C484 Organizational Behavior and Leadership
Access The Exact Questions for C484 Organizational Behavior and Leadership
💯 100% Pass Rate guaranteed
🗓️ Unlock for 1 Month
Rated 4.8/5 from over 1000+ reviews
- Unlimited Exact Practice Test Questions
- Trusted By 200 Million Students and Professors
What’s Included:
- Unlock Actual Exam Questions and Answers for C484 Organizational Behavior and Leadership on monthly basis
- Well-structured questions covering all topics, accompanied by organized images.
- Learn from mistakes with detailed answer explanations.
- Easy To understand explanations for all students.
Free C484 Organizational Behavior and Leadership Questions
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
Correct answer: (B.) Improving group productivity
Group cohesion refers to the degree of attraction, unity, and commitment among members of a group. A highly cohesive group tends to work more effectively together, communicate better, and coordinate efforts efficiently, which often leads to improved performance and productivity. While cohesion can sometimes reduce diversity of thought or strengthen group norms, its key positive outcome in organizational behavior is enhanced productivity.
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
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
What is an advantage of a group that is not very cohesive?
-
When performance norms are low, productivity may be higher than in a cohesive group.
-
When performance norms are high, productivity will be higher than in a cohesive group.
-
When making a group decision, groupthink is more likely to occur.
-
There is less need for giving rewards as group rewards.
Explanation
A group that is not very cohesive can sometimes outperform a cohesive group when performance norms are low. In a cohesive group with weak or negative norms, members strongly reinforce each other’s low performance. In a non-cohesive group, individuals are less influenced by group pressure and may maintain higher personal standards. As a result, they may perform better because they do not conform to ineffective or unproductive group norms.
Correct Answer Is:
When performance norms are low, productivity may be higher than in a cohesive group.
In most change situations, there are factors that will make the job of change more difficult and others that seem to ease the change process. The process by which the manager identifies and then eliminates as many of the negatives as possible is called?
-
facilitation
-
implementation
-
force-field analysis
-
participative development
-
communication and education
Explanation
Force-field analysis is a technique used to identify factors that drive or hinder change within an organization. By analyzing these forces, managers can take steps to reduce or eliminate the negative influences (restraining forces) while strengthening positive influences (driving forces). This method helps ensure a smoother implementation of organizational change by addressing resistance and obstacles systematically.
According to Herzberg's two-factor theory, which of the following is a motivator?
-
responsibility
-
security
-
working conditions
-
salary
Explanation
In Herzberg’s two-factor theory, motivators are factors that lead to job satisfaction and increased motivation by fulfilling higher-level psychological needs. Responsibility is considered a motivator because it gives employees a sense of achievement, recognition, and personal growth. In contrast, factors like security, working conditions, and salary are hygiene factors, which do not motivate by themselves but can prevent dissatisfaction when adequate.
James is hesitant to accept a new job offer that requires relocating to a different city. He feels anxious about adapting to a new environment and making new friends. Based on the concepts discussed in the text, the primary factor contributing to his reluctance is most likely: __________.
-
fear of failure
-
uncertainty
-
lack of motivation
-
inadequate compensation
Explanation
Which of the following best describes the effect of leadership neutralizers in an organization?
-
They tend to make leader behavior ineffective
-
They tend to make leaders more charismatic
-
They tend to outweigh the need for leader behavior
-
They tend to make managers become more effective leaders
-
They tend to make leaders more neutral toward employees
Explanation
Leadership neutralizers are factors that diminish or eliminate the influence of a leader’s behavior on subordinate performance. They make leadership efforts ineffective by reducing the need or ability for the leader to motivate, guide, or influence employees. Neutralizers can include highly skilled employees, intrinsically satisfying tasks, or organizational constraints that limit the impact of leadership actions.
By portraying organizations as _______ that interact with their environment to survive, systems theory can be used to explain how outside forces influence organization change.
-
open systems
-
hierarchies
-
sites of culture
-
dysfunctional subsystems
Explanation
Desiree is reluctant to accept a new job offer because there are so many unknowns. According to the text, the most likely reason for such employee resistance to change is
-
threatened self-interests.
-
different perceptions.
-
uncertainty.
-
participation.
-
feelings of loss.
Explanation
Uncertainty is a common cause of employee resistance to change because individuals are hesitant to engage in situations with unknown outcomes. When faced with new job offers, organizational changes, or unfamiliar environments, employees may feel anxious about potential challenges, expectations, and risks. This uncertainty can lead to reluctance or hesitation, making it a key factor influencing resistance to change.
What is the purpose of the Vroom-Yetton-Jago Normative Decision Model?
-
To give managers the confidence to make good decisions.
-
To help managers with delegation.
-
To help managers allow employees to make decisions.
-
To encourage group decision making.
-
To help managers with the decision making process.
Explanation
The Vroom-Yetton-Jago Normative Decision Model provides a structured framework for managers to determine the most appropriate decision-making approach based on situational factors. It helps leaders decide the extent to which subordinates should be involved in making a decision, ensuring that decisions are both effective and efficient while considering the capabilities and commitment of team members.
How to Order
Select Your Exam
Click on your desired exam to open its dedicated page with resources like practice questions, flashcards, and study guides.Choose what to focus on, Your selected exam is saved for quick access Once you log in.
Subscribe
Hit the Subscribe button on the platform. With your subscription, you will enjoy unlimited access to all practice questions and resources for a full 1-month period. After the month has elapsed, you can choose to resubscribe to continue benefiting from our comprehensive exam preparation tools and resources.
Pay and unlock the practice Questions
Once your payment is processed, you’ll immediately unlock access to all practice questions tailored to your selected exam for 1 month .