WGU Organizational-Behaviors-and-Leadership - WGU Organizational Behaviors and Leadership (IBC1)

The three forces that play a crucial role in sustaining an organization's culture are socialization methods, the selection process, and the actions of top management. Socialization methods help new employees learn and adapt to the organizational culture.The selection process ensures that individuals who fit the organizational culture are hired. The actions of top management set the tone for the culture by demonstrating appropriate behaviors and reinforcing cultural values. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Cross-functional teams consist of employees from various departments or functions within an organization who are at approximately the same hierarchical level. This structure allows for diverse expertise and perspectives to be brought together to solve complex problems or achieve common goals. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

The relationship between performance evaluation and motivation is strongest when employees have confidence that the effort they exert will lead to a favorable performance evaluation. This concept is rooted in the expectancy theory of motivation, which posits that employees are motivated when they believe their efforts will result in desirable performance outcomes and subsequent rewards. Clear, transparent, and fair evaluation criteria help build this confidence, enhancing motivation and encouraging employees to put in their best efforts. Studies in organizational behavior and psychology highlight the importance of perceived fairness and transparency in performance evaluations for maintaining high levels of motivation (Vroom, 1964; Locke & Latham, 2002).

The relationship between performance evaluation and motivation is grounded in expectancy theory, which posits that employees are motivated to exert effort when they believe that their effort will lead to a favorable performance evaluation, which in turn will lead to desirable rewards. This belief in the link between effort, performance, and rewards is crucial for maintaining high levels of motivation. If employees do not have confidence in this relationship, their motivation to perform well will likely decrease. References: Vroom, V.H. (1964). "Work and Motivation." John Wiley & Sons; Locke, E.A., & Latham, G.P. (2002). "Building a Practically Useful Theory of Goal Setting and Task Motivation." American Psychologist.

Group norms define the acceptable standards of behavior shared by group members. These norms influence how group members interact, make decisions, and perform tasks, ensuring consistency and predictability within the group. Norms are established through group consensus and can significantly impact group dynamics and performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.