Organizational-Behavior専門トレーリング & Organizational-Behavior専門試験

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信頼できるWGU Organizational-Behavior専門トレーリング & 合格スムーズOrganizational-Behavior専門試験 | 有難いOrganizational-Behavior試験対策

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WGU Organizational Behavior (GTO1, C715) 認定 Organizational-Behavior 試験問題 (Q24-Q29):

質問 # 24
A manager treats an employee with a free lunch to encourage the employee to continue to do well. Which kind of reward is provided?

正解：D

解説：
Motivation in the workplace is often driven by a system of rewards, which are generally categorized into intrinsic and extrinsic types.Intrinsic rewardsare internal to the individual and come from the work itself; examples include a sense of accomplishment, personal growth, or the satisfaction of completing a difficult task. These are self-granted rewards.
Extrinsic rewards, conversely, are tangible rewards given by another person (usually a manager or the organization) to an employee for performing a specific task or behavior. These include salary increases, bonuses, promotions, benefits, and even smaller tokens like a free lunch. In this scenario, the free lunch is a physical, external incentive provided by the manager to reinforce the employee's positive performance. While intrinsic rewards are essential for long-term engagement and "meaningful" work, extrinsic rewards like a free meal are effective for immediate reinforcement and recognizing specific achievements. According to reinforcement theory, providing such a reward immediately following a desired behavior (doing well at work) increases the probability that the behavior will be repeated. Because the lunch is an external, tangible benefit provided by the manager rather than an internal feeling of satisfaction derived from the task itself, it is classified as an extrinsic reward.


質問 # 25
How might a charismatic leader work to increase performance in an organization?

正解：A

解説：
Charismatic Leadership Theory suggests that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. The most fundamental way a charismatic leader increases performance is byarticulating an appealing vision. This vision serves as a long-term strategy for attaining a goal by making the future better than the status quo.
Image of Charismatic Leadership Characteristics

A charismatic leader does not just set goals; they provide a "vision statement"-a formal proclamation of an organization's mission-that they use to imprint on followers an overarching goal and purpose. They then communicate high-performance expectations and express confidence that followers can attain them, which enhances follower self-esteem. Unlike transactional leaders who rely on rewards or directive approaches, charismatic leaders use emotional appeal and personal risk-taking to inspire followers to go beyond their self- interest for the sake of the organization. This articulation of a "better future" is the primary engine of motivation in charismatic leadership.


質問 # 26
What is a purpose of employee evaluations?

正解：B

解説：
Performance evaluations serve several vital functions within an organization's management system. The primary purpose isto assist management in making human resource decisions. These decisions include identifying who should receive promotions, who is eligible for salary increases, and who might need to be transferred or even terminated.
Beyond administrative decisions, evaluations provide essential feedback to employees about how the organization views their performance. This feedback acts as a basis for personal development and career planning. Furthermore, evaluations help identify training and development needs by pinpointing specific skill deficiencies that an employee may have. They also provide a criterion against which the organization can validate its selection and development programs; for instance, if employees who scored high on a hiring test perform poorly on their evaluations, the hiring process may need to be adjusted. Therefore, rather than being a psychological diagnostic tool (Option B) or a pre-hiring screen (Option C), the performance evaluation is a retrospective and developmental tool used to manage the existing workforce effectively.


質問 # 27
Management is considering a change in one plant and plans to organize employees into teams. Management wants the teams to review processes, apply critical thinking, and take full responsibility for outcomes. Which type of team should they organize?

正解：B

解説：
The distinguishing factor between different types of teams is the level of authority and the scope of their responsibility.Problem-solving teamstypically only make recommendations; they do not have the authority to implement their suggestions or take full responsibility for the results.Virtual teamsare defined by their use of technology to bridge physical distance rather than their level of autonomy.
In this scenario, because management wants the team to "take full responsibility for outcomes," they must organizeself-managed teams. These teams are designed to operate without direct supervision, handling the planning, execution, and monitoring of their work. They go beyond critical thinking and process review- which a problem-solving team might do-by actually making the operating decisions and being held accountable for the final performance. This structure requires a high degree of trust from management and extensive training for employees, as the team essentially performs the roles previously held by first-line supervisors.


質問 # 28
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?

正解：C

解説：
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.


質問 # 29
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我々のOrganizational-Behavior更新される学習問題の内容は実際試験の多くのキーポイントをカバーしますので、あなたは受験する前に、我々のOrganizational-Behavior最新練習を真面目に勉強していいです、Organizational-Behavior試験に向けて勉強しているときは、家族のためなど、仕事に行くのに忙しいかもしれません、WGU Organizational-Behavior専門トレーリング だから、今すぐ行動しましょう、WGU Organizational-Behavior専門トレーリング 日常から離れて理想的な生活を求めるには、職場で高い得点を獲得し、試合に勝つために余分なスキルを習得しなければなりません、WGU Organizational-Behavior専門トレーリング 実際のところ、当社では、すべてのクライアントの適切なソリューションの問題を考慮しています、高品質の学習教材を見つけるのにうんざりしている場合は、Organizational-Behavior試験準備を試すことをお勧めします。

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Organizational-Behavior WGU Organizational Behavior (GTO1, C715)試験トレント、Organizational-Behavior試験質問回答

Organizational-Behavior試験に向けて勉強しているときは、家族のためなど、仕事に行くのに忙しいかもしれません、だから、今すぐ行動しましょう、日常から離れて理想的な生活を求めるには、職場で高い得点を獲得し、試合に勝つために余分なスキルを習得しなければなりません。

実際のところ、当社では、すべてOrganizational-Behaviorのクライアントの適切なソリューションの問題を考慮しています。

2026年MogiExamの最新Organizational-Behavior PDFダンプおよびOrganizational-Behavior試験エンジンの無料共有：https://drive.google.com/open?id=1HwP5_sQHey5Otu33ZmsvRxkWOGM9v6yr

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