Free WGU Organizational-Behaviors-and-Leadership Practice Exam with Questions & Answers | Set: 2

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.

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).

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.

Maslow's hierarchy of needs is a theory in psychology that categorizes human needs into five levels, with social needs being one of them. These needs include affection, acceptance, friendship, and a sense of belonging. According to Maslow, fulfilling these social needs is essential for individuals to move on to higher levels of the hierarchy, such as esteem and self-actualization.

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).

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.

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).

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).

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.

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.