WGU Organizational-Behaviors-and-Leadership Exam Dumps

Problem-solving teams typically consist of members from the same department or work unit who meet regularly to discuss ways of improving quality, efficiency, and the work environment. This is different from cross-functional teams, which consist of members from various departments who come together to achieve a common goal.

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

McShane, S. L., & Von Glinow, M. A. (2017). Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill Education.

Virtual teams differ from face-to-face teams primarily due to their reliance on digital communication, which limits the social context. This can result in reduced opportunities for informal interactions, relationship-building, and immediate feedback, which are more easily achieved in face-to-face settings. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Informal groups are created naturally and organically within an organization to fulfill the social needs of individuals. These groups are not defined by the organizational structure and are not directed towards organizational goals, but rather towards the personal and social fulfillment of their members. Informal groups can have both positive and negative impacts on the organization, but they are primarily characterized by their social interaction purpose.

When evaluating the performance of teams, particularly in a company that has restructured around teams, the main evaluation criterion should be team results being tied to important goals. This criterion focuses on the actual outcomes and achievements of the team, ensuring that their performance is aligned with the strategic objectives of the organization. Evaluating team results helps in identifying whether the team is effective in meeting its goals, fostering accountability, and encouraging a results-oriented culture. This approach is supported by research on team performance and effectiveness, which underscores the importance of linking performance evaluations to goal attainment and organizational priorities (Katzenbach & Smith, 1993).

Authoritative command involves the use of formal authority to resolve conflicts. In this case, the department head implements a new policy to eliminate the conflict by prohibiting eating at desks. This approach uses direct authority to change behavior and resolve the issue.

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.