Free Practice Questions for WGU Organizational-Behaviors-and-Leadership Exam

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.

While interpersonal skills, problem-solving, and decision-making skills are crucial, technical expertise is essential for the specific tasks at hand. In this case, management overlooked the necessity of technical skills, which are vital for the team members to effectively accomplish their work and meet project expectations.

References:

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

Katzenbach, J. R., & Smith, D. K. (2003).The Wisdom of Teams: Creating the High-Performance Organization. Harper Business.

Problem-solving is a conflict resolution technique where parties involved meet to identify the problem and resolve it through open discussion. This technique focuses on finding a mutually beneficial solution and addressing the underlying issues causing the conflict, thus ensuring a more sustainable resolution.

Effective teams typically share certain characteristics that enhance their performance and cohesion. These characteristics include:

A climate of trust: Trust among team members is crucial for open communication, collaboration, and mutual support.

Specific team goals: Clear and well-defined goals provide direction and focus, ensuring that all team members are working towards the same objectives.

Members who are conscientious: Conscientious team members tend to be reliable, organized, and diligent, contributing positively to the team's performance.

These elements create a supportive environment where team members can thrive and work effectively towards common goals.

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.

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).