Organizational Behavior Exam (C715)

Correct Answer:

A) Performing stage

Why the Answer is Correct:

The performing stage is the fourth stage in Tuckman’s model of group development, where the group is working efficiently and effectively toward its goals. During this stage, the group has established its structure and norms, and energy is focused on completing tasks. Members are collaborative, and the group operates with high productivity and focus on the task at hand.

Why Other Options Are Wrong:

B) Storming stage:

The storming stage is characterized by conflict and disagreements as group members express differing opinions and struggle for control or clarity on roles. This is not the stage where the group is focused on the task at hand.

C) Norming stage:

In the norming stage, group members begin to resolve their conflicts and establish a sense of cohesion and shared purpose. While the group is becoming more unified, it is not yet fully focused on the task at hand as it is in the performing stage.

D) Adjourning stage:

The adjourning stage occurs when the group has completed its task and is disbanding. This stage involves wrapping up the project and may include reflection or celebration of success, not active focus on the task at hand.

Correct Answer:

C) An employee works hard in order to be relocated to the Paris office but instead is transferred to Beijing.

This example directly illustrates a weak rewards-personal goals relationship. The employee values relocation to Paris as a personal goal and works toward it, expecting that reward. However, being transferred to Beijing does not fulfill their desired outcome. Expectancy theory states that motivation is strongest when the rewards offered have high valence, meaning they align with personal goals. In this case, the reward does not match the personal value, which reduces motivation significantly.

Incorrect options:

A) An employee lacks the skills required to reach the desired performance level.

This situation reflects a weak effort-performance relationship rather than a weak rewards-personal goals link. Expectancy theory emphasizes that if an employee does not have the skills or resources to reach the performance level, their belief that effort will lead to successful performance is low. This breaks down the expectancy component but does not deal with whether the rewards align with the employee’s personal goals.

B) An organization's appraisal system assesses nonperformance factors such as creativity and initiative.

This scenario reflects problems in the performance-reward relationship. If appraisals are based on factors not directly tied to actual job performance, employees may feel that their performance does not truly determine the rewards. While it affects fairness and motivation, it is not about whether the reward matches an employee’s personal goals.

D) An employee believes that his manager does not like him and hence expects a poor appraisal.

This is another example of a weak performance-reward relationship. The employee perceives that personal bias, rather than actual performance, determines the outcome. Here, the issue lies in the instrumentality connection (performance leading to rewards), not in whether the rewards themselves align with what the employee values personally.

E) An organization rewards its employees based on factors such as seniority and skill level.

This reflects a breakdown in the performance-reward linkage. Rewards are based on tenure or existing skills instead of actual effort and output, making employees feel their performance is less relevant. This situation concerns the fairness of rewards distribution but does not specifically address whether the reward aligns with an employee’s personal desires or goals.

Correct Answer:

A) Attribution Theory

Explanation:

Attribution Theory explains how individuals evaluate the causes of behavior, categorizing them as either internal (e.g., personal traits, choices, effort) or external (e.g., situational factors beyond the person’s control). This theory is crucial for understanding how people perceive and respond to others' actions. 

Why Other Options Are Wrong:

B) Cognitive Dissonance

Cognitive dissonance refers to the psychological discomfort caused by holding conflicting beliefs or attitudes. It does not involve determining the causes of behavior.

C) Confirmation Bias

Confirmation bias is the tendency to seek information that supports existing beliefs while ignoring contradictory evidence. It does not deal with evaluating whether behavior is internally or externally caused.

D) Perception Theory

Perception theory focuses on how individuals interpret sensory impressions, not on assessing the causes of behavior.

E) Behavioral Analysis

Behavioral analysis involves observing and interpreting actions, but it does not explicitly address the causality of behavior, as attribution theory does.

Correct Answer:

A) Terminal Values: Desirable end states; Instrumental Values: Preferable modes of behavior.

Explanation:

The Rokeach Value Survey differentiates:

Terminal Values: Desirable end states or ultimate life goals (e.g., happiness, security, sense of accomplishment).

Instrumental Values: Preferable modes of behavior or means to achieve terminal values (e.g., honesty, diligence, kindness).

This distinction clarifies what people value (terminal) and the behaviors they prioritize to achieve those goals (instrumental). 

Why Other Options Are Wrong:

B) Terminal Values: Short-term goals; Instrumental Values: Long-term aspirations.

Terminal values represent long-term desirable end states like happiness or career success, not short-term goals. Instrumental values describe behaviors that facilitate achieving those end states, not aspirations.

C) Terminal Values: Means to achieve goals; Instrumental Values: Ultimate objectives.

This reverses the definitions. Terminal values are the ultimate objectives (e.g., a comfortable life), while instrumental values are the means or behaviors (e.g., hard work, honesty) to achieve them.

D) Terminal Values: Everyday behaviors; Instrumental Values: Moral beliefs.

Terminal values are end goals, not everyday behaviors. Instrumental values include both moral and competence-related behaviors, not just moral beliefs.

Correct Answer

C. Employees must have confidence that the effort they exert will lead to a favorable performance evaluation.

Explanation

Performance evaluations play a critical role in motivation because employees need to believe that their hard work will be recognized and rewarded. If employees feel that their efforts directly impact their evaluations, they are more likely to be motivated to perform well. This aligns with expectancy theory, which suggests that individuals are motivated when they expect their efforts to lead to desired outcomes.

Why Other Options Are Wrong

A. The relationship is strong for employees but weak for managers. This option is incorrect because both employees and managers are influenced by performance evaluations. While the impact may vary based on job roles and incentives, evaluations can motivate individuals at all levels of an organization.

B. The relationship is strongest when employees know that traits are the criteria used for the evaluations. This option is incorrect because evaluations based on traits (such as personality characteristics) are often seen as subjective and can demotivate employees. Performance evaluations are more effective when they are based on measurable behaviors and outcomes rather than inherent traits.

D. The relationship does not depend on the perceptual process. This option is incorrect because perception plays a significant role in how employees view performance evaluations. If employees perceive the evaluation process as fair and transparent, they are more likely to be motivated. If they see it as biased or inconsistent, it can reduce motivation.

Correct Answer:

C) She will strictly control all the details of any project she is managing.

Explanation:

According to Theory X, managers assume that employees are inherently lazy, avoid responsibility, and require strict supervision and control to perform effectively. Alberta, as a Theory X manager, would focus on closely monitoring and controlling all aspects of project management to ensure tasks are completed according to her standards. 

Why Other Options Are Wrong:

A) She will delegate authority extensively to junior managers.

Theory X managers believe employees lack motivation and are inherently lazy. They are unlikely to delegate extensively due to a lack of trust in their subordinates’ capabilities.

B) She will empower her subordinates.

Empowerment aligns with Theory Y, where managers trust employees to take initiative and perform well. Theory X managers do not exhibit this behavior.

D) She will trust her employees to use their discretion in most matters.

Theory X managers distrust employees’ judgment and prefer to micromanage rather than allow employees to act independently.

Correct Answer:

B) Seeking input from employees before the group leader presents his opinions

Why the Answer is Correct:

Seeking input from employees before the group leader presents his opinions helps minimize groupthink by ensuring that all group members' ideas are heard before the leader's perspective can influence the group's thinking. This encourages independent thought and reduces the pressure to conform to the leader's viewpoint, a key factor in avoiding groupthink. When group members are free to express their views first, it increases the diversity of opinions and ensures that decisions are based on more varied input.

Why Other Options Are Wrong:

A) Asking the group members to first focus on the positives of an alternative rather than the negatives:

 Focusing only on the positives may actually encourage groupthink by limiting critical discussion. Groupthink thrives when members focus on maintaining harmony rather than critically evaluating alternatives. A balanced approach, where both positives and negatives are considered, is necessary to avoid groupthink.

C) Encouraging group leaders to develop a stronger sense of group identity:

A strong sense of group identity can exacerbate groupthink by increasing the pressure to conform and align with the group’s prevailing opinion. While cohesion is important, too much emphasis on identity can undermine objective decision-making.

D) Preventing all team members from engaging in a critical evaluation of ideas at the beginning:

Preventing critical evaluation at the beginning of the discussion actually encourages groupthink, as it stifles independent thinking and the thorough examination of ideas. Critical evaluation should be encouraged early in the process to ensure well-rounded decision-making.

Correct Answer:

D) Whistle-blowers

Explanation:

Whistle-blowers are individuals who expose unethical or illegal activities within an organization to external parties, such as government agencies, media, or regulatory bodies. They act in the public interest, often facing significant risks or retaliation for their actions.

Why the Other Options Are Wrong:

A) Change agents

Change agents are individuals who promote and facilitate change within an organization, but they do not necessarily report unethical practices externally.

B) Boundary spanners

Boundary spanners act as links between an organization and its external environment but do not specifically report unethical practices.

C) Early adopters

Early adopters are individuals who quickly embrace new technologies or ideas, unrelated to exposing unethical practices.

E) Free ride

Free riders are individuals who benefit from group efforts without contributing their fair share, which is unrelated to reporting unethical behavior.

Summary:

Whistle-blowers play a critical role in uncovering and addressing unethical or illegal practices by reporting them to outsiders. The correct answer is D) Whistle-blowers.

Correct Answer:

B) Hiring candidates who fit well within the organization

Explanation:

The selection process is a critical mechanism for sustaining organizational culture because it ensures that new hires align with the company’s core values, norms, and goals. By hiring candidates who fit well within the existing culture, organizations maintain consistency in behaviors and attitudes that reinforce the culture over time. 

Why Other Options Are Wrong:

A) Establishing and enforcing norms

While norms are important for sustaining culture, they are typically reinforced through organizational practices and leadership behavior, not directly through the selection process.

C) Socializing the new employees

Socialization occurs after the selection process, during onboarding and training. The selection process itself focuses on identifying candidates who already align with the organization's culture.

D) Developing performance evaluation criteria

Performance evaluation criteria are used to assess employee performance, but they do not directly influence the selection process or ensure cultural fit.

E) Rewarding conformity

Reward systems reinforce desired behaviors within the organization but are not part of the selection process, which occurs before employees join the organization.