C484 Organizational Behavior and Leadership
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Free C484 Organizational Behavior and Leadership Questions
1.
In which circumstances would the use of 360-degree performance evaluations apply?
- When both internal and external customer feedback is helpful
- When only external customer feedback is helpful
- When feedback from supervisors is helpful but customer feedback is not helpful
- When only internal customer feedback is helpful
Explanation
Explanation
A 360-degree performance evaluation gathers feedback from multiple sources—supervisors, peers, subordinates, and sometimes customers. This approach is most valuable when both internal and external customer feedback can contribute meaningful insights about an employee’s performance. Because 360-degree evaluations aim to provide a comprehensive view of behavior and effectiveness, they work best when multiple stakeholder perspectives are relevant.
Correct Answer Is:
When both internal and external customer feedback is helpful
A 360-degree performance evaluation gathers feedback from multiple sources—supervisors, peers, subordinates, and sometimes customers. This approach is most valuable when both internal and external customer feedback can contribute meaningful insights about an employee’s performance. Because 360-degree evaluations aim to provide a comprehensive view of behavior and effectiveness, they work best when multiple stakeholder perspectives are relevant.
Correct Answer Is:
When both internal and external customer feedback is helpful
2. The Vroom-Yetton-Jago contingency model provides a decision tree that poses a series of questions designed to help supervisors:
- determine to what extent subordinates should be allowed to participate in decision-making.
- determine the degree to which a subordinate's work-related goals align with the goals of the organization.
- identify a subordinate's level of "job maturity."
- identify a subordinate's most prepotent need(s).
Explanation
The Vroom-Yetton-Jago model uses a decision tree to guide leaders in determining the appropriate level of subordinate participation in decision-making. By asking a series of situational questions about the problem, the team, and the desired outcomes, the model helps leaders decide whether to make decisions independently, consult with subordinates, or delegate authority. This approach ensures that decision-making processes are aligned with both the situation and the capabilities of the team.
3.
Management has noticed that the quality-improvement work group is struggling because members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness?
- Decrease the difficulty of becoming a group member
- Establish more rigid roles for group members
- Make the group larger
- Physically isolate the group
Explanation
Explanation
Group cohesiveness increases when group members interact more frequently and share a stronger sense of unity. One proven method is physical isolation—placing the group in a shared space where they can collaborate more consistently and develop stronger bonds. Isolation minimizes distractions, increases interdependence, and helps members align toward common goals, which improves cohesion and overall performance.
Correct Answer:
Physically isolate the group
Group cohesiveness increases when group members interact more frequently and share a stronger sense of unity. One proven method is physical isolation—placing the group in a shared space where they can collaborate more consistently and develop stronger bonds. Isolation minimizes distractions, increases interdependence, and helps members align toward common goals, which improves cohesion and overall performance.
Correct Answer:
Physically isolate the group
4. Reward power is based on what elements?
- The inducements the manager can offer group members in exchange for cooperation and contributions that advance the manager's objectives
- The penalties a manager might impose on an individual or a group.
- The manager's right to make a request because of the authority associated with job and rank in an organizational hierarchy.
- The possession of unique skills, knowledge, and competence.
Explanation
Reward power stems from a manager’s ability to provide incentives or benefits to employees in exchange for their cooperation and contributions. These inducements can include bonuses, promotions, recognition, or other rewards that motivate employees to achieve organizational objectives. The effectiveness of reward power depends on the perceived value of the rewards and the manager’s ability to deliver them.
5.
What is a positive effect of a cohesive group?
- Promoting value flexibility
- Improving group productivity
- Bringing heterogeneity to the process
- Reducing group norm effect
Explanation
Explanation
A cohesive group works smoothly because members are committed to shared goals, trust one another, and coordinate their efforts effectively. This unity typically results in higher performance outcomes, including faster decision-making, stronger cooperation, and improved overall productivity. When team members feel connected and aligned, they naturally put in more effort and contribute to better group results.
Correct Answer:
Improving group productivity
A cohesive group works smoothly because members are committed to shared goals, trust one another, and coordinate their efforts effectively. This unity typically results in higher performance outcomes, including faster decision-making, stronger cooperation, and improved overall productivity. When team members feel connected and aligned, they naturally put in more effort and contribute to better group results.
Correct Answer:
Improving group productivity
6. Negative effects of coercive leadership include all of the following except ________.
- It damages employee morale
- It diminishes the flexibility of the company
- It diminishes the effectiveness of the company
- Employees may stop thinking and acting for themselves
- It motivates employees to work harder
Explanation
Coercive leadership typically undermines employee morale, reduces organizational flexibility, diminishes effectiveness, and discourages independent thinking. However, it does not inherently motivate employees to work harder in a sustainable or positive way; instead, it relies on fear or pressure. Therefore, the statement that coercive leadership motivates employees to work harder is incorrect as a negative effect.
7.
Which characteristic describes an advantage of a virtual team as compared with other types of teams?
- Virtual team members generally report greater satisfaction with the group interaction process.
- Verbal and nonverbal communication cues are easier to understand within a virtual team.
- People can work together who might otherwise not be able to collaborate on a work task.
- The greater opportunity for social interaction helps increase rapport.
Explanation
Explanation
Virtual teams allow organizations to bring together individuals who are geographically dispersed, have different schedules, or cannot be physically present. This enables collaboration among people who otherwise would not have the opportunity to work together. Access to a wider pool of talent is one of the most recognized advantages of virtual teams.
Correct Answer:
People can work together who might otherwise not be able to collaborate on a work task.
Virtual teams allow organizations to bring together individuals who are geographically dispersed, have different schedules, or cannot be physically present. This enables collaboration among people who otherwise would not have the opportunity to work together. Access to a wider pool of talent is one of the most recognized advantages of virtual teams.
Correct Answer:
People can work together who might otherwise not be able to collaborate on a work task.
8. What term did researchers at Ohio State use to refer to leadership behavior that emphasizes task-oriented actions and goal achievement?
- initiating structure
- consideration behavior
- transformational leadership
- transactional leadership
Explanation
Ohio State University researchers identified “initiating structure” as a leadership behavior that focuses on defining roles, establishing clear expectations, and organizing tasks to achieve goals. Leaders who exhibit high initiating structure provide guidance and structure for subordinates, ensuring that objectives are clearly understood and effectively pursued. This concept contrasts with consideration behavior, which emphasizes interpersonal relationships and support.
9. Some psychologists believe self-actualization is the ultimate psychological need. It only arises after basic psychological and physiological needs are met and self-esteem is achieved. Self-actualization refers to:
- the need to belong.
- the motivation to fulfill one's potential.
- the need to achieve.
- not being attainable.
Explanation
Self-actualization represents the motivation to fulfill one’s potential and achieve personal growth, creativity, and self-fulfillment. According to Maslow’s hierarchy of needs, it is the highest-level psychological need that emerges only after basic physiological, safety, social, and esteem needs are satisfied. Self-actualization drives individuals to pursue meaningful goals and develop their capabilities to the fullest.
10.
Which weakness associated with group decision-making is represented in the given scenario?
- Responsibility dilution
- Time-consumption
- Group conflict
- Incoordination
Explanation
Explanation
The scenario describes a failed project where, after the outcome, each manager claimed a different person was the primary decision-maker. This reflects a lack of clear accountability, a common weakness in group decision-making. When decisions are made collectively, responsibility can become blurred, causing individuals to feel less personally accountable for the outcome. As a result, team members may avoid ownership of mistakes, blame may be shifted, and follow-through may weaken. Responsibility dilution often leads to poor performance because no single individual feels fully responsible for the project's success or failure.
Correct Answer:
Responsibility dilution
The scenario describes a failed project where, after the outcome, each manager claimed a different person was the primary decision-maker. This reflects a lack of clear accountability, a common weakness in group decision-making. When decisions are made collectively, responsibility can become blurred, causing individuals to feel less personally accountable for the outcome. As a result, team members may avoid ownership of mistakes, blame may be shifted, and follow-through may weaken. Responsibility dilution often leads to poor performance because no single individual feels fully responsible for the project's success or failure.
Correct Answer:
Responsibility dilution
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