Organizational Behavior Exam (C715)

Correct Answer:

C) Bringing in outsiders

Why the Answer is Correct:

Bringing in outsiders is a conflict-stimulation technique. This involves introducing third parties to a situation to create or escalate conflict, often to challenge the status quo or force a group to confront difficult issues. These outsiders may offer new perspectives or serve as mediators, but their presence can also stir emotions or create competition, stimulating conflict in the group.

Why Other Options Are Wrong:

A) Expansion of resources:

Expanding resources is a conflict-reduction technique, as it aims to alleviate resource shortages or competition, thus reducing conflict rather than stimulating it.

B) Compromise:

Compromise is a conflict resolution technique where both parties make concessions to reach a mutually acceptable solution. It does not stimulate conflict, but rather works toward resolving it.

D) Exercising authoritative command:

Exercising authoritative command involves using power to impose a decision or solution. While it may resolve conflict temporarily, it does not stimulate it; it attempts to control the situation.

E) Problem solving:

Problem solving is a conflict resolution strategy that seeks to identify solutions through collaboration, rather than stimulating conflict. It focuses on resolving issues and reducing tension.

Correct Answer:

B) Distributive bargaining

Why B is Correct:

Distributive bargaining is a negotiation approach where parties view the resources as fixed and limited, making it a zero-sum game. In this scenario, each side perceives that one party’s gain is the other party’s loss. This is common in situations like salary negotiations or resource allocation where the interests of the parties are directly opposed.

Why the Other Options Are Incorrect:

A) Conciliation

Conciliation involves a neutral third party helping to improve communication between disputing parties but does not directly address fixed resource negotiation.

C) Mediation

Mediation also involves a third party assisting the parties in reaching a voluntary agreement. It is not specific to the concept of zero-sum resource allocation.

D) Integrative bargaining

Integrative bargaining is a collaborative approach where parties aim for a win-win outcome by expanding the available resources or finding mutually beneficial solutions. This does not align with the zero-sum nature described in the question.

E) Arbitration

Arbitration involves a third party making a binding decision to resolve a dispute, which does not match the scenario of fixed resource competition.

Correct Answer:

C) Work teams generate positive synergy through coordinated effort.

Why the Answer is Correct:

Work teams are designed to combine the strengths and expertise of multiple members, which often leads to positive synergy. This means that the collective output of the team is greater than the sum of the individual efforts. By coordinating their efforts, work teams can solve problems more effectively, improve creativity, and increase overall productivity. Positive synergy is one of the main advantages of work teams.

Why Other Options Are Wrong:

A) Work teams are rarely used in organizations today:

This is incorrect. Work teams have become a common organizational structure in many industries because they enhance collaboration, problem-solving, and adaptability. They are widely used in modern organizations.

B) Work teams are generally less flexible than traditional departments:

Work teams tend to be more flexible than traditional departments because they are designed to be agile, adaptable, and focused on specific tasks or projects, allowing them to respond to changes more quickly.

D) Work teams are less responsive to changes in the internal and external environment of the company:

This is false. Work teams are generally more responsive to changes in the environment because they are often focused on specific goals and tasks, and can adjust quickly as needed. Teams are better positioned to respond to changes than more rigid departmental structures.

E) Work teams involve members of random and varied skill sets:

While work teams do often have members with varied skill sets, the skills are not random. The goal is for the team to have complementary skills that are aligned with the tasks or goals they are meant to achieve.

Correct Answer:

C) Establishing norms that filter down through the organization

Explanation:

Top management shapes organizational culture by establishing norms and setting the tone for acceptable behaviors, values, and priorities. These norms filter down through the organization and influence employee behavior at all levels. Leaders model desired behaviors and reinforce cultural values, ensuring alignment across the organization. 

Why Other Options Are Wrong:

A) Ensuring a proper match of personal and organizational values

While this is important, it is typically achieved during the selection process, not directly by top management. Top management focuses on creating and communicating the organization’s core values and norms.

B) Socializing new applicants in the pre-hiring phase

Socialization of new hires generally begins after they join the organization, and top management is not directly involved in the pre-hiring phase.

D) Providing a framework for metamorphosis of new hires

The metamorphosis stage occurs during onboarding and integration, which is facilitated by managers or HR, not specifically by top management.

E) Properly rewarding employees’ initiatives

Rewarding initiatives is important for reinforcing behaviors that align with the culture, but it is not the primary way top management influences culture.

Correct Answer:

E) Perception

Explanation:

Perception is the process by which individuals organize and interpret sensory impressions to give meaning to their surroundings. It goes beyond mere detection of stimuli (sensation) and involves cognitive functions such as pattern recognition, judgment, and interpretation, enabling individuals to respond effectively to their environment.

Why Other Options Are Wrong:

A) Sensation

Sensation is the process of detecting environmental stimuli (e.g., light, sound) through sensory organs. It does not include the interpretation or organization needed to give meaning to those stimuli.

B) Impression

Impression refers to the effect or influence something has on an individual, not the broader cognitive process involved in interpreting and organizing sensory data.

C) Apprehension

Apprehension usually refers to anxiety or fear, and it is unrelated to the interpretation of sensory impressions.

D) Attribution

Attribution is the process of assigning causes to behaviors or events, which is distinct from the act of interpreting sensory impressions to understand the environment.

Correct Answer:

D) Stories

Explanation:

Stories are a common way to share an organization’s history, values, and culture. These narratives often highlight key moments, such as the company’s founding or major milestones, to inspire and educate employees. In Bruce’s case, the story of the founder starting the business in a garage conveys the company’s humble beginnings and entrepreneurial spirit. 

Why Other Options Are Wrong:

A) Rituals

Rituals refer to repetitive activities or ceremonies that reinforce organizational values or celebrate achievements. They do not involve transmitting historical or anecdotal information like the founder’s story.

B) Corporate chants

Corporate chants are rare and typically used for building team spirit or morale. They are not a common method for sharing historical information about the organization.

C) Material symbols

Material symbols include physical objects or artifacts, such as logos, office design, or dress codes, that represent the organization’s culture. They do not directly convey specific stories or historical details.

E) Organizational charts

Organizational charts outline the structure of the company, showing roles and reporting relationships. They do not convey narratives or the history of the organization.

Correct Answer:

A) Collaborating

Why the Answer is Correct:

Collaborating is a conflict-handling technique where all parties involved work together to find a solution that fully satisfies everyone's concerns. It is a win-win approach in which both parties are committed to resolving the conflict in a way that addresses the needs and interests of everyone involved.

Why Other Options Are Wrong:

B) Competing:

Competing is a conflict-handling technique where one party seeks to win at the expense of the other. It is a win-lose approach and does not prioritize satisfying the concerns of all parties.

C) Accommodating:

Accommodating involves one party giving in to the wishes or demands of the other party, often at the expense of their own concerns. This is a lose-win strategy, not one in which all concerns are fully satisfied

D) Avoiding:

Avoiding involves ignoring or withdrawing from the conflict altogether. This approach does not attempt to satisfy any concerns and may allow the conflict to fester unresolved.

E) Compromising:

Compromising is a technique where both parties give up something to reach a mutually acceptable solution. It is a win-lose approach, where both parties make concessions, but it doesn't aim to fully satisfy everyone's concerns like collaborating does.

Correct Answer

C. To create collective performance

Explanation

A work team is designed to generate collective performance, meaning the members collaborate toward a shared goal, relying on each other’s strengths to produce results greater than individual efforts alone. Unlike work groups, which focus on exchanging information, work teams integrate skills, coordinate tasks, and ensure accountability to achieve superior performance.

Why Other Options Are Wrong

A. To maximize individual inputs. While individual contributions matter, the main purpose of a work team is collective success, not just maximizing individual performance. A team’s effectiveness comes from how well members collaborate, not just the sum of their individual efforts.

B. To maximize random and varied skills. While diverse skill sets can enhance team performance, the goal is not to simply maximize variety but to strategically integrate different skills for optimal outcomes. Teams require coordination, not just variation.

D. To reduce coordinated accountability. Work teams increase coordinated accountability rather than reduce it. Members are interdependent, meaning they share responsibility for outcomes, rather than avoiding accountability.

Correct Answer:

B) An employee is late to work because of a punctured tire.

Explanation:

Externally caused behavior arises from factors outside the individual’s control. In this case, the employee’s tardiness was caused by a punctured tire, which is an uncontrollable external factor. This distinguishes it from internally caused behaviors, which are driven by personal choices, skills, or negligence.

Why Other Options Are Wrong:

A) An employee was promoted when he achieved more than the assigned objectives.

This is an example of internally caused behavior because the employee's promotion resulted from his personal effort and performance.

C) An employee postpones a meeting because he overslept.

Oversleeping is an internal cause as it is due to the employee's negligence or personal habits, not external circumstances.

D) An employee was fired because he violated a company policy.

Violating a policy is an internally caused behavior since the outcome (termination) stems from the employee’s actions.

E) An employee closed a sale with an important corporate client because of his excellent negotiation skills.

This is an example of internally caused behavior, as the employee's skills and competence directly led to the successful outcome.