C484 Organizational Behavior and Leadership

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our Complete Success Package: Now Available C484 Organizational Behavior and Leadership : Practice Questions & Answers

Free C484 Organizational Behavior and Leadership Questions

1.

Management is considering a reorganization of sales groups 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?

  • Cross-functional teams​
  • Self-managed teams​
  • Quality teams​
  • Virtual teams

Explanation

Explanation
Virtual teams are ideal for situations in which members are geographically dispersed but need to collaborate regularly. These teams rely on technology—such as video meetings, messaging platforms, and collaborative software—to coordinate work and maintain communication. Because the sales agents will live and work in different regions yet must participate in weekly meetings, a virtual team structure fits their needs perfectly.
Correct Answer Is:
Virtual teams
2. Alderfer's ERG theory of motivation compressed Maslow's hierarchy into all of the following needs EXCEPT:
  • Relatedness
  • Achievement
  • Existence
  • Growth

Explanation

Alderfer’s ERG theory condenses Maslow’s five levels of needs into three categories: Existence, Relatedness, and Growth. Existence corresponds to physiological and safety needs, Relatedness to social and external esteem needs, and Growth to self-actualization and intrinsic growth needs. Achievement is not a separate category within ERG theory; it is considered part of growth or relatedness depending on context. Therefore, "Achievement" is the need that ERG theory does not explicitly include as a distinct category.
3. ____ theories of motivation explain why people behave in ways to satisfy their needs and then assess whether these choices were successful.
  • Reinforcement
  • Social identity
  • Content
  • Process

Explanation

Process theories of motivation focus on how individuals make decisions regarding behavior to satisfy needs and how they evaluate the outcomes of their choices. These theories explain the cognitive processes underlying motivation, including expectations, perceived effort, and reward valuation. Unlike content theories that focus on the types of needs, process theories examine the mechanisms and reasoning behind motivational behavior.
4. Which of the following is false of Path-Goal Theory?
  • Leader behavior is viewed as positive if subordinates see the behaviors as an immediate source of satisfaction
  • Strategies include managing by exception and contingent rewards
  • Leader serves as a role model for learning relevant task behavior
  • Leader behavior improves employee performance and makes work intrinsically satisfying

Explanation

Path-Goal Theory focuses on how leaders can motivate subordinates by clarifying paths to goals and increasing the value of rewards. It does not include strategies such as managing by exception and contingent rewards, which are elements of transactional leadership, not Path-Goal Theory. Path-Goal emphasizes supportive, directive, participative, and achievement-oriented behaviors to enhance performance and satisfaction.
5.

What is one of the forces that plays a particularly important role in sustaining an organization’s culture?

  • Educational level achieved by key employees​
  • Socialization process​
  • Individualized interaction​
  • Personal background of key employees

Explanation

Explanation
The socialization process is essential for sustaining an organization’s culture because it helps newcomers learn and internalize the organization’s values, norms, and expected behaviors. Through orientation programs, mentoring, shared experiences, and ongoing interactions, employees become aligned with the culture and contribute to maintaining it. While individual backgrounds and education levels may influence behavior, they do not play as strong or consistent a role in sustaining culture as socialization does.
Correct Answer Is:
Socialization process
6.

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?​

  • Members who are emotionally stable, members who fill role demands, and a manageable level of conflict​
  • A climate of trust, members who score low on the personality characteristic of extroversion, and effective leadership​
  • Effective leadership, members who score low on the personality characteristic of extroversion, and members who fill role demands​
  • A climate of trust, members who fill role demands, and an absence of conflict

Explanation

Explanation
Effective teams are built on trust, clear and appropriate role fulfillment, and strong leadership. These elements support open communication, collaboration, and the ability to manage conflict constructively. While differences in personality can add value, the key consistent traits in high-performing teams include trust, role clarity, and leadership—not low extroversion or a total absence of conflict.
Correct Answer:
A climate of trust, members who fill role demands, and an absence of conflict
7.

A team was assigned a project. Halfway through the project it was obvious that the team was failing to meet expectations. Management had ensured that individuals assigned to the team had good interpersonal skills as well as strong problem-solving and decision-making abilities. However, they overlooked other abilities team members needed to accomplish the work. Which ability necessary for team members was overlooked?

  • Technical expertise​
  • Authoritarian personality​
  • Propensity for social loafing​
  • Type D personality

Explanation

Explanation
Although the team had strong interpersonal and decision-making skills, it still failed because members lacked the technical expertise required to perform the actual tasks. Effective teams require a balance of complementary skills, and technical ability is essential for carrying out project-specific responsibilities. Without adequate technical knowledge, even a highly collaborative and communicative team will struggle to meet expectations.
Correct Answer Is:
Technical expertise
8. In the Ohio State University study on definitive leader behaviors, leaders who focus on the job (or task) to be completed are demonstrating what leadership style?
  • employee-centered
  • initiating structure behavior
  • consideration behavior
  • job-centered

Explanation

Leaders who focus on tasks and the completion of work are demonstrating initiating structure behavior, as identified in the Ohio State University studies. This leadership style emphasizes defining roles, setting goals, establishing procedures, and organizing work to ensure tasks are accomplished efficiently. It contrasts with consideration behavior, which emphasizes building relationships, showing concern for employees, and fostering a supportive work environment.
9. A company decides to implement a new employee wellness program in response to increasing healthcare costs and employee feedback. This is an example of a _____ change.
  • reactive
  • planned
  • incremental
  • transformational

Explanation

This scenario represents reactive change, as the organization is responding to external pressures—rising healthcare costs and employee feedback—rather than proactively initiating change to achieve strategic objectives. Reactive changes are implemented in response to problems or environmental demands, contrasting with planned changes, which are proactive and deliberate efforts to improve processes, structures, or performance.
10. According to the authors' focus, which of the following can be classified as organizational change?
  • increasing production of a popular product line
  • installing new technology
  • increasing existing sales efforts
  • adding staff to the marketing department

Explanation

Installing new technology constitutes organizational change because it modifies the processes and methods used within the organization. Organizational change involves altering systems, workflows, structures, or processes to improve performance, efficiency, or adaptability. While increasing production, sales efforts, or staffing may involve operational adjustments, they do not necessarily represent a fundamental change to organizational systems or processes.

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