Organizational-Behaviors-and-Leadership Certification Exam Dumps Questions in here [Oct-2024]
Updated Organizational-Behaviors-and-Leadership Exam Practice Test Questions
NEW QUESTION # 41
Manager A supervises 10 district units with 100 employees and receives $100,000 in compensation.
Manager B supervises 5 district units with 50 employees and also receives $100,000 in compensation. Manager A is upset by this relationship and is looking for a new job.
Which theory explains A's motivation to look for a new job?
Choose 1 answer
- A. Perceptual fairness theory
- B. Perception theory
- C. Inequity theory
- D. Equity theory
Answer: D
NEW QUESTION # 42
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 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.
- C. It supports low employee performance and satisfaction when employees are performing structured tasks in groups.
- D. It seeks to reconcile divergent attitudes and to align attitudes and behaviors so they appear rational and consistent.
Answer: B
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 # 43
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.
- A. Challenge and other-generated feedback
- B. Specificity and self-generated feedback
- C. Challenge and effort-performance expectation
- D. Specificity and effort-performance expectation
Answer: B
Explanation:
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 # 44
Which option defines organizational culture?
Select one.
- A. A biological entity that shows clear relationships to an organization or group of organizations
- B. Perceptions that are characterized in words or feelings but not understood or accepted by the organization
- C. Individuals with feelings that are clearly distinguished from the culture of the organization
- D. A system of shared meanings held by members that distinguishes the organization from other organizations
Answer: D
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 # 45
What is a positive effect of a cohesive group?
Select one.
- A. Promoting value flexibility
- B. Reducing group norm effect
- C. Bringing heterogeneity to the process
- D. Improving group productivity
Answer: D
NEW QUESTION # 46
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 skills are complementary while work team skills are random and varied.
- C. Work group members work individually while work teams accomplish work through a coordinated effort.
- 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: C
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 # 47
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 # 48
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
- A. Divergent team
- B. Cross-functional team
- C. Diverse team
- D. Virtual team
Answer: B
NEW QUESTION # 49
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 discourages collaboration by individuals
- C. Reward system that recognizes only group activity
Answer: C
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 # 50
A person is broadminded, courageous, and forgiving.
Which type of values are these?
Choose 1 answer
- A. Instrumental values
- B. Terminal values
- C. Determinate values
- D. Transitory values
Answer: A
NEW QUESTION # 51
Which method should be used to maximize team member participation in global meetings?
Select one.
- A. A Delphi-like sequence of notes via carrier mail to share ideas and encourage dialog between members
- B. Electronic technology to tie team members together during meetings
- C. Change of global meeting membership frequently to maintain interest in meetings
- D. Parallel voice messaging contacts to tie members together
Answer: B
Explanation:
Using electronic technology, such as video conferencing, collaborative software, and other digital communication tools, can maximize team member participation in global meetings. These technologies enable real-time interaction, sharing of information, and collaboration among team members regardless of geographical locations, thus enhancing participation and engagement.
NEW QUESTION # 52
Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional?
Choose 1 answer
- A. Expansion of resources and confrontation
- B. Superordinate goals and altering the structural variables
- C. Roughing and compromise
- D. Authoritative command and roughing
Answer: B
NEW QUESTION # 53
What is true about the relationship between performance evaluation and motivation?
Choose 1 answer
- A. The relationship does not depend on the perceptual process.
- B. Employees must have confidence that the effort they exert will lead to a favorable performance evaluation
- C. The relationship is strongest when employees are not aware of the criteria used for the evaluations.
- D. Performance evaluations have little potential for impacting motivation.
Answer: B
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 # 54
When might an organization's strongly-entrenched culture be a liability?
Select one.
- A. When the shared values of an organization are in agreement
- B. When core values are shared by members of a specific department
- C. When top management is guiding the cultural development
- D. When an organization's environment is undergoing rapid change
Answer: D
Explanation:
An organization's strongly-entrenched culture can become a liability when the environment is undergoing rapid change. In such situations, a rigid culture may hinder the organization's ability to adapt to new conditions, innovate, and respond effectively to external pressures. While a strong culture provides stability and consistency, it can also resist change and create barriers to flexibility and adaptability. Reference:
Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.
NEW QUESTION # 55
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. Authoritarian personality
- C. Propensity for social loafing
- D. Technical expertise
Answer: D
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 # 56
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. Problem-solving team
- B. Self-managed work team
- C. Cross-functional team
- D. Semi-virtual team
Answer: C
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 # 57
What is a characteristic of problem-solving teams that is different than cross-functional teams?
- A. Problem-solving teams use only computer technology to tie them together physically
- B. Problem-solving team members come from the same work unit.
- C. Problem-solving team members meet only on a virtual basis.
- D. Problem-solving team members come from different work units.
Answer: B
Explanation:
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 # 58
A team is struggling to resolve procedural issues that govern their performance.
What should the team leader do to resolve the problem?
Select one.
- A. Impose a solution
- B. Change team membership
- C. Take a hands-off attitude
- D. Use conflict resolution methods
Answer: D
Explanation:
When a team struggles with procedural issues, the team leader should employ conflict resolution methods to address and resolve these issues. Conflict resolution techniques, such as negotiation, mediation, and open discussion, can help team members understand each other's perspectives, identify common ground, and agree on procedures that govern their performance. This approach helps build consensus and improve team dynamics.
NEW QUESTION # 59
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. Virtual teams
- B. Quality teams
- C. Self-managed teams
- D. Cross-functional teams
Answer: A
NEW QUESTION # 60
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