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Organizational-Behavior Braindumps Real Exam Updated on Sep 04, 2026 with 42 Questions
NEW QUESTION # 20
Management has noticed that the accounting work group is having difficulty because group members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness?
- A. Establish more rigid role definition for group members
- B. Give individual rewards rather than group rewards
- C. Give group rewards rather than individual rewards
- D. Have the group avoid competition with other groups
Answer: C
Explanation:
Group cohesiveness refers to the degree to which members are attracted to one another and are motivated to remain part of the group. When members are "working in different directions," it indicates a lack of alignment and shared purpose. One of the most effective structural methods to foster unity is togive group rewards rather than individual rewards. When rewards are tied to the collective output of the team, members are incentivized to collaborate, share information, and support one another to ensure the entire group succeeds.
Individual rewards often foster internal competition, which can further fragment a group that is already struggling with alignment.
In addition to group-based rewards, other strategies to increase cohesiveness include making the group smaller, increasing the time members spend together, and stimulating competition withothergroups (rather than avoiding it). By shifting the focus from individual achievement to collective success, the organization encourages members to coordinate their efforts, thereby increasing the "we-feeling" necessary for high- performing teams.
NEW QUESTION # 21
Employee A noticed that Employee B was late for work, and A's perception of why B was late will determine what action A takes in this situation. Considering attribution theory, which factors will determine A's perception regarding whether B's behavior was internally or externally caused?
- A. Creativity, relationships, and expertise
- B. Situation, attributes, and alternatives
- C. Distinctiveness, consensus, and consistency
- D. Problem, criteria, and alternatives
Answer: C
Explanation:
Attribution theory is a cornerstone of social perception in the workplace, explaining how we judge people differently depending on what meaning we attribute to a given behavior. When we observe an individual's behavior, we attempt to determine whether it was internally caused (under the person's control) or externally caused (forced by the situation). According to Harold Kelley's model, this determination depends on three specific factors: distinctiveness, consensus, and consistency.
Distinctivenessrefers to whether an individual displays different behaviors in different situations. If Employee B is late for work but is generally reliable in all other tasks, the behavior has high distinctiveness, suggesting an external cause (like a traffic jam).Consensusoccurs if everyone who faces a similar situation responds in the same way. If every employee who took the same route as Employee B was also late, consensus is high, pointing to an external cause.Consistencylooks at whether the person responds the same way over time. If Employee B is late every single day, consistency is high, which usually leads the observer to attribute the behavior to internal causes (like a lack of discipline). By analyzing these three dimensions, Employee A forms a perception that dictates their reaction-whether that be empathy for a one-time external delay or disciplinary action for a recurring internal habit.
NEW QUESTION # 22
Which option defines organizational culture?
- A. A method of stratifying the organization's target market
- B. A unique system of shared organizational meaning
- C. A system of unique physical parameters that describes the organization
- D. A human resources department program for recognizing diversity
Answer: B
Explanation:
Organizational culture is defined as aunique system of shared meaningheld by members that distinguishes the organization from other organizations. This system of shared meaning is a set of key characteristics that the organization values. It represents the "common perception" held by the organization's members; even though individuals may have different backgrounds or occupy different levels in the hierarchy, they tend to describe the organization's culture in similar terms.
Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do. It acts as a boundary-defining element, creates a sense of identity for employees, facilitates commitment to something larger than individual self-interest, and enhances the stability of the social system. While physical parameters (Option A) or HR programs (Option B) may reflect or support the culture, the culture itself is the underlying shared cognitive framework-the "way we do things around here"-that guides employee behavior and shapes their organizational experience.
NEW QUESTION # 23
In organizing a team to develop a new product for entry into the electronics market, management wanted to assign team members having characteristics common to effective teams. Which list specifies common characteristics of effective teams?
- A. Members who are emotionally stable, members who fill role demands, and a manageable level of conflict
- B. A climate of trust, members who score low on the personality characteristic of extroversion, and effective leadership
- C. Effective leadership, members who score low on the personality characteristic of extroversion, and members who fill role demands
- D. A climate of trust, members who fill role demands, and an absence of conflict
Answer: A
Explanation:
The effectiveness of a team is generally categorized by its composition, context, and process. According to the Big Five Personality Model and team research, effective teams are typically composed of individuals who score high onemotional stability, agreeableness, and conscientiousness. These traits help maintain a positive working environment and reduce interpersonal friction. Furthermore, teams must ensure that they have people to fill variousrole demands-meaning that all necessary tasks and social-maintenance functions are being performed by someone within the group.
Crucially, effective teams do not necessarily have an "absence of conflict" (which refutes option C). Instead, they maintain amanageable level of conflict. Specifically, "task conflict"-disagreements over the content of the work-can actually stimulate discussion and lead to better decisions, provided that "relationship conflict" (interpersonal animosity) remains low. Therefore, a team that is emotionally stable, fulfills its role requirements, and handles conflict constructively is much more likely to succeed in a high-pressure environment like the electronics market than one that simply tries to avoid all disagreement.
NEW QUESTION # 24
Although team performance has been fairly good, members feel that more could be done to improve their effectiveness. They feel that some team members could be more collaborative. Which type of reward system could be used effectively in this situation?
- A. A system that emphasizes rewards for individual contributions as well as for selfless contributions
- B. A system that emphasizes individual rewards for aggressive competitiveness
- C. A system that emphasizes group rewards based on aggressive competitiveness
- D. A system that emphasizes group rewards for maximizing productivity
Answer: A
Explanation:
Designing an effective reward system for teams requires a delicate balance between individual and collective incentives. If the reward system focuses solely on individual achievement, it can foster internal competition and discourage the very collaboration the team is lacking. Conversely, if it focuses only on the group, "social loafing" may occur where some members coast on the efforts of others.
To improve effectiveness and collaboration, the organization should implementa system that emphasizes rewards for individual contributions as well as for selfless contributions. This means that while members are recognized for their technical proficiency, they are also evaluated and rewarded for being "good team players"-sharing information, helping colleagues, and resolving conflicts. Rewarding "selfless contributions" directly addresses the concern that members need to be more collaborative. This dual-focus approach ensures that individuals are motivated to perform their specific tasks at a high level while simultaneously being incentivized to support the team's overall synergy.
NEW QUESTION # 25
What is a positive effect of a cohesive group?
- A. Reducing group norm effect
- B. Bringing heterogeneity to the process
- C. Promoting value flexibility
- D. Improving group productivity
Answer: D
Explanation:
Cohesiveness is generally viewed as a desirable trait in organizational groups because of its potential to improve group productivity. In a highly cohesive group, members are more likely to communicate effectively, experience less internal friction, and display higher levels of commitment to group goals. This internal synergy typically leads to a more efficient work process and higher quality output.
However, the relationship between cohesiveness and productivity is moderated byperformance-related norms. If a cohesive group has high performance norms (standards for hard work and quality), productivity will be significantly higher than in a group with low cohesiveness. Conversely, if a highly cohesive group has low performance norms, their productivity may actually decrease because they are united in their desire to work less. Despite this nuance, the fundamental positive organizational outcome associated with fostering cohesion is the enhancement of the group's ability to produce results.
NEW QUESTION # 26
Management is considering a change in one plant and plans to organize employees into teams. Management wants the teams to review processes, apply critical thinking, and take full responsibility for outcomes. Which type of team should they organize?
- A. Production teams
- B. Problem-solving teams
- C. Self-managed teams
- D. Virtual teams
Answer: C
Explanation:
The distinguishing factor between different types of teams is the level of authority and the scope of their responsibility.Problem-solving teamstypically only make recommendations; they do not have the authority to implement their suggestions or take full responsibility for the results.Virtual teamsare defined by their use of technology to bridge physical distance rather than their level of autonomy.
In this scenario, because management wants the team to "take full responsibility for outcomes," they must organizeself-managed teams. These teams are designed to operate without direct supervision, handling the planning, execution, and monitoring of their work. They go beyond critical thinking and process review- which a problem-solving team might do-by actually making the operating decisions and being held accountable for the final performance. This structure requires a high degree of trust from management and extensive training for employees, as the team essentially performs the roles previously held by first-line supervisors.
NEW QUESTION # 27
What defines acceptable standards of behavior that are shared by group members?
- A. Group norms
- B. Group conformity
- C. Group roles
- D. Group status
Answer: A
NEW QUESTION # 28
If a work group's goal is to share information, what is a work team's goal?
- A. To maximize random and varied skills
- B. To reduce costs
- C. To maximize individual inputs
- D. To create collective performance
Answer: D
Explanation:
In Organizational Behavior, a critical distinction is made between a "work group" and a "work team". A work group is a collection of individuals who interact primarily to share information and make decisions to help each member perform within his or her area of responsibility. In a work group, there is no particular need or opportunity for collective work that requires joint effort; therefore, their performance is merely the summation of each group member's individual contribution.
A work team, however, is a group whose individual efforts result in performance that is greater than the sum of those individual inputs. The fundamental goal of a work team iscollective performance. While work groups focus on individual accountability and sharing information to assist individual tasks, work teams focus on mutual accountability and synergy. This synergy allows the team to achieve a level of output that exceeds what the members could accomplish alone. For a team to be effective, it requires a mix of complementary skills-technical, problem-solving, and interpersonal-directed toward a common purpose and specific performance goals. Managers transition from groups to teams when the task at hand is complex enough that it requires the coordinated, collective effort of multiple people rather than just a series of independent tasks.
Therefore, the shift from "sharing information" (group) to "collective performance" (team) represents a significant increase in the interdependence of the members.
NEW QUESTION # 29
A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams?
- A. Exercise collective control over the pace of work
- B. Change work group roles at random
- C. Assign individual roles rather than mutual team roles
- D. Share information but not engage in collective performance goals
Answer: A
Explanation:
A self-managed work team is characterized by its high level of autonomy and collective responsibility. To improve synergy and success, these teams must move beyond simply sharing information (which is characteristic of a work group) and engage in collective actions. One of the primary hallmarks of a successful self-managed team is the ability toexercise collective control over the pace of work.
In a traditional assembly line, the pace is dictated by the machinery or a supervisor. In a self-managed team, members decide how to schedule work, assign tasks, and monitor their own progress. This collective control fosters a sense of ownership and accountability. Options A and C describe traditional "work group" behaviors rather than team behaviors; teams require mutual accountability rather than just individual roles. By controlling their own pace and methods, team members can synchronize their efforts more effectively, leading to the positive synergy where the team's output is greater than the sum of individual inputs.
NEW QUESTION # 30
Which method should be used to maximize team member participation in a global meeting?
- A. Online using computer technologies and/or phone communication
- B. Alpha-direct technologies to maintain communication links
- C. A Delphi-like sequence of notes via carrier mail to encourage dialog between members
- D. Unilateral electronic messaging to facilitate communication
Answer: A
Explanation:
In the context of global operations, teams are often physically dispersed across different time zones and geographic locations. To maximize participation, organizations rely onvirtual teamtechnologies. Usingonline computer technologies and/or phone communication(such as video conferencing, instant messaging, and collaborative platforms) allows for real-time or near-real-time interaction that bridges the physical distance.
These technologies enable members to share ideas, provide immediate feedback, and engage in the "give-and- take" necessary for effective decision-making.
While unilateral messaging (Option C) or physical mail (Option D) might transmit information, they lack the interactive richness required to sustain high levels of participation and engagement. Effective global leadership involves selecting the communication channel that best balances the need for speed with the need for social presence. By utilizing synchronous online tools, global teams can simulate the "face-to-face" experience, which helps in building the rapport and trust that are often difficult to establish in a virtual environment. This approach ensures that all members, regardless of their location, have an equal platform to contribute to the team's objectives.
NEW QUESTION # 31
What is a personal view of how one is supposed to act in a given group situation?
- A. Role conflict
- B. Role identity
- C. Role expectation
- D. Role perception
Answer: D
Explanation:
In the context of group dynamics, "roles" refer to a set of expected behavior patterns attributed to someone occupying a given position in a social unit. Within this framework,Role Perceptionis defined as an individual' s own view of how he or she is supposed to act in a given situation. We get these perceptions from various stimuli around us-friends, books, movies, or observing how successful colleagues behave.
It is important to distinguish Role Perception fromRole Expectations, which are howothersbelieve a person should act in a given situation. For example, a manager might have a role expectation that a supervisor should be stern, but the supervisor's own role perception might be that they should be a supportive mentor. When role perception and role expectation do not align, it can lead to confusion or poor performance.Role Identityrefers to the certain attitudes and behaviors consistent with a role, whileRole Conflictoccurs when an individual finds that compliance with one role requirement may make it difficult to comply with another. Because the question specifically asks for thepersonal viewof behavior, "Role Perception" is the correct technical term.
NEW QUESTION # 32
What is true about the relationship between performance evaluation and motivation?
- A. The relationship is strongest when employees know that traits are the criteria used for the evaluations.
- B. The relationship is strong for employees but weak for managers.
- C. The relationship does not depend on the perceptual process.
- D. Employees must have confidence that the effort they exert will lead to a favorable performance evaluation.
Answer: D
Explanation:
The link between performance evaluation and motivation is best explained throughExpectancy Theory.
According to this theory, an individual's motivation to exert effort depends on three relationships: Effort- Performance, Performance-Reward, and Rewards-Personal Goals. For an employee to be motivated, they must have confidence that the effort they exert will lead to a favorable performance evaluation(the Effort-Performance relationship).
Image of Vroom's Expectancy Theory
If an employee believes that no matter how hard they work, the evaluation process is biased, based on luck, or uses unclear criteria (like personality traits rather than measurable behaviors), their motivation will suffer.
Furthermore, the employee must believe that a good evaluation will lead to organizational rewards (such as a bonus or promotion) and that those rewards will satisfy their personal goals. If any of these links are weak- for instance, if the evaluation process is perceived as unfair-the entire motivational chain is broken.
Therefore, the perceptual process is central to this relationship; it is not the objective reality of the evaluation that motivates, but the employee's perception of its fairness and accuracy.
NEW QUESTION # 33
How can an organization transmit its culture to its employees?
- A. By influencing the balance of cultural backgrounds of employees
- B. By creating and repeating ritualistic activities
- C. By requiring employees to memorize the mission statement
- D. By studying employee gripes and complaints
Answer: B
Explanation:
Culture is transmitted to employees in several ways, most notably through stories, rituals, material symbols, and language.Ritualsare repetitive sequences of activities that express and reinforce the key values of the organization-what goals are most important, which people are important, and which are expendable. For example, a company might hold an annual awards ceremony that celebrates "risk-taking," thereby reinforcing a culture of innovation more effectively than a written document could.
These ritualistic activities serve as a physical manifestation of the organization's underlying values. While mission statements (Option A) provide a formal overview, they often fail to capture the "lived experience" of the culture. Similarly, while the selection process influences who enters the organization, the transmission of culture happens after hiring through consistent, repeated social practices. By engaging in these rituals, employees internalize the organization's norms and expectations, transforming them from "outsiders" to
"insiders" who understand the shared organizational meaning.
NEW QUESTION # 34
Which team type takes on many responsibilities of their former supervisors?
- A. Problem-solving team
- B. Cross-functional team
- C. Virtual team
- D. Self-managed work team
Answer: D
Explanation:
ASelf-managed work teamis a group of employees (typically 10 to 15) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. In a traditional work structure, a supervisor would handle tasks such as planning and scheduling work, assigning tasks to members, making operating decisions, and taking action on problems. In a self-managed environment, the team collectively takes over these managerial duties.
These teams may even select their own members and evaluate each other's performance. The goal of organizing into self-managed teams is to increase employee involvement and empowerment, theoretically leading to higher job satisfaction and productivity through synergy and collective control. Unlike "problem- solving teams," which only make recommendations, self-managed teams have the authority to implement solutions and take full responsibility for outcomes. While this can be highly effective, the success of self- managed teams depends heavily on the organizational culture and the level of training provided to employees.
If members are not prepared for the interpersonal demands of self-management-such as resolving internal conflicts or managing the pace of work-the team can struggle. However, when properly implemented, self- managed teams represent the highest level of team autonomy in organizational design.
NEW QUESTION # 35
Which characteristic describes an advantage of a virtual team as compared with other types of teams?
- A. Verbal and nonverbal communication cues are easier to understand within a virtual team.
- B. The greater opportunity for interaction helps increase rapport.
- C. Virtual team members generally report greater satisfaction with the group interaction process.
- D. People can work together who might otherwise not be able to collaborate on a work task.
Answer: D
Explanation:
Virtual teams use computer technology to unite physically dispersed members in order to achieve a common goal. The defining advantage of virtual teams is their ability to overcome the constraints of time and space, allowingpeople to work together who might otherwise not be able to collaborateon a work task. This is particularly beneficial for global organizations that need to pull together the best experts regardless of where they are located in the world.
Image of virtual team collaboration
However, virtual teams face unique challenges compared to face-to-face teams. Because they rely on electronic communication, they often suffer from a lack of nonverbal cues (like body language and tone of voice), which makes communication less rich and more prone to misunderstanding. Consequently, virtual teams often report lower levels of satisfaction with the interaction process and may take longer to build trust and rapport (refuting options B and D). To be effective, managers of virtual teams must ensure that the team has the right technology, that progress is closely monitored, and that efforts are made to create "social presence" through occasional video calls or face-to-face meetings to build the trust that forms more naturally in traditional office settings. Despite these hurdles, the strategic benefit of accessing diverse talent from across the globe makes the virtual team an essential tool in the modern organizational landscape.
NEW QUESTION # 36
A project team was formed to complete a specific project. At the end of the first 6 months, the team was unable to deliver the results. The main cause was several team members spending significant time mistakenly working on the same tasks. Which role of a team lead is most useful in the given case?
- A. Controller
- B. Planner
- C. Motivator
- D. Coordinator
Answer: D
Explanation:
In group dynamics, the failure described-redundant efforts and a lack of task synchronization-points to a failure incoordination. TheCoordinatorrole is responsible for clarifying goals, delegating tasks, and ensuring that the efforts of individual team members are integrated rather than duplicated. Without effective coordination, even highly motivated and skilled teams can fail because their energy is dissipated through
"working in different directions".
While a "Planner" (Option B) sets the initial schedule and a "Controller" (Option C) monitors outcomes, the Coordinator acts as the glue during the execution phase. The Coordinator ensures that every member knows their specific contribution and how it fits into the whole. In this case, because the members were "mistakenly working on the same tasks," a Coordinator would have intervened to clarify boundaries and manage the interdependencies of the work. Effective coordination is the primary antidote to the "process losses" that occur when team members overlap in their efforts.
NEW QUESTION # 37
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