C715/ C 715 Organizational Behavior OA Exam | (Latest 2026/2027 Update) | Complete Exam Questions with Verified Answers and Detailed Rationales | A+ Graded | Western Governors University

INSTANT PDF DOWNLOAD - This is the comprehensive Objective Assessment (OA) study guide for the C715 Organizational Behavior course at Western Governors University (WGU) (Latest 2026/2027 Update), featuring verified exam questions with correct answers and detailed rationales based on the official WGU course curriculum and the textbook "Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge . This guide covers all three levels of analysis in OB: individual (personality, perception, motivation, learning), group (team dynamics, leadership, power, conflict), and organizational (culture, structure, change management) . Includes Big Five personality traits (OCEAN: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism), Myers-Briggs Type Indicator (MBTI) categories , heredity approach (personality determined by molecular structure of genes) , core self-evaluations (positive CSE individuals are committed to goals and set ambitious goals, negative CSE individuals feel powerless over environment) , Rokeach Value Survey (terminal values vs instrumental values) , and perception/attribution theory (fundamental attribution error: overestimating internal factors, underestimating situational factors when explaining others' behavior) . Covers motivation theories including Maslow's Hierarchy of Needs (physiological, safety, love/belonging, esteem, self-actualization), Herzberg's Two-Factor Theory (hygiene factors prevent dissatisfaction, motivators encourage satisfaction), McClelland's Theory of Needs (achievement, affiliation, power) , Expectancy Theory (motivation = expectancy × instrumentality × valence) , Goal-Setting Theory (specific and challenging goals improve performance), and Equity Theory (employees compare job inputs and outputs with others) . Covers group dynamics including Five-Stage Model of Group Development (forming, storming, norming, performing, adjourning) , social loafing (individuals expend less effort when working collectively than when working individually) , group cohesiveness (physically isolating group increases cohesiveness) , formal groups defined by organization's structure , cross-functional teams (employees from same hierarchical level but different work areas) , virtual teams (regionally-dispersed agents using video conferencing technology) , and self-managed work teams . Covers leadership styles including trait theory (leaders are born with specific traits), behavioral theory (leadership can be learned), contingency theories (Fiedler's Contingency Model, Path-Goal Theory) , LMX Theory (leader-member exchange: leader categorizes follower as "in" or "out") , charismatic leadership (articulate an appealing vision to increase performance) , and transformational leadership (provides vision and sense of mission, gains trust) . Covers organizational culture defined as a shared system of meanings that is unique to the organization , seven primary characteristics of culture , conflict resolution techniques including authoritative command (department head imposes new policy to resolve conflict) and superordinate goals with altering structural variables to control dysfunctional conflict , reward systems (rewards both individual and group activity to foster long-term team effectiveness) , performance evaluation purpose (to provide feedback and determine reward allocations) , defensive behaviors when employees feel threatened by organizational politics , workplace political behaviors and impression management, employee disengagement, and withdrawal behaviors, 360-degree feedback, power bases (coercive, reward, legitimate, expert, referent), rational decision-making model, bounded rationality, and cognitive biases including confirmation bias (seeking information that reaffirms past choices), anchoring bias (fixating on initial information), and availability bias (using readily available information) . 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C715 OA Exam WGU C715 Organizational Behavior WGU Business Management course organizational behavior definition three levels analysis OB individual group organizational Big Five personality OCEAN MBTI Myers Briggs categories heredity approach genes determine personality core self evaluation positive vs negative Rokeach terminal values instrumental values fundamental attribution error internal factors situational factors Maslow hierarchy needs lower order higher order Herzberg two factor hygiene factors motivators McClelland needs achievement affiliation power expectancy theory effort performance reward valence equity theory input output comparison goal setting theory specific challenging goals group development forming storming norming performing adjourning social loafing less effort collective work group cohesiveness physically isolate group formal group organizational structure cross functional team same level different areas virtual team video conferencing technology self managed work teams assembly lines switched LMX theory leader member exchange in out charismatic leader appealing vision transformational leader vision mission trust organizational culture shared system meanings seven characteristics culture authoritative command conflict resolution reward individual and group activity performance evaluation feedback reward allocations defensive behaviors organizational politics 360 degree feedback performance appraisal power bases coercive reward legitimate expert referent rational decision making model bounded rationality decision making confirmation bias anchoring bias availability bias A+ Grade WGU Study Guide