peace
- C. Economic success
- D. Autonomy and self-reliance
Answer: D
Explanation:
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 # 19
A company is changing their work organization from employees working individually to the use of teams.
Which reward system could be used to foster long-term team effectiveness?
Choose 1 answer
- A. Reward system that rewards only individual performance
- B. Reward system that recognizes only group activity
- C. Reward system that discourages collaboration by individuals
Answer: B
Explanation:
To foster long-term team effectiveness, a reward system that recognizes and incentivizes group activity is crucial. Such a system encourages collaboration, teamwork, and collective responsibility, which are essential for the success of team-based work environments.
References:
* Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.
* Lawler, E. E. (2000). Rewarding Excellence: Pay Strategies for the New Economy. Jossey-Bass.
NEW QUESTION # 20
What are primary factors that differentiate virtual
teams from face-to-face teams?
Choose 1 answer
- A. Reduce paraverbal cues and create more frequent social context
- B. Reduce telecommunications costs and increase paraverbal cues
- C. Overcome time and space constraints and create limited social context
- D. Improve employee satisfaction and create more frequent social context
Answer: C
NEW QUESTION # 21
Management is considering a reorganization of sales regions and plans to allow employees to live and work in their respective sales territories throughout the United States. However, the vice president of sales wants the regionally-dispersed agents to participate in weekly sales meetings.
Which type of teams should be organized?
Choose 1 answer
- A. Cross-functional teams
- B. Virtual teams
- C. Quality teams
- D. Self-managed teams
Answer: B
NEW QUESTION # 22
Which of the following characteristics is closely associated with informal groups but not associated with formal groups?
- A. Formed to meet social interactions' needs
- B. Defined by organizational structure
- C. Usually has a negative impact on the organization
- D. Directed towards organizational goals
Answer: A
NEW QUESTION # 23
How can an organization transmit its culture to its employees?
Choose 1 answer
- A. By analyzing employee gripes and complaints
- B. By requiring employees to memorize the mission statement
- C. By using material symbols and specific language
- D. By influencing the balance of employees' cultural backgrounds
Answer: C
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 # 24
Which theory of motivation focuses on 5 levels of needs, and further separates those needs by lower-order needs and higher-order needs?
Choose 1 answer
- A. Maslow's Hierarchy of Needs Theory
- B. Two-Factor Theory
- C. McClelland's Theory of Needs
- D. McGregor's Theory X and Theory Y
Answer: A
NEW QUESTION # 25
A person wants a comfortable life, a sense of accomplishment, and happiness.
Which type of values arethese?
Select one.
- A. Terminal values
- B. Intermediate values
- C. Determinate values
- D. Instrumental values
Answer: A
Explanation:
Terminal values are the end goals that people strive to achieve in their lives. These include a comfortable life, a sense of accomplishment, and happiness. Terminal values represent the desired states or life goals that individuals aim to fulfill.
In contrast, instrumental values are the means or behaviors used to achieve these end goals, such as honesty, hard work, and responsibility.
NEW QUESTION # 26
What is an advantage of a strong organizational culture?
Select one.
- A. Core values are weakly held and shared by few employees.
- B. Employee commitments are weak.
- C. The culture fosters ambiguity.
- D. The internal climate exhibits high behavioral control.
Answer: D
NEW QUESTION # 27
What is a purpose of employee performance evaluations?
Select one.
- A. To evaluate the physiological symptoms of organizational functionality
- B. To measure reliability of an employee's attitude toward customers
- C. To assess the physiological symptoms of organizational dysfunctionality
- D. To serve as criteria against which management validates selection and development programs
Answer: D
Explanation:
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 # 28
What is true about social loafing in the work place?
Select one.
- A. 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.
- B. It supports low employee performance and satisfaction when employees are performing structured tasks in groups.
- C. It increases employee expectations that effort will lead to a lower level of performance when tasks are ambiguously structured.
- D. It seeks to reconcile divergent attitudes and to align attitudes and behaviors so they appear rational and consistent.
Answer: A
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 # 29
What is a characteristic employed by transformational leaders?
Select one.
- A. Watches for deviations from rules
- B. Contracts exchange of rewards for effort
- C. Promotes intelligence, rationality, and careful problem solving
- D. Intervenes only if performance standards do not meet expectations
Answer: C
NEW QUESTION # 30
Which type of group is defined by the organization's structure?
Choose 1 answer
- A. Unified group
- B. Informal group
- C. Formal group
- D. Designated group
Answer: C
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 # 31
A company has restructured around teams but performance has not met expectations.
What should be the main evaluation criterion in an appropriate performance evaluation for supporting and improving the performance of teams?
Choose 1 answer
- A. Team activities
- B. Team cooperativeness
- C. Team members' attitudes
- D. Team results being tied to important goals
Answer: D
Explanation:
When evaluating the performance of teams, particularly in a company that has restructured around teams, the main evaluation criterion should be team results being tied to important goals. This criterion focuses on the actual outcomes and achievements of the team, ensuring that their performance is aligned with the strategic objectives of the organization. Evaluating team results helps in identifying whether the team is effective in meeting itsgoals, fostering accountability, and encouraging a results-oriented culture. This approach is supported by research on team performance and effectiveness, which underscores the importance of linking performance evaluations to goal attainment and organizational priorities (Katzenbach & Smith, 1993).
NEW QUESTION # 32
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