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WGU Organizational Behavior (GTO1, C715) Sample Questions (Q36-Q41):

NEW QUESTION # 36
Which characteristic describes an advantage of a virtual team as compared with other types of teams?

A. Verbal and nonverbal communication cues are easier to understand within a virtual team.
B. People can work together who might otherwise not be able to collaborate on a work task.
C. Virtual team members generally report greater satisfaction with the group interaction process.
D. The greater opportunity for interaction helps increase rapport.

Answer: B

Explanation:
Virtual teams use computer technology to unite physically dispersed members in order to achieve a common goal. The defining advantage of virtual teams is their ability to overcome the constraints of time and space, allowingpeople to work together who might otherwise not be able to collaborateon a work task. This is particularly beneficial for global organizations that need to pull together the best experts regardless of where they are located in the world.
Image of virtual team collaboration

However, virtual teams face unique challenges compared to face-to-face teams. Because they rely on electronic communication, they often suffer from a lack of nonverbal cues (like body language and tone of voice), which makes communication less rich and more prone to misunderstanding. Consequently, virtual teams often report lower levels of satisfaction with the interaction process and may take longer to build trust and rapport (refuting options B and D). To be effective, managers of virtual teams must ensure that the team has the right technology, that progress is closely monitored, and that efforts are made to create "social presence" through occasional video calls or face-to-face meetings to build the trust that forms more naturally in traditional office settings. Despite these hurdles, the strategic benefit of accessing diverse talent from across the globe makes the virtual team an essential tool in the modern organizational landscape.

NEW QUESTION # 37
What defines acceptable standards of behavior that are shared by group members?

A. Group norms
B. Group status
C. Group roles
D. Group conformity

Answer: A

NEW QUESTION # 38
After physiological desires such as hunger, thirst, and shelter are met, the next level of desires becomes the basis for motivation. This is an example of which theory?

A. Bigelow's three factor theory
B. Maslow's hierarchy of needs
C. X and Y hierarchy
D. Two factor theory

Answer: B

Explanation:
Abraham Maslow's Hierarchy of Needs is perhaps the best-known theory of motivation. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:Physiological(hunger, thirst, shelter),Safety(security and protection),Social(affection, belongingness),Esteem(self-respect, autonomy), andSelf-actualization(achieving one's potential).
Image of Maslow's hierarchy of needs

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The core premise of this theory is the "progression principle," which states that as each of these needs becomes substantially satisfied, the next need in the hierarchy becomes dominant as a motivator. The question highlights that once physiological desires (the lowest level) are met, the individual moves to the next level. In Maslow's original model, the level immediately following physiological needs isSafety and Security. This level involves seeking a predictable environment free from physical and emotional harm. In an organizational context, this translates to job security, health benefits, and a safe working environment. According to Maslow, once an employee feels physically safe and secure, they will no longer be motivated by these factors and will instead seek to satisfy "social" or "belonging" needs. While contemporary research suggests that people don't always follow this rigid linear progression, Maslow's model remains a foundational tool for managers to understand that an employee's needs change as their circumstances improve.

NEW QUESTION # 39
A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams?

A. Assign individual roles rather than mutual team roles
B. Exercise collective control over the pace of work
C. Change work group roles at random
D. Share information but not engage in collective performance goals

Answer: B

Explanation:
A self-managed work team is characterized by its high level of autonomy and collective responsibility. To improve synergy and success, these teams must move beyond simply sharing information (which is characteristic of a work group) and engage in collective actions. One of the primary hallmarks of a successful self-managed team is the ability toexercise collective control over the pace of work.
In a traditional assembly line, the pace is dictated by the machinery or a supervisor. In a self-managed team, members decide how to schedule work, assign tasks, and monitor their own progress. This collective control fosters a sense of ownership and accountability. Options A and C describe traditional "work group" behaviors rather than team behaviors; teams require mutual accountability rather than just individual roles. By controlling their own pace and methods, team members can synchronize their efforts more effectively, leading to the positive synergy where the team's output is greater than the sum of individual inputs.

NEW QUESTION # 40
What is a positive effect of a cohesive group?

A. Promoting value flexibility
B. Bringing heterogeneity to the process
C. Reducing group norm effect
D. Improving group productivity

Answer: D

Explanation:
Cohesiveness is generally viewed as a desirable trait in organizational groups because of its potential to improve group productivity. In a highly cohesive group, members are more likely to communicate effectively, experience less internal friction, and display higher levels of commitment to group goals. This internal synergy typically leads to a more efficient work process and higher quality output.
However, the relationship between cohesiveness and productivity is moderated byperformance-related norms. If a cohesive group has high performance norms (standards for hard work and quality), productivity will be significantly higher than in a group with low cohesiveness. Conversely, if a highly cohesive group has low performance norms, their productivity may actually decrease because they are united in their desire to work less. Despite this nuance, the fundamental positive organizational outcome associated with fostering cohesion is the enhancement of the group's ability to produce results.

NEW QUESTION # 41
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