Case study is a method of social science research where researchers delve into the details of a specific event, organization, culture, group etc. and try to understand the dynamics of the case including the factors that lead up to it and the outcomes that result from it. It is frequently used in political science as well as sociology.

Clan: A friendly working environment where managers are seen as mentors. Loyalty is important and caring for people and clients is a critical component of success.

Adhocracy: A dynamic environment where initiative is important. People take risks and innovation is a core component of the culture.

Market: A competitive working environment. Highly results-oriented; leaders have high expectations and expect a lot from their employees.

Hierarchy: A structured, formalized work environment. Efficiency and smooth functioning are important and managers are responsible for coordination.

The correct matchof the above items should be 1-X, 2-Z and 3-W.

Thus, the correct answer is A.

A group is two or more people who interact with each other to achieve their individual goals which are not mutual goals.

The design of organizational structure, either hierarchical or collaborative, among other things, is a primary factor that defines supervision and manager-employee relations, decision-making, problem-solving, power relations, communication, standardization of work processes. As can be understood from the information given, the correct answer is E. All the components given in the answer choices are defined by the design of the organizational structure.

Managing organizational behavior in today’s organizations is especially challenging for organizations which face many outstanding rapid changes in their external environment. These challenges can be grouped into four; which are, (1) increasing globalization, (2) need to understand diverse workforce, (3) advancing technology, and (4) managing ethical issues.

Artifacts are often what people outside the organization can also see.

Espoused values and beliefs do not have to be about complex virtues. They could be as simple as believing that greeting colleagues is appropriate behavior or they could be about material issues.

There is a difference between declared values and espoused values.

Over time espoused values may transform into basic assumptions.

Sentence number II is not true. The correct sentences are I, III, and IV. 

Thus the correct answer is E.

The origin of organizational climate is in social psychology. The origins of organizational culture research lie in anthropology and sociology. Culture research has generally taken a higher-level view and the collective organization is of interest.  

Existence needs are about physiological material needs like hunger or sheltering. They are aligned with Maslow’s first two level of needs; physiological and safety. They reflect salary, bonuses and physical work environment at work. Therefore, the correct answer is C.

The researchers also discovered the attitudes and feelings of employees; manager’s behavior or leadership; social and interpersonal human dynamics, and the behavioral norms set by the task group, as critically important factors for productivity

When we talk about artifacts, we refer to observable phenomena; everything employees see, hear, do, and talk about as well as the way they talk about them (e.g., the jargon they use). In facts, artifacts are often what people outside the organization can also see. Some examples of artifacts are; what people wear, how they talk, how much they work, the way the offices are organized, stories about past events that most employees know about, and ritualistic activities.

It may not be clear what ‘service climate’ means, so let’s make sure we know what we are discussing. Formally, service climate is defined as “employee perceptions of the practices, procedures, and behaviors that get rewarded, supported, and expected with regard to customer service and customer-service quality”.

Espoused Values represent the more visible level of culture within the organization espoused values are less visible than artifacts but they will still have concrete expressions, such as a declaration of corporate values. When we speak of values, it means those principles or qualities that are considered important and describe the way things ‘ought to be’, such as honesty, helpfulness, humility or fairness.

Managing organizational behavior in today’s organizations is especially challenging for organizations which face many outstanding rapid changes in their external environment. These challenges can be grouped into four; which are, (1) increasing globalization, (2) need to understand diverse workforce, (3) advancing technology, and (4) managing ethical issues. These challenges should be addressed by organizations with increasing sensitivity for managing their human resources. "Difficulties in effective communication" is NOT on of these challenges.

Frederick Herzberg (1968) developed the Two-Factor theory by conducting a study with engineers and
accountants’ examination of events in their lives.

Organizational culture is a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.

The correct answer is A.

Self-Efficacy Theory (also known as social cognitive theory or social learning theory) refers to the belief of an individual about being capable of performing a task. Bandura (1995) explains that it “refers to beliefs in one’s capabilities to organize and execute the courses of action required to manage prospective situations” Self-Determination Theory was first developed as “cognitive evaluation theory (CET)” which emphasizes the strength of both intrinsic and extrinsic factors on work motivation. Basic assumption of the theory is extrinsic rewards can diminish the magnitude of intrinsic motivation.

Goal-Setting Theory is developped by Locke and Latham, based on their research. Their research is built upon Ryan’s (1970) premise that ‘conscious goals predict action’. A goal is defined as ‘object or aim of an action’ (Locke and Latham, 2002, p.705). They proposed that motivation is related with the intention of the individual to work towards the goal.

Adams (1963) developed Equity theory based on perceived inequity that individuals experience. According to him, any exchange between two people includes comparison and possible feeling of inequity at least for one party.

Expectancy theory was firstly conceptualized by Vroom (1964) and then added new terms by Lawler and Porter (1983). The model of theory is based on two variables; expectancy and outcome. Individuals are motivated by the value of the outcome which is called as valence. Valence implies how important the outcome for the person and is it worth reaching it or not? The more a person is likely to reach the outcome, the more effort he/she exerts. The correct answer is Choice B.

Douglas McGregor (1960) proposed the theory based on two distinct groups of views as X and Y. Theory X is based on the assumptions as employees dislike work, and they do not like to take responsibility and must be directed or even forced to exhibit performance. They were motivated only by money or other material gains. On the other hand, Theory Y assumes that employees can enjoy working and see it as natural as fun.

It is generally considered that systematic organizational studies began as an academic discipline, after the Industrial Revolution which took place firstly in Great Britain during the late 1700s and early 1800s. This is the first milestone for OB.

The emergence of scientific management represents the peak of this development, which dates back to the end of 19th century. Frederick Winslow Taylor (1856-1915), who was an engineer and manufacturing manager at a steel company in U.S., is best known for defining scientific management techniques, in other words applying engineering principles to the study of work tasks.

Developing as a myth, in social psychology, which covers industrial and organizational psychology, management theory, industrial sociology; Hawthorne studies led the researchers turn their attention to leadership in organizations, who believed that the productivity could be increased not only by financial rewards but with cooperative behavior  of managers and supervisors with employees. This was mainly because that one of the influencing results of the Hawthorne studies suggested that employees perform better if they receive attention and recognition. “Human relations”, defined as “motivating people in organizational settings to develop teamwork that accomplishes the individual, as well as organization’s goal efficiently”

With Hawthorne Studies, an essential part, the effect of employee motivation on organizational performance, was discovered; however there was still something missing to understand the fullpicture. With an emphasis on human side of organizations, human relations view attracted many research; but later important criticisms occurred due to its emphasis on mostly small and informal groups and the relations among the group members. The human relations approach ignored the formal organization and its relation with the environment. In 1960s, a major shift of thinking occurred, which was represented as a new scientific paradigm; this identified a third milestone in the OB history. The development of systems-theory in life-sciences as a multidisciplinary approach affected the way of thinking in organizations.

Systems theory changed the way of thinking in organizational studies; starting from 1960s, research which were undertaken within the framework of contingency theory dominated the organizational behavior field. Contingency theory, which was first termed in 1967 by Lawrence and Lorsch who investigated the effect of uncertainty and variance on organizations; represents an important part of systems approach. Within the scope of contingency theory, organizations are studied as a system. The theory focuses on both the relations of sub-systems of the organization and the relation of these sub-systems with the situations outside the organizations. Contingency theory did not totally remove the assumptions of prior approaches, but it brought a new perspective to them, which were the consideration of environmental factors and the fit of organizational factors with these external factors.

As can be understood from the nformation given, the correct answer is E. All developments given in the answer choices formed the milestones of OB history.

Power distance (PDI): Related to inequality. Basically, PDI is about how comfortable people in a culture are about inequalities of power among people. High PDI cultures accept that power will be distributed unequally. Low PDI cultures are question authority, and do not expect great differences of power among people. This is a very significant dimension for organizations because of the role of hierarchy. Like UA, Turkey is fairly high in terms of PDI.

The correct match is 1-Z, 2-X, 3-Y.

Therefore, the correct answer is D.