Pass the WGU Courses and Certificates Organizational-Behaviors-and-Leadership Questions and answers with CertsForce

Terminal values are the end goals that people strive to achieve in their lives. These include a comfortable life, a sense of accomplishment, and happiness. Terminal values represent the desired states or life goals that individuals aim to fulfill.

In contrast, instrumental values are the means or behaviors used to achieve these end goals, such as honesty, hard work, and responsibility.

In self-managed work teams, members take on greater responsibility for their work and each other's performance. Evaluating each other's performance can enhance accountability, provide constructive feedback, and help identify areas for improvement. This approachencourages team members to support each other's development and fosters a culture of continuous improvement, thereby improving synergy and overall team success.

Aggressiveness is one of the six primary characteristics that define an organization's culture. It refers to the degree to which employees are aggressive and competitive rather than easygoing. This characteristic influences how organizational goals are pursued and how competitive the organization is within its industry.

References:

Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.

Cameron, K. S., & Quinn, R. E. (2011).Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). Jossey-Bass.

Problem-solving teams typically consist of members from the same department or work unit who meet regularly to discuss ways of improving quality, efficiency, and the work environment. This is different from cross-functional teams, which consist of members from various departments who come together to achieve a common goal.

References:

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

McShane, S. L., & Von Glinow, M. A. (2017).Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill Education.

An organization can transmit its culture to its employees by using material symbols and specific language. Material symbols include the physical layout of the workplace, dress codes, and corporate logos, which convey the organization's values and norms. Specific language, including jargon and slogans, also plays a crucial role in reinforcing the cultural identity and shared understanding among employees. This approach is well-documented in studies on organizational culture transmission (Schein, 2017).

Role perception refers to an individual's view of how they are supposed to act in a given group situation. This concept is crucial in organizational behavior as it influences how employees behave and perform their duties. Role perception is shaped by various factors including the organization's culture, job descriptions, training, and interactions with peers and supervisors. Understanding role perception helps in managing expectations and improving job performance.

References:

Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.

Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2013). Organizational Behavior and Management (10th ed.). McGraw-Hill Education.

According to the goal-setting theory of motivation, two critical factors contributing to goal achievement are goal specificity and feedback. Specific goals are clear and measurable, which helps individuals understand what is expected of them. Self-generated feedback allows individuals to monitor their own progress, make necessary adjustments, and stay motivated. In this scenario, the individual set a specific goal of selling an average of 10 items per call and making 25 sales calls, and kept a tally of calls and sales, providing self-generated feedback. Reference: Locke, E.A. & Latham, G.P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation. American Psychologist.

To foster long-term team effectiveness, a reward system that recognizes and incentivizes group activity is crucial. Such a system encourages collaboration, teamwork, and collective responsibility, which are essential for the success of team-based work environments.

References:

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Lawler, E. E. (2000). Rewarding Excellence: Pay Strategies for the New Economy. Jossey-Bass.

An advantage of a strong organizational culture is that the company has low employee turnover. Strong cultures create a sense of belonging and commitment among employees, which increases their loyalty and reduces the likelihood of them leaving the organization. This cohesiveness leads to higher employee satisfaction, better job performance, and reduced turnover rates. Research indicates that companies with strong cultures often enjoy these benefits due to the alignment of values and consistent behavioral norms (Kotter & Heskett, 1992).