WGU C715 ORGANIZATIONAL BEHAVIOR FINAL
EXAM LATEST 2025 ACTUAL EXAM TEST BANK|
COMPLETE 300 REAL EXAM QUESTIONS AND
CORRECT VERIFIED ANSWERS/ GRADED A+|
C715 ORGANIZATIONAL BEHAVIOUR FINAL
2025 (BRAND NEW!!)
1. A multinational corporation is implementing a global diversity initiative. Despite
extensive training, female managers in certain regions report persistent microaggressions
and lack of mentorship. Using intersectionality theory and social identity theory, which of
the following strategies would most effectively address the underlying systemic barriers?
A. Mandate unconscious bias training for all employees and track completion rates.
B. Establish a global mentoring program pairing junior women with senior executives regardless of
gender.
C. Redesign performance evaluation systems to include objective metrics and anonymous feedback to
reduce bias.
D. Conduct qualitative focus groups with women from multiple identity groups to identify unique
challenges, then co-create tailored interventions.
Answer: D
2. A tech startup has a culture of extreme autonomy and flat hierarchy. However, as it
scales, projects are failing due to lack of coordination. The founder insists on maintaining
the original culture. Using the Competing Values Framework, which cultural type is
dominant, and what is the primary risk of maintaining it during growth?
A. Clan culture; risk of insufficient control and standardization.
B. Adhocracy culture; risk of inefficiency and duplication of effort.
C. Market culture; risk of employee burnout and low morale.
D. Hierarchy culture; risk of stifling innovation and slow decision-making.
Answer: B
3. In a cross-functional team, members from different departments exhibit high task
conflict but low relationship conflict. According to recent meta-analyses on team conflict,
which of the following outcomes is most likely?
A. Decreased team performance due to the negative effects of any conflict.
B. Increased team creativity and decision quality, provided the conflict is managed constructively.
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,C. Increased team cohesion as members bond over resolving disagreements.
D. No effect on performance because task conflict cancels out relationship conflict.
Answer: B
4. A hospital administrator notices that nurses frequently bypass safety protocols to save
time, despite training. Using the theory of planned behavior, which factor is most likely
driving this behavior?
A. Weak subjective norms-nurses do not perceive that supervisors value safety.
B. Low perceived behavioral control-nurses feel they cannot complete tasks if they follow protocols.
C. Negative attitudes toward safety-nurses believe protocols are unnecessary.
D. Strong habit strength-nurses have automated unsafe routines.
Answer: B
5. A manager uses a transformational leadership style. Which of the following follower
outcomes is least consistent with transformational leadership theory?
A. Increased intrinsic motivation and self-efficacy.
B. Higher levels of organizational citizenship behaviors.
C. Greater reliance on the leader for direction and decision-making.
D. Enhanced identification with the organization and its goals.
Answer: C
6. During an organizational restructuring, employees exhibit resistance despite clear
communication from leadership. Using Lewin's change model, which of the following
strategies would best facilitate unfreezing?
A. Announce the change with a firm deadline and consequences for noncompliance.
B. Create a sense of urgency by sharing data on market threats and competitor successes.
C. Provide extensive training on new processes before the change is implemented.
D. Allow employees to opt into the change voluntarily without pressure.
Answer: B
7. A company uses a balanced scorecard approach. Which of the following metrics would
be classified under the 'learning and growth' perspective?
A. Return on equity (ROE).
B. Customer satisfaction score.
C. Employee turnover rate.
D. Percentage of revenue from new products.
Answer: C
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, 8. A project team is composed of members from collectivist and individualist cultures. They
are struggling to agree on a decision-making process. According to research on
cross-cultural teams, which approach is most likely to improve team effectiveness?
A. Impose a majority-rule voting system to ensure efficiency.
B. Adopt a consensus-based approach as a compromise between cultural preferences.
C. Allow each subgroup to make decisions independently and then merge results.
D. Rotate decision-making authority among members based on expertise.
Answer: B
9. An organization is experiencing high levels of organizational politics. Which of the
following conditions is most likely to exacerbate political behavior?
A. Clear performance metrics and objective reward systems.
B. High levels of trust among employees and between employees and management.
C. Scarce resources and ambiguous decision-making processes.
D. Strong organizational culture that emphasizes teamwork.
Answer: C
10. A senior executive is known for making quick decisions based on intuition, often
bypassing data analysis. Her team has high trust in her judgment. Which cognitive style
does she most likely exhibit, and what is a potential downside?
A. Analytic style; potential for analysis paralysis.
B. Intuitive style; potential for biased decisions due to overconfidence.
C. Dependent style; potential for groupthink.
D. Spontaneous style; potential for inconsistent decisions.
Answer: B
11. A multinational corporation is implementing a global diversity initiative that includes
mandatory training on unconscious bias. However, after six months, employee surveys
show no significant change in inclusive behaviors, and minority representation in
leadership remains stagnant. Which theoretical framework best explains the failure of this
initiative to produce meaningful change?
A. Social identity theory, because the training failed to address the salience of group boundaries and
intergroup competition.
B. Attribution theory, because employees attributed the training to external pressures rather than
internal motivation.
C. Equity theory, because the training did not correct perceived inequities in resource distribution.
D. Reinforcement theory, because the training lacked positive reinforcement for inclusive behaviors.
Answer: A
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EXAM LATEST 2025 ACTUAL EXAM TEST BANK|
COMPLETE 300 REAL EXAM QUESTIONS AND
CORRECT VERIFIED ANSWERS/ GRADED A+|
C715 ORGANIZATIONAL BEHAVIOUR FINAL
2025 (BRAND NEW!!)
1. A multinational corporation is implementing a global diversity initiative. Despite
extensive training, female managers in certain regions report persistent microaggressions
and lack of mentorship. Using intersectionality theory and social identity theory, which of
the following strategies would most effectively address the underlying systemic barriers?
A. Mandate unconscious bias training for all employees and track completion rates.
B. Establish a global mentoring program pairing junior women with senior executives regardless of
gender.
C. Redesign performance evaluation systems to include objective metrics and anonymous feedback to
reduce bias.
D. Conduct qualitative focus groups with women from multiple identity groups to identify unique
challenges, then co-create tailored interventions.
Answer: D
2. A tech startup has a culture of extreme autonomy and flat hierarchy. However, as it
scales, projects are failing due to lack of coordination. The founder insists on maintaining
the original culture. Using the Competing Values Framework, which cultural type is
dominant, and what is the primary risk of maintaining it during growth?
A. Clan culture; risk of insufficient control and standardization.
B. Adhocracy culture; risk of inefficiency and duplication of effort.
C. Market culture; risk of employee burnout and low morale.
D. Hierarchy culture; risk of stifling innovation and slow decision-making.
Answer: B
3. In a cross-functional team, members from different departments exhibit high task
conflict but low relationship conflict. According to recent meta-analyses on team conflict,
which of the following outcomes is most likely?
A. Decreased team performance due to the negative effects of any conflict.
B. Increased team creativity and decision quality, provided the conflict is managed constructively.
Page 1
,C. Increased team cohesion as members bond over resolving disagreements.
D. No effect on performance because task conflict cancels out relationship conflict.
Answer: B
4. A hospital administrator notices that nurses frequently bypass safety protocols to save
time, despite training. Using the theory of planned behavior, which factor is most likely
driving this behavior?
A. Weak subjective norms-nurses do not perceive that supervisors value safety.
B. Low perceived behavioral control-nurses feel they cannot complete tasks if they follow protocols.
C. Negative attitudes toward safety-nurses believe protocols are unnecessary.
D. Strong habit strength-nurses have automated unsafe routines.
Answer: B
5. A manager uses a transformational leadership style. Which of the following follower
outcomes is least consistent with transformational leadership theory?
A. Increased intrinsic motivation and self-efficacy.
B. Higher levels of organizational citizenship behaviors.
C. Greater reliance on the leader for direction and decision-making.
D. Enhanced identification with the organization and its goals.
Answer: C
6. During an organizational restructuring, employees exhibit resistance despite clear
communication from leadership. Using Lewin's change model, which of the following
strategies would best facilitate unfreezing?
A. Announce the change with a firm deadline and consequences for noncompliance.
B. Create a sense of urgency by sharing data on market threats and competitor successes.
C. Provide extensive training on new processes before the change is implemented.
D. Allow employees to opt into the change voluntarily without pressure.
Answer: B
7. A company uses a balanced scorecard approach. Which of the following metrics would
be classified under the 'learning and growth' perspective?
A. Return on equity (ROE).
B. Customer satisfaction score.
C. Employee turnover rate.
D. Percentage of revenue from new products.
Answer: C
Page 2
, 8. A project team is composed of members from collectivist and individualist cultures. They
are struggling to agree on a decision-making process. According to research on
cross-cultural teams, which approach is most likely to improve team effectiveness?
A. Impose a majority-rule voting system to ensure efficiency.
B. Adopt a consensus-based approach as a compromise between cultural preferences.
C. Allow each subgroup to make decisions independently and then merge results.
D. Rotate decision-making authority among members based on expertise.
Answer: B
9. An organization is experiencing high levels of organizational politics. Which of the
following conditions is most likely to exacerbate political behavior?
A. Clear performance metrics and objective reward systems.
B. High levels of trust among employees and between employees and management.
C. Scarce resources and ambiguous decision-making processes.
D. Strong organizational culture that emphasizes teamwork.
Answer: C
10. A senior executive is known for making quick decisions based on intuition, often
bypassing data analysis. Her team has high trust in her judgment. Which cognitive style
does she most likely exhibit, and what is a potential downside?
A. Analytic style; potential for analysis paralysis.
B. Intuitive style; potential for biased decisions due to overconfidence.
C. Dependent style; potential for groupthink.
D. Spontaneous style; potential for inconsistent decisions.
Answer: B
11. A multinational corporation is implementing a global diversity initiative that includes
mandatory training on unconscious bias. However, after six months, employee surveys
show no significant change in inclusive behaviors, and minority representation in
leadership remains stagnant. Which theoretical framework best explains the failure of this
initiative to produce meaningful change?
A. Social identity theory, because the training failed to address the salience of group boundaries and
intergroup competition.
B. Attribution theory, because employees attributed the training to external pressures rather than
internal motivation.
C. Equity theory, because the training did not correct perceived inequities in resource distribution.
D. Reinforcement theory, because the training lacked positive reinforcement for inclusive behaviors.
Answer: A
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