Organizational-Behaviors-and-Leadership Sample Questions Answers

For self-managed work teams to be successful, team members should actively engage in problem-solving both individually and collectively. This dual approach ensures that issues are addressed promptly and effectively, leveraging both individual initiative and team collaboration to enhance synergy and success.

References:

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

Pearce, J. A., & Robinson, R. B. (2009). Strategic Management: Formulation, Implementation, and Control. McGraw-Hill/Irwin.

When transitioning to a team-based structure, it is essential to align performance evaluations and reward systems with the new organizational setup. Group performance evaluation with group rewards would have been more effective in this situation because it fosters a sense of collective responsibility and encourages collaboration among team members. Individual rewards can create competition rather than cooperation, which can undermine team productivity and morale.

References:

Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.

Katzenbach, J. R., & Smith, D. K. (1993).The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.

A charismatic leader can increase performance in an organization by articulating an appealing vision. Charismatic leaders inspire and motivate their followers by presenting a compelling future state that aligns with their values and aspirations. This vision provides a sense of purpose and direction, encouraging employees to put in extra effort and align their behaviors with organizational goals. The transformational leadership literature extensively supports this approach, highlighting the role of vision articulation in enhancing organizational performance (Bass & Riggio, 2006).

Self-managed teams are groups of employees who are given the autonomy to manage their own tasks and make decisions. These teams can enhance productivity and manufacturing output by increasing employee engagement, responsibility, and flexibility in taskmanagement. Self-managed teams are known for their ability to adapt to changes and continuously improve processes, making them an ideal choice for increasing productivity.

Core self-evaluation (CSE) is a concept that encompasses an individual's subconscious, fundamental evaluations about themselves, their own abilities, and their control over their environment. Employee A exhibits traits such as self-doubt, reliance on routine tasks, and a feeling of powerlessness, which are indicative of a negative core self-evaluation. Conversely, Employee B displays initiative, sets ambitious goals, and believes in the team’s ability to influence the environment, which are characteristics of a positive core self-evaluation.

References:

Judge, T. A., & Bono, J. E. (2001). Relationship of Core Self-Evaluations Traits—Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability—with Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.

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

Increasing group cohesiveness can be achieved by physically isolating the group, which encourages members to interact more frequently and develop stronger bonds. This isolation can help the group focus on their common goals and work together more effectively. Other options, such as making the group larger or decreasing the difficulty of becoming a group member, would likely decrease cohesiveness. Establishing more rigid roles might also hinder the flexibility needed for effective teamwork. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Virtual teams differ from face-to-face teams primarily due to their reliance on digital communication, which limits the social context. This can result in reduced opportunities for informal interactions, relationship-building, and immediate feedback, which are more easily achieved in face-to-face settings. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Cross-functional teams consist of employees from various departments or functions within an organization who are at approximately the same hierarchical level. This structure allows for diverse expertise and perspectives to be brought together to solve complex problems or achieve common goals. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Group norms define the acceptable standards of behavior shared by group members. These norms influence how group members interact, make decisions, and perform tasks, ensuring consistency and predictability within the group. Norms are established through group consensus and can significantly impact group dynamics and performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

A work group is characterized by the sum of individual efforts without the need for collective synergy. Each member is responsible for their own tasks and performance. In contrast, a work team involves coordinated effort where members work interdependently towards a common goal, leveraging collective skills and collaboration to achieve higher performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.