Organizational Behavior Exam (C715)

Correct Answer:

E) Organizational activities emphasize maintaining the status quo in contrast to growth.

Explanation:

Stability as a cultural characteristic reflects an organization’s emphasis on preserving the current state of operations, processes, and strategies. It prioritizes maintaining the status quo and avoiding major changes, often at the expense of flexibility and growth. This is especially relevant in organizations that value predictability and control.

Why Other Options Are Wrong:

A) Employees are encouraged to be innovative and take risks.

This characteristic aligns with risk-taking or innovation, not stability. Stability refers to preserving existing practices and resisting change, the opposite of encouraging risk-taking.

B) Management focuses on results or outcomes rather than on the techniques and processes used to achieve them.

This characteristic describes outcome orientation, which emphasizes achieving specific results rather than maintaining the status quo.

C) Management decisions take into consideration the effect of outcomes on people within the organization.

This describes people orientation, which reflects the organization’s focus on the impact of decisions on employees, not stability.

D) Work activities are organized around teams rather than individuals.

This reflects team orientation, focusing on collaboration and group dynamics rather than maintaining the status quo.

Correct Answer:

E) Performing

Why E is Correct:

The performing stage of the five-stage group development model is when the group becomes fully functional and focuses its energy on achieving the task at hand. In this stage, group members have established roles, trust, and collaboration, allowing them to work efficiently toward shared goals.

Why the Other Options Are Incorrect:

A) Storming

The storming stage is characterized by intragroup conflict and disagreements over roles, goals, or leadership, not a focus on task completion.

B) Norming

The norming stage is when the group establishes cohesion, trust, and norms, preparing for effective performance but not yet fully focused on the task.

C) Inertia

Inertia is not a stage in the group development model. It refers to a state of inactivity or resistance to change, unrelated to the group's functionality.

D) Forming

The forming stage involves initial group development, where members meet, define the group’s purpose, and clarify roles, but they are not yet focused on the task.

Correct Answer:

D) Dissimilar mental models

Explanation:

Dissimilar mental models refer to a lack of shared understanding among team members regarding how tasks should be executed, roles should be performed, and challenges should be addressed. In Sharon’s team, members were unclear about responsibilities, team roles, and the project’s demands, leading to confusion and inefficiency. Teams with dissimilar mental models struggle to coordinate effectively and are more prone to delays and errors. 

Why Other Options Are Wrong:

A) Excessively large team size

A team of seven members is not excessively large and is generally considered an optimal size for collaboration. The problem described is not related to team size but to role clarity and shared understanding.

B) High degree of role clarity

Role clarity means team members have a clear understanding of their responsibilities and who to approach for assistance. The team in this scenario suffers from a lack of role clarity, making this option incorrect.

C) A clear role allocation for all team members

The complaints about work not being in accordance with roles indicate that the team does not have clear role allocation, making this option incorrect.

E) A strong climate of trust

While trust is essential for teamwork, the issues in this scenario are primarily related to poor coordination, unclear roles, and dissimilar mental models, not a lack of trust.

Correct Answer:

A) Personal discipline – behavior.

Explanation:

In the Rokeach Value Survey, instrumental values refer to preferable modes of behavior or actions that help individuals achieve their terminal values (end goals). Personal discipline, as a behavior, is an example of an instrumental value because it serves as a means to attain terminal values such as happiness, economic success, or personal fulfillment. 

Why Other Options Are Wrong:

B) Happiness – a desirable end state.

Happiness is a terminal value, representing an ultimate life aspiration or desirable end state rather than a mode of behavior.

C) World peace – a life goal.

World peace is also a terminal value, symbolizing a collective goal or ideal end state, not a behavioral trait.

D) Economic success – a terminal value.

Economic success is a terminal value, reflecting an ultimate goal of achievement rather than a behavior or action.

Correct Answer:

C) Ensure that individual contributions to the group's outcome are identified

Why C is Correct:

Social loafing occurs when individuals put in less effort in a group setting compared to working alone, often due to a lack of accountability. Identifying individual contributions ensures that each member is held accountable for their part, reducing the likelihood of loafing.

Why the Other Options Are Incorrect:

A) Increase the rewards the group is given if it succeeds

While group rewards can boost motivation, they may not address the issue of unequal effort among group members, which is the core of social loafing.

B) Increase the amount by which the group's progress is monitored

Monitoring group progress helps track overall performance but does not ensure individual accountability, which is critical for reducing social loafing.

D) Increase the size of the group

Larger groups are more prone to social loafing, as individual efforts are less visible and accountability decreases.

E) Increase the group's workload

Increasing workload can exacerbate social loafing, as some members may withdraw effort when faced with more tasks.

Correct Answer:

A. Competence and positive connections

Why the Answer is Correct:

Self-determination theory (SDT) is a psychological framework that focuses on human motivation. It suggests that people are driven by three basic psychological needs: autonomy (the need to feel in control of one's actions), competence (the need to feel effective and capable), and relatedness (the need to form meaningful connections with others). The theory posits that fulfilling these needs leads to intrinsic motivation and overall well-being. Thus, in addition to autonomy, people strive for competence and positive connections.

Why Other Options Are Wrong:

B. High rewards:

While rewards can provide extrinsic motivation, SDT emphasizes intrinsic motivation, which comes from fulfilling psychological needs like competence, autonomy, and relatedness. High rewards alone do not align with the intrinsic focus of SDT.

C. Recognition and status:

Recognition and status are extrinsic motivators related to external validation. SDT focuses on intrinsic motivation derived from internal satisfaction rather than external rewards or acknowledgment.

D. Career growth:

Career growth may be a byproduct of fulfilling intrinsic needs, but it is not directly proposed by SDT as a fundamental human need.

E. Power and control:

While autonomy involves a sense of self-governance, the desire for power and control extends beyond the concept of autonomy and is not a primary focus of SDT.

Correct Answer:

E) Team efficacy

Why the Answer is Correct:

Team efficacy refers to the collective belief of a team in its ability to successfully perform tasks and achieve its goals. High team efficacy boosts motivation, cohesion, and performance as members feel confident in their capabilities to succeed as a group.

Why Other Options Are Wrong:

A) Goal specificity:

This refers to clearly defined and measurable team objectives, not the belief in the team’s ability to succeed.

B) Reflexivity:

Reflexivity refers to the team’s ability to reflect on and adapt strategies to achieve its objectives, not its belief in success.

C) Mental model:

A mental model refers to a shared understanding among team members about how the team operates or how tasks should be performed. It is not related to belief in success.

D) Common purpose:

This refers to a shared vision or goal that aligns team members' efforts, but it does not specifically address the belief in the team’s ability to succeed.

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:

E) Task conflicts

Explanation

Task conflicts involve disagreements about the work itself—its goals, content, or processes. In nonroutine activities, such conflicts can be highly beneficial because they spark debate, encourage multiple perspectives, and require deeper evaluation of problems and solutions. When handled constructively, task conflicts increase creativity and lead to better team decisions, making them a positive form of conflict in the workplace.

Why Other Options Are Wrong

A) Disciplinary conflicts

These arise from rule-breaking or misconduct and are usually punitive. They create tension and do not promote constructive discussion or decision-making.

B) Resource allocation conflicts

These occur when team members dispute over resources like time, money, or equipment. They are logistical issues that strain collaboration rather than stimulate innovative solutions.

C) Relationship conflicts

These are personal or emotional disputes, often caused by personality clashes or interpersonal friction. They damage trust, communication, and team performance instead of leading to better outcomes.

D) Discriminatory conflicts

These arise from prejudice or unfair treatment based on factors such as gender, race, or age. They are destructive, reduce morale, and undermine inclusion, offering no value for productive decision-making.