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
A company implements an open-door policy, flexible schedules, and employee resource groups. These initiatives primarily aim to improve which organizational dimension?
Answer: Inclusion and belonging
Inclusion initiatives like open-door policies and ERGs help employees feel valued, heard, and connected to the organization.
In Tuckman's stages of group development, a team that is defining goals, establishing norms, and beginning to function effectively is in which stage?
Answer: Norming
In the Norming stage, team members resolve earlier conflicts, establish cohesion, and agree on roles and working norms.
Which type of organizational justice refers to employees' perceptions of fairness in the procedures used to make decisions?
Answer: Procedural justice
Procedural justice focuses on the perceived fairness of the processes and criteria used to reach outcomes, not just the outcomes themselves.
A manager who treats employees as whole persons with unique needs, and builds a supportive, family-like environment, is displaying which cultural orientation?
Answer: Clan culture orientation
Clan culture emphasizes cohesion, teamwork, employee development, and a nurturing, family-like internal environment.
When two departments have conflicting goals that cause ongoing friction, managers should first attempt to resolve the conflict through:
Answer: Superordinate goals
Superordinate goals — shared objectives that both parties value and can only achieve together — redirect energy from conflict to collaboration.
An employee who stays with a company primarily because they fear the cost of leaving (losing benefits, seniority) is demonstrating which type of organizational commitment?
Answer: Continuance commitment
Continuance commitment is driven by the perceived cost of leaving — employees stay because they feel they have too much to lose.
A company's 'values in use' differ significantly from its 'espoused values.' What risk does this gap primarily create?
Answer: Employee cynicism and erosion of trust
When stated values don't match actual behavior, employees lose trust in leadership, leading to disengagement and cynicism.