Organizational Behavior & Workplace Culture Flashcards
7 cards from real CPM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Organizational Behavior & Workplace Culture flashcards as text
Edgar Schein's model of organizational culture identifies three levels. Which level is the DEEPEST and hardest to change?
Answer: Basic underlying assumptions
Basic underlying assumptions are deeply embedded, unconscious beliefs that form the foundation of organizational culture and are highly resistant to change.
A manager who adjusts their leadership style based on an employee's readiness and skill level is applying which theory?
Answer: Situational Leadership Theory
Situational Leadership Theory (Hersey & Blanchard) prescribes adapting leadership style to match the follower's developmental level.
Which of the following best describes 'psychological safety' in a team context?
Answer: A team climate where members feel safe to take interpersonal risks without fear of negative consequences
Psychological safety, as defined by Amy Edmondson, is a shared belief that the team is safe for interpersonal risk-taking such as speaking up.
A new manager inherits a team with low morale and high absenteeism. According to Herzberg's Two-Factor Theory, which action addresses a hygiene factor?
Answer: Increasing base salary to meet market rates
Herzberg identified salary as a hygiene factor — its absence causes dissatisfaction, but improving it does not itself motivate higher performance.
In organizational behavior, 'role conflict' occurs when:
Answer: An employee faces incompatible demands from different role expectations
Role conflict arises when an individual faces competing or incompatible demands from different roles or sources within an organization.
Which motivation theory proposes that employees compare their input-output ratio to that of a reference person, and adjust their effort to restore perceived fairness?
Answer: Equity Theory
Equity Theory (Adams) states that employees seek balance between their contributions and rewards relative to comparable others.
A manager who builds individual relationships with team members, offering some high trust and autonomy while others receive less, is demonstrating:
Answer: Leader-Member Exchange (LMX) Theory
LMX Theory describes how leaders develop differentiated relationships with followers, creating 'in-group' and 'out-group' members.