真実的-素敵なOrganizational-Behavior受験準備試験-試験の準備方法Organizational-Behavior難易度受験料

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Organizational-Behavior難易度受験料 & Organizational-Behavior学習範囲

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WGU Organizational Behavior (GTO1, C715) 認定 Organizational-Behavior 試験問題 (Q12-Q17):

質問 # 12
A team is struggling to resolve procedural issues that govern their performance. What should the team leader do to resolve the problem?

A. Ask questions and help team members talk through the problem
B. Research the problem and impose a solution
C. Rearrange roles within the team by adding members
D. Appoint an assistant team leader to track the struggles and report back

正解：A

解説：
When a team struggles with procedural issues-the "how" of their work-the most effective leadership approach is often facilitative rather than directive. Instead of imposing a solution (Option A), which can lead to resistance or a lack of "buy-in," the leader shouldask questions and help team members talk through the problem. This technique is rooted in the concept ofteam coachingand process consultation.
By facilitating a dialogue, the leader encourages the team to take ownership of their own processes. This collaborative problem-solving approach helps identify the root cause of the procedural friction, whether it be ambiguous roles, inefficient workflows, or conflicting expectations. Furthermore, helping the team talk through the issue strengthens their internal communication and conflict-resolution skills, making them more resilient in the future. A leader who acts as a facilitator helps the team move from the "storming" phase of development-where procedural conflicts are common-into the "norming" phase, where clear, agreed-upon standards of behavior and performance are established by the group itself.
Organizational Culture

質問 # 13
Which option defines organizational culture?

A. A system of unique physical parameters that describes the organization
B. A human resources department program for recognizing diversity
C. A method of stratifying the organization's target market
D. A unique system of shared organizational meaning

正解：D

解説：
Organizational culture is defined as aunique system of shared meaningheld by members that distinguishes the organization from other organizations. This system of shared meaning is a set of key characteristics that the organization values. It represents the "common perception" held by the organization's members; even though individuals may have different backgrounds or occupy different levels in the hierarchy, they tend to describe the organization's culture in similar terms.
Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do. It acts as a boundary-defining element, creates a sense of identity for employees, facilitates commitment to something larger than individual self-interest, and enhances the stability of the social system. While physical parameters (Option A) or HR programs (Option B) may reflect or support the culture, the culture itself is the underlying shared cognitive framework-the "way we do things around here"-that guides employee behavior and shapes their organizational experience.

質問 # 14
Management has noticed that the accounting work group is having difficulty because group members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness?

A. Establish more rigid role definition for group members
B. Have the group avoid competition with other groups
C. Give group rewards rather than individual rewards
D. Give individual rewards rather than group rewards

正解：C

解説：
Group cohesiveness refers to the degree to which members are attracted to one another and are motivated to remain part of the group. When members are "working in different directions," it indicates a lack of alignment and shared purpose. One of the most effective structural methods to foster unity is togive group rewards rather than individual rewards. When rewards are tied to the collective output of the team, members are incentivized to collaborate, share information, and support one another to ensure the entire group succeeds.
Individual rewards often foster internal competition, which can further fragment a group that is already struggling with alignment.
In addition to group-based rewards, other strategies to increase cohesiveness include making the group smaller, increasing the time members spend together, and stimulating competition withothergroups (rather than avoiding it). By shifting the focus from individual achievement to collective success, the organization encourages members to coordinate their efforts, thereby increasing the "we-feeling" necessary for high- performing teams.

質問 # 15
What is social loafing?

A. A process by which individuals attempt to control the impression others form of them
B. The tendency for individuals to expend less effort when working collectively than when working individually
C. The tendency for individuals to work harder when working collectively than when working individually
D. An expectation that others will not act opportunistically when working collectively

正解：B

解説：
Social loafingis a phenomenon in group dynamics defined as the tendency for individuals to expend less effort when working collectively than when working individually. This concept challenges the common assumption that the "spirit of the group" always increases individual motivation. It was famously illustrated by the Ringelmann effect, where research showed that individuals pulled less hard on a rope when they were part of a group than when they were alone.
Social loafing typically occurs because of a dispersion of responsibility; when individuals believe their contribution cannot be measured separately from the group's total output, they may feel less "accountable" and decrease their effort. It can also stem from a "sucker effect," where individuals reduce their effort because they perceive others in the group are not doing their fair share. To counter social loafing, managers are encouraged to use individual performance evaluations, provide group rewards based on individual contributions, and keep group sizes small enough that individual efforts are visible.
Would you like me to proceed with the next batch of questions (Questions 16-20)?

質問 # 16
Three employees meet face-to-face to identify a problem and resolve it through open discussion. Which type of conflict resolution technique is this?

A. Smoothing
B. Devil's advocate
C. Compromising
D. Problem solving

正解：D

解説：
Image of Conflict Management Grid

Conflict is an inherent part of group dynamics, and how it is managed determines whether the outcome is functional or dysfunctional. The scenario describes aProblem Solvingapproach (also known as collaborating or confronting). In this technique, the parties involved meet face-to-face with the explicit intent of identifying the underlying problem and resolving it through open, honest discussion. Unlike other methods that might avoid the issue or seek a quick "middle ground," problem solving seeks a "win-win" solution where the concerns of all parties are fully addressed.
Other techniques mentioned in the options serve different purposes:Smoothing(or accommodating) involves playing down differences to maintain surface-level harmony;Compromisingrequires each party to give up something of value; and theDevil's Advocaterole is a technique used to stimulate functional conflict by intentionally challenging the majority view. Because the employees are actively engaging in open discussion to find a root-cause resolution, it is classified as problem solving.

質問 # 17
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って感じなんだけど、平常心、平常心って心の中で念仏みたいに唱えた、所在はわかOrganizational-Behaviorっているのですかはい、各形式には、明確な長所と短所があります、Japancertの発展は弊社の商品を利用してIT認証試験に合格した人々から得た動力です。

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