Read the passage carefully and answer the Question that follow:

Organizational culture refers to qualities of the workplace itself that influence its employees, whereas Organizational behavior refers to the resulting behavior of the people within it. Organizational culture includes factors such as core values, the company’s mission statement and expectations of the employees. It defines the identity and how it wants to be perceived.

For the instance, if a company has a mission statement focused on providing the highest quality of customer service, then the core values may be centered around communication, professionalism and customer satisfaction. This will shape the employees expectations, such as expecting them to be willing and courteous to go the extra mile to serve the customer.

Organizational behavior is the resulting behavior of the people within the organization based on the culture they’re immersed in. if the company culture is one that promotes customer service, then the employees are likely to display behavior such as friendliness and helpfulness when dealing with customers.

The opposite may be true if the company’s culture revolves around a competitive environment and employees are expected to go above and beyond to be the most successful. In this case, employees may display behavior such as aggressiveness and competitiveness in order to achieve the highest results.

Organizational culture works as the foundation for the employee’s behavioral exhibit, and the two are closely intertwined. If a company wishes to create a positive working environment, it is essential to establish an organizational culture that promotes a healthy behavioral environment among its employees.

  It represents resultant employee actions — option 2.

The sentence. “Organizational behavior is the resulting behavior of the people within the organization based on the culture they’re immersed in.” Option 2 restates exactly that: organisational behaviour is what employees do as a consequence of the culture.

Why the distractors fail. Each names something that belongs to a different concept in the passage :

The key word is “resultant”. The passage is careful to place behaviour at the end of a chain, and the whole set of questions on this passage turns on holding that direction firmly :

Culture — core values, mission, expectations → shapes what employees believe is expected → Organisational behaviour — the observable conduct, such as friendliness in a service culture or aggressiveness in a competitive one.

How this squares with the discipline. As an academic field, organisational behaviour is the systematic study of how individuals, groups and structure affect behaviour within organisations, with a view to applying that knowledge to improve effectiveness. But in the sense used in this passage the term means the behaviour itself — what people actually do — and the question asks what the passage says.

The practical consequence the passage ends with: because behaviour is a result, it cannot be fixed directly. “If a company wishes to create a positive working environment, it is essential to establish an organisational culture that promotes a healthy behavioural environment among its employees.”

Hence, the answer is It represents resultant employee actions.

 Employee’s salary — option 3.

Where the passage says so. The opening paragraph is explicit: “Organizational culture includes factors such as core values, the company’s mission statement and expectations of the employees.” Three of the four options are named in that sentence; salary is not mentioned anywhere in the passage.

Why salary is not culture, substantively. Pay is a reward-system variable — a term of the employment contract, set by compensation policy and the labour market. Culture is the set of shared values, beliefs and expected behaviours that shape how people act. The two interact, since a reward system signals what the organisation actually values, but the salary figure itself is not a cultural element.

What organisational culture is made of, in the standard treatment :

The method for a NOT question. Locate the sentence that lists the components, tick off each option against it, and take the one that fails. Here the whole answer is in a single sentence, and no outside knowledge is needed at all.

Hence, the answer is Employee's salary.

 Aggressiveness and competitiveness — option 4.

The sentence. “The opposite may be true if the company’s culture revolves around a competitive environment and employees are expected to go above and beyond to be the most successful. In this case, employees may display behavior such as aggressiveness and competitiveness in order to achieve the highest results.”

This question and the one before it are a matched pair, and the paper sets them deliberately :

Option 2 here is the answer to the other question, which is exactly the trap: a candidate who has just read about friendliness may carry it across. The safeguard is to check which culture the stem names before selecting.

Why options 1 and 3 fail. Neither appears in the passage. “Cooperation and teamwork” is plausible-sounding but describes a collaborative culture, not a competitive one — indeed internal competition tends to reduce cooperation, since helping a colleague lowers one’s own relative standing. “Indifference and passiveness” describes disengagement, which is the product of a weak or demoralising culture rather than a competitive one.

The substantive point behind the passage. A competitive internal culture is not simply good or bad. It can raise effort, urgency and individual performance; it can equally produce information hoarding, refusal to share credit, short-term behaviour and stress. Which result follows depends on what is made competitive — competing against a standard or against the market tends to be functional, while competing against colleagues for a fixed pool of ratings or rewards tends not to be.

The passage’s own conclusion makes the management point: culture works as the foundation of behaviour, so a company that wants a positive working environment must deliberately establish the culture that produces it.

Hence, the answer is Aggressiveness and Competitiveness.

 Organisational culture influences the resulting behaviour of employees — option 1.

The passage states the relationship twice, and in both places the direction runs from culture to behaviour :

The word resulting in the first and foundation in the second both put culture as the cause and behaviour as the effect.

Why each distractor fails.

A fair qualification. In the wider literature the relationship is reciprocal over time — sustained patterns of behaviour eventually harden into culture, which is how founders’ conduct becomes an organisation’s assumptions. But a comprehension question asks what this passage says, and it states the causal direction plainly in one direction only. Option 2 is not a defensible alternative reading; it is the stated relationship inverted.

Why the direction matters to a manager. If culture is the foundation, then changing behaviour durably means working on values, mission and expectations — and on what is rewarded and modelled — rather than issuing instructions about conduct. That is the practical conclusion the passage itself draws in its final sentence.

Hence, the answer is option 1.

 Friendliness and helpfulness — option 2, lifted directly from the passage.

The sentence. “If the company culture is one that promotes customer service, then the employees are likely to display behavior such as friendliness and helpfulness when dealing with customers.” The wording of option 2 is identical.

Why option 1 is the sharpest distractor. “Aggressiveness and competitiveness” does appear in the passage — but as the behaviour of the opposite culture: “The opposite may be true if the company’s culture revolves around a competitive environment … employees may display behavior such as aggressiveness and competitiveness.” The passage deliberately sets the two cultures against each other, and a reader who half-remembers the phrase without noticing which culture it belongs to will pick the wrong one.

Options 3 and 4 — independence and autonomy, innovation and creativity — are genuine cultural types in the wider literature but appear nowhere in this passage.

The argument the passage is making. This is its central claim: culture is the foundation of behaviour. Organisational culture consists of the qualities of the workplace — values, mission, expectations — and organisational behaviour is the resulting conduct of the people immersed in it. Change the culture and the behaviour changes, which is why a firm wanting good customer service must build the culture that produces it rather than merely instructing staff to be pleasant.

The management implication. If behaviour follows culture, then the levers are cultural: what the mission says, what the core values are, what is rewarded and recognised, and what senior people actually do. Training in service etiquette will not survive a culture that rewards only speed and volume — the underlying values will win.

Hence, the answer is Friendliness and helpfulness.