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BMAL-590 Organizational Behavior Exam with correct Answers
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BMAL-590 Organizational Behavior Exam with correct Answers
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BMAL-590 Organizational BehaviorExam with correct Answers
Organizational iiBehavior ii(OB) ii- iiAnswers ii-the iidomain iiof iistudy iithat iifocuses iion
iiorganizational iistructures iiand iiprotocols, iiand iitheir iieffect iion iiindividual, iiteam iiand
iiorganizational iiperformance.
OB iiviews iiorganizations iifrom iimultiple iiperspectives: ii- iiAnswers ii-The iirelationship
iibetween iiindividual iibehavior iiand iithose iiof iigroupsand iiteams.
The iirelationship iibetween iiorganizational iistructure iiand iifirm's iiperformance.
The iieffect iiof iiculture iion iiorganizational iiperformance.
organizational iitheory ii- iiAnswers ii-A iifundamental iiprinciple iiof iiorganizational iitheory iiis
iithe iiprocess iiof iivalue iicreation.
OB iifocuses iion iithe iielementsof iivalue iicreation iisuch iias: ii- iiAnswers ii-1. iiDecision
iimaking
2. iiLeadership
3. iiMotivation
4. iiEmployee iiengagement
5. iiOrganizational iilearning
OB iican iibe iistudied iifrom iitwo iiperspectives: ii- iiAnswers ii-internal iiand iiexternal
Internal iiperspective: ii- iiAnswers ii-suggests iithat iiemployees' iibehavior iiis iiprimarily
iiinfluenced iiby iitheir iipersonal iiassumptions, iifeelings, iithoughts, iiinteractions,
iiexperiences, iiand iiperceptions.
A iimanager iiembracing iithe iiinternal iiperspective iiwould iitry iito iisolve iiall iiissues iiby
iihaving iian iihonest iidialogue iiwith iiall iithe iiimpacted iiemployees iiin iiany iisituation.
The iiexternal iiperspective ii- iiAnswers ii-suggests iithat iienvironmental iifactors iithat
iiinclude iithe iieconomic, iisocial, iicultural, iiregulatory, iipolitical, iiand iicompetitive iiforces
iiimpact iiemployees' iibehavior iiand iijob iiperformance.
A iimanager iiembracing iithe iiexternal iiperspective iiwould iicalibrate iiher iiactions iibased
iion iiher iiperception iiof iithe iiexternalities' iiimpact iion iiemployees.
,As iian iiexample, iiwhen iia iicompetitor iiintroduces iia iinew iitype iiof iibenefit, iia iimanager
iiholding iithe iiexternal iiperspective iimay iitry iito iireplicate iior iiimprove iiupon iithe iisaid
iibenefit iias iia iiretention iistrategy.
An iiInterdisciplinary iiDomain ii- iiAnswers ii-It iishould iibe iiobvious iifrom iithe iipreceding
iioutline iithat iiOB iiis iinot iia iimonolithic iidomain iior iidiscipline iiof iistudy.
OB iidraws iifrom iimany iidisciplines iito iiunderstand iiand iiexplain iiindividual iiand iigroup
iibehavior.
OB iidraws iifrom iipsychology iiwhile iiexplaining iiwhy iiwe iibehave iithe iiway iiwe iido.
OB iidraws iifrom iianthropology iiwhile iiunderstanding iithe iievolution iiof iibehavior iiover
iitime.
OB iidraws iifrom iisociology iiwhile iiexploring iihow iihouseholds, iifamilies, iiand iisociety
iiinteract iiand iilead iito iidiscernable iipatterns iiof iibehavior iiand iitradition.
OB iidraws iifrom iiengineering iiwhile iiexamining iimeasurement iitechniquesand
iiproductivity.
OB iidraws iifrom iistatistics iito iiunderstand iitrends iiand iirelationshipsbetween iivariables.
OB iidraws iifrom iimedicine iito iirecognize iithe iiimportance iiof iiwellness iiand iihealth.
Organization iias iia iiSystem ii- iiAnswers ii-It iiis iiuseful iito iiview iian iiorganization iias iia
iisystem.
A iisystem iiis iia iiset iiof iiinterrelated iiparts iithat iiwork iitogether iitowards iia iiwell-defined
iiobjective.
Most iisystems iihave iia iicontrol iimechanism iito iicorrect iiand iiprevent iideviation iifrom iithe
iidesired iilevel iiin iisystem iiperformance.
Control iican iibe iiat iithe iiinput, iiprocess, iior iioutput iistage.
The iioutput iiis iione iior iimore iiproducts, iisome iiwaste, iiand iiinformation.
Feedback iican iibe iiabout iiquality, iiefficiency, iior iiproductivity.
Control iiwould iibe iisteps iito iiminimize iideviations.
A iisystem iihas iisome iidistinct iicharacteristics: ii- iiAnswers ii-One iior iimore iiinputs
One iior iimore iiprocesses iithat iitransform iithe iiinputs
,One iior iimore iioutputs
A iifeedback iiloop iito iimeasure iiefficiency iiand iieffectiveness
Inputs iito iian iiorganizational iisystem ii(manufacturing)include: ii- iiAnswers ii-Capital
People
Raw iimaterials
Information
Technology
The iiprocesses iimay iiinvolve: ii- iiAnswers ii-Physical
Chemical
Mechanical
Electronic
Assembly iiLines
Test iifacilities
Systems iiand iiSubsystems ii- iiAnswers ii-A iitypical iisystem iihas iimany iisubsystems.
An iiorganizational iisystem, iifor iiexample, iihas iimarketing, iifinance, iimanufacturing,
iiservice, iihuman iiresources, iiand iitechnology iisubsystems.
Similarly, iithe iiorganization iiitself iiis iia iipart iiof iia iilarger iisystem iithat iiincludes iithe
iipolitical, iieconomic, iisocial, iiand iitechnological iisystems. ii(PEST)
Organization iias iia iiSystem ii- iiBaldrige iiModel ii- iiAnswers ii-One iiof iithe iiwidely iiused
iiframeworks iior iimodels iifor iiunderstanding iiand iiimproving iiorganizational iisystems iiis
iithe iiBaldrige iiExcellence iiModel.
Baldrige iimodel iihas iiseveral iisubsystems: ii- iiAnswers ii-Leadership
- iithe iifirst iisubsystem, iiprovides iithe iimission, iivision, iiobjectives, iiand iicore iivalues iiof
iithe iiorganization.
* iiMission- iiWhat iiis iiour iibusiness?
* iiVision- iiWhat iido iiwe iiaspire iito iibecome?
* iiObjectives- iiHow iido iiwe iimeasure?
* iiCore iiValues- iiWhat iido iiwe iibelieve iiin iiand iistand iifor?
Strategy
- iiHow iido iiwe iisucceed? iiBy iilowering iicosts? iiBy iioffering iisomething iiunique? iiBy
iioperational iiexcellence? iiBy iiunderstanding iiand iiserving iiour iicustomers? iiBy
iicombining iiall iiof iithe iiabove?
Customers
- iiWho iiare iiour iicustomers? iiWhere iiare iithey iilocated?What iiare iithey iilooking iifor?
iiWhat iiis iithe ii"job iito iibe iidone"? iiHow iido iiwe iioffer iiwhat iiour iicustomers iiwant?Internal
iiand iiExternal iicustomers.
, Workforce
- iithe iimost iiimportant iiresource iiof iian iiorganization iiare iiits iipeople. iiHow iito iihire,
iiorient, iitrain, iimotivate, iicompensate, iidevelop, iiand iiretain iia iitalented iiworkforce?
Operations
- iiHow iido iiwe iitransform iiinputs iiinto iioutputs iibetter iithan iicompetitors? iiHow iido iiwe
iimaintain iiworld-class iiquality? iiHow iido iiwe iiprovide iiexceptional iiservice?
Results
- iiHow iido iiweMeasure iisuccess?Profits?Shareholder iivalue? iiMarket iishare? iiCustomer
iisatisfaction iiReputation? iiBrand iirecognition?
Results
- iiHow iido iiwe iiMeasure iisuccess? iiProfits? iiShareholder iivalue? iiMarket iishare?
iiCustomer iisatisfaction?Reputation? iiBrand iirecognition?
Core iiValues
- iiWhat iido iiwe iistand iifor? iiHonesty? iiIntegrity? iiFairness? iiEmpathy? iiService iiAbove
iiSelf? iiThe iiGolden iiRule? iiOur iiEthical iiand iiMoral iiCompass
Robert iiKatz ii- iiAnswers ii-identified iithree iitypes iiof iiskills iias iibeing iicritical iifor
iiorganizational iisuccess.
Technical
Human
Conceptual
Technical iiskills iiare iiimportant iiat iithe iientry iilevel.
Conceptual iiskills iiare iiimportant iiat iithe iileadership iilevel.
Human iior iiInterpersonal iiskills iiare iicritical iiat iievery iilevel. iiTo iiunderstand iihuman
iiskills, iiwe iineed iito iistudy iiOB.
Henri iiFayol iiconceived iiof iifive iimanagement iifunctions. iiToday, iithese iihave iibeen
iireduced iito iifour: ii- iiAnswers ii-Plan
Organize
Lead
Control
Plan: ii- iiAnswers ii-How iido iiwe iiachieve iiorganizational iiobjectives?
How iido iiwe iiallocate iiresources ii- iimoney, iimaterials, iiand iipeople?
How iido iiwe iiset iitimelines iifor iiachieving iiour iigoals?
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