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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

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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) . INSTANT DIGITAL DOWNLOAD (PDF) immediately upon purchase. Fully text-searchable, printable, and accessible anytime. Trusted by WGU business students for OA success. 100% satisfaction guarantee. 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

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Western Governors University




LANIF • 517C
★ ★




W College of Business • Organizational Behavior
A NEW KIND OF U
EST. 1997




C715 — Organizational Behavior
CO M P R E H E N S I V E F I N A L A SS E SS M E N T

INSTITUTION Western Governors University COURSE CODE C715
PROGRAM Bachelor of Science in Business ACADEMIC YEAR
EXAM TITLE Organizational Behavior — TOTAL QUESTIONS 45 Questions
Comprehensive Final
COURSE TITLE Organizational Behavior FORMAT Multiple Choice — Select the Single Best
Answer


EXAMINATION INSTRUCTIONS
▸ Select the single best answer for each multiple-choice question.
▸ This comprehensive examination covers personality, perception, motivation, group dynamics, conflict, teams, organizational
culture, leadership, power, and performance evaluation.
▸ Correct answers and detailed rationales appear below each question.
▸ All content is aligned with WGU C715 Organizational Behavior competencies.


PERSONALITY, MOTIVATION, GROUPS, LEADERSHIP & PERFORMANCE Questions 1 – 45

1. The heredity approach states that an individual's personality is determined by:
A. Social background and upbringing
B. Molecular structure of genes (determined at time of conception)
C. Economic and environmental factors
D. Peer influences and social circles
CORRECT ANSWER B — Molecular structure of genes (determined at time of conception)

RATIONALE The heredity approach argues that personality traits are largely determined by genetic inheritance—the
molecular structure of genes—established at conception. Twin studies support significant heritability of
personality. Options A, C, and D describe environmental/nurture influences, not the heredity approach.


2. What is the major problem with the Myers-Briggs Type Indicator (MBTI)?
A. It is too expensive to administer
B. It forces a person to be categorized as either one type or another (dichotomous)
C. It only measures extroversion
D. It is unreliable across cultures
CORRECT ANSWER B — It forces a person to be categorized as either one type or another (dichotomous)

RATIONALE The MBTI categorizes people into binary types (E/I, S/N, T/F, J/P), but personality traits exist on continuums.
Forcing dichotomous classification loses information and oversimplifies personality. The Big Five model
addresses this by measuring traits on a spectrum rather than types.

, 3. Among all Big Five personality traits, which is most consistently related to job performance?
A. Extroversion
B. Agreeableness
C. Conscientiousness
D. Emotional stability
CORRECT ANSWER C — Conscientiousness

RATIONALE Conscientiousness—characterized by organization, dependability, and achievement orientation—is the
strongest predictor of job performance across occupations. People high in conscientiousness are valuable in
teams because they back up fellow team members.


4. Individuals scoring _____ have a strong ability to adjust their behavior to external, situational factors.
A. Low on self-monitoring
B. High on self-monitoring
C. Low on conscientiousness
D. High on narcissism
CORRECT ANSWER B — High on self-monitoring

RATIONALE Self-monitoring is the ability to regulate behavior to fit external situations. High self-monitors are adaptable,
reading situational cues and adjusting accordingly. They can behave differently across contexts. Low self-
monitors display consistent behavior regardless of situation.


5. According to Rokeach, what is an instrumental value?
A. Desirable end-states of existence (goals to achieve)
B. Preferable modes of behavior that achieve terminal values, such as personal discipline
C. Values that are fixed and unchanging throughout life
D. Values determined solely by cultural background
CORRECT ANSWER B — Preferable modes of behavior that achieve terminal values, such as personal discipline

RATIONALE Rokeach distinguished terminal values (end-states like social recognition, world peace) from instrumental
values (behavioral means like personal discipline, honesty). Values have content (what is important) and
intensity (how important) attributes.


6. With reference to Hofstede's framework, which country scores highest in individualism?
A. China
B. Japan
C. United States
D. Brazil
CORRECT ANSWER C — United States

RATIONALE Hofstede's cultural dimensions identify the United States as the highest-scoring country on individualism—
valuing personal achievement, autonomy, and individual rights over collective group goals. Asian and Latin
American cultures tend toward collectivism.

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