Organizational Behavior Exam (C715)

Correct Answer:

C) Increased diversity of views

Why the Answer is Correct:

One of the primary advantages of group decision making is the increased diversity of views. When multiple people contribute to a decision, their different perspectives, knowledge, and experiences can provide a broader range of ideas and insights, which can lead to more well-rounded and effective decisions. This diversity helps in exploring various options and potential outcomes.

Why Other Options Are Wrong:

A) Increased pace of decision making:

Group decision making typically takes longer than individual decision making because it involves gathering input from multiple members, discussing alternatives, and reaching consensus. The pace is often slower in a group setting.

B) Increased ambiguous responsibility:

While group decision making may sometimes diffuse responsibility (leading to ambiguity in accountability), this is generally considered a disadvantage, not an advantage. In individual decision making, responsibility is clear and direct.

D) Increased conformity pressures:

Increased conformity pressures are a disadvantage of group decision making. Group members may feel pressured to agree with the majority opinion, even if they have reservations, leading to groupthink. This reduces the quality of the decision-making process.

E) Increased dispersion of accountability:

Similar to increased ambiguous responsibility, increased dispersion of accountability is a potential disadvantage of group decision making. With more people involved, accountability can be less clear, making it difficult to pinpoint who is responsible for the decision.

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. There is a formation of strong employee commitment.

Explanation

A strong organizational culture fosters a shared sense of purpose, values, and norms, which increases employee commitment and engagement. Employees are more likely to align their behaviors with the company's goals, leading to higher job satisfaction, lower turnover, and improved performance.

Why Other Options Are Wrong

A. There is ambiguity in what employees perceive as expectations. This option is incorrect because a strong culture reduces ambiguity by clearly defining expectations, values, and behaviors. Employees in strong cultures have a clear understanding of what is expected from them.

B. Core values are not intensely held and widely shared. This option is incorrect because, in a strong culture, core values are deeply ingrained and widely accepted across the organization. A weak culture, on the other hand, is characterized by loosely held values that do not significantly influence behavior.

D. The internal climate exhibits low behavioral control. This option is incorrect because a strong organizational culture typically provides high behavioral control by reinforcing shared norms and expectations. Employees are guided by an internalized sense of "how things are done" rather than experiencing a lack of guidance.

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

B. Specificity and feedback

Explanation

According to goal-setting theory, well-defined goals that are specific and measurable lead to higher performance. In this case, the goal of running two miles in ten minutes was clear and specific, providing a clear target. Additionally, feedback, in the form of a stopwatch, allowed the individual to monitor progress and make necessary adjustments to achieve the goal. These two elements work together to enhance motivation and performance.

Why Other Options Are Wrong

A. Specificity and encouragement. This option is incorrect because while encouragement can be helpful, goal-setting theory emphasizes the importance of feedback rather than motivation from others. Feedback allows for self-regulation and adjustments, whereas encouragement alone does not provide measurable performance guidance.

C. Challenge and encouragement. This option is incorrect because although challenging goals can enhance motivation, feedback is more critical to achieving goals than encouragement. Encouragement may provide emotional support, but it does not contribute to self-monitoring or performance adjustments.

D. Direction and challenge. This option is incorrect because while challenge is an important element in motivation, "direction" is not a primary component of goal-setting theory. Instead, specificity and feedback are more directly linked to goal attainment.

Correct Answer

D. Give group rewards rather than individual rewards

Explanation

Group rewards encourage teamwork and reinforce a shared commitment to group success. When team members are rewarded based on collective performance rather than individual contributions, they are more likely to collaborate, support each other, and work toward common goals, thereby increasing group cohesiveness.

Why Other Options Are Wron

A. Give individual rewards rather than group rewards Individual rewards can create competition among group members rather than fostering collaboration. This approach may further divide the team rather than unify it.

B. Establish more rigid role definition for group members While clear roles can help with organization, making them too rigid may limit flexibility and communication. Members may become too focused on their specific tasks rather than working together as a cohesive unit.

C. Have the group avoid competition with other groups While reducing unnecessary competition can sometimes help, competition itself is not necessarily the cause of the group’s internal struggles. The primary issue is that members are not aligned, which is better addressed through group-based incentives.

Correct Answer:

D) People do better when they get feedback on how well they are progressing toward their goals.

Explanation:

Goal-setting theory highlights the importance of specific, challenging goals and the role of feedback in enhancing performance. Feedback allows individuals to track progress, adjust strategies, and maintain motivation, ultimately leading to improved outcomes. 

Why Other Options Are Wrong:

A) Externally generated feedback is more powerful than self-generated feedback.

While externally generated feedback can be useful, self-generated feedback is often more impactful because it is internalized and tied to intrinsic motivation.

B) Goal commitment is more likely when individuals have an external locus of control.

Individuals with an internal locus of control are more likely to commit to goals because they believe their actions directly affect outcomes, aligning with goal-setting theory.

C) Assigned goals generate greater goal commitment in low rather than high power-distance cultures.

In high power-distance cultures, individuals are more likely to commit to assigned goals because they respect authority and directives from superiors.

E) Generalized goals produce a higher level of output than specific goals.

Specific and challenging goals lead to better performance than vague or generalized goals because they provide clarity, focus, and direction.

Correct Answer:

C) Kept at moderate levels

Why the Answer is Correct:

Process conflict refers to disagreements about how work should be done or the procedures that should be followed. For process conflict to be productive, it must be kept at moderate levels. At moderate levels, it can lead to constructive discussions about work methods and help improve processes without escalating into personal conflicts or damaging team dynamics. Excessive conflict can be destructive, while too little conflict may prevent necessary changes or improvements.

Why Other Options Are Wrong:

A) Kept low:

Keeping process conflict too low might prevent important issues from being addressed. A certain level of conflict is necessary to challenge existing procedures and encourage improvements.

B) Subject to managerial control:

While managerial oversight can help manage the conflict, it's not the primary factor in ensuring productivity. The key is to maintain an appropriate level of conflict, not to control it strictly.

D) Kept high:

High levels of process conflict can lead to unproductive tensions, communication breakdowns, and damaged relationships. It can distract from work goals and lead to an unhealthy work environment.

E) Kept at moderate-to-high levels:

While some conflict is necessary, high levels can be counterproductive. High levels of conflict can lead to negative outcomes, including stress, inefficiency, and interpersonal friction.

Correct Answer:

A) Confirmation

Explanation:

Confirmation bias is a cognitive tendency where individuals favor information that supports their existing beliefs, decisions, or judgments while disregarding or minimizing evidence that contradicts them. This bias can hinder objective analysis and reinforce pre-existing perspectives, leading to skewed decision-making. 

Why Other Options Are Wrong:

B) Distinction

Distinction bias refers to the tendency to exaggerate differences between options when comparing them simultaneously. It does not involve reaffirming past choices.

C) Impact

Impact bias occurs when people overestimate the intensity or duration of their future emotional reactions. It is unrelated to seeking information that supports past judgments.

D) Anchoring

Anchoring bias happens when individuals rely too heavily on the first piece of information they encounter, not when they seek information to confirm previous decisions.

E) Omission

Omission bias is the tendency to view harmful actions as worse than harmful inactions. It does not involve favoring information that supports past choices.