Professional Documents
Culture Documents
Managing Teams MCQS
Managing Teams MCQS
Work Team
A small number of people with complementary skills who hold themselves mutually
accountable for pursuing a common purpose, achieving performance goals and
improving interdependent work processes.
Cross-training
Training team members to do all r most of the jobs performed by the other team
members
.
Social Loafing
Behavior in which team members withhold their efforts and fail to perform their share of
the work.
Self-Managing Team
A team that manages and controls all of the major tasks of producing a product or
service.
Self-Designing Team
A team that has the characteristics of self-managing teams but also controls team
design, work tasks and team membership.
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Cross-Functional Team
A team composed of employees from different functional areas of the organization.
Virtual Team
A team composed of geographically and/or organizationally dispersed co-workers who
use telecommunications and information technologies to accomplish an organizational
task.
Project Team
A team created to complete specific, one-time projects or tasks within a limited time.
Norms
Informally agreed-on standards that regulate team behavior.
Cohesiveness
The extent to which team members are attracted to a team and motivated to remain in
it.
The optimum size for a team
6-9 members.
Forming
The first stage of team development, in which team members meet each other, form
initial impressions, and begin to establish team norms.
Storming
The second stage of development, characterized by conflict and disagreement, in which
team members disagree over what the team should do and how it should do it.
Norming
The third stage of development, in which team members begin to settle into their roles,
group cohesion grows and positive team norms develop.
Performing
The fourth and final stage of development, in which performance improves because the
team has matured into an effective, fully functioning team.
Structural Accommodation
The ability to change organizational structures, policies and practices in order to meet
stretch goals.
Bureaucratic Immunity
The ability to make changes without first getting approval from managers or other parts
of an organization.
Individiualism-Collectivism
The degree to which a person believes that people should be self-sufficient and that
loyalty to one's self is more important than loyalty to team or company.
Team Level
The average level of ability, experience, personality, or any other factor on a team.
Team Diversity
The variances or differences in ability, experience, personality, or any other factor on a
team.
Interpersonal Skills
Skills, such as listening, communicating, questioning and providing feedback, that
enable people to have effective working relationships with others.
Skill-based pay
A compensation system that pays employees for learning additional skills or knowledge.
Gainsharing
A compensation system in which companies share the financial value of performance
gains, such as productivity, cost savings, or quality, with their workers.
de norming
team performance begins to decline as the size, scope, goal or members of the team
change
de storming
teams comfort level decreases team cohesion weakens, and angry emotions a conflict
may flare
de forming
members positon themselves to control pieces of the team avoid each other and isolate
themselves from team leaders
leadership
3. __________ are the approaches to the study of leadership which emphasise the
personality of the leader:
A. Contingency theories
B. Group theories
C. Trait theories
D. Inspirational theories
8. Identify the four main styles of leadership displayed by the manager which
identified in Tannenbaum and Schmidt’s continuum of possible leadership
behaviour:
A. Tells, help, joins and leads
B. Commands, sells, consults and resists
C. Tells, sells, consults and joins
D. Commands, help, joins and leads
10. Leaders with a low LPC score gain satisfaction from _______________
according to Fiedler’s LPC scale:
A. Developing team relationships
B. Achieving objectives
C. Both of these
D. None of the above
One aspect of using a cost leadership strategy is that experience effects may
lead to lower costs.
True/False
The typical risks of a cost leadership strategy includes:
(A). production and distribution processes becoming obsolete
(B). the inability to balance high differentiation and low price.
(C). excessive differentiation to
(D). loss of customer loyalty.
One aspect of using a cost leadership strategy is that experience effects may lead
to lower costs.
True/False
One aspect of using a cost leadership strategy is that experience effects may lead
to lower costs. Experience effects are achieved by……?[
repeating a process until a task becomes easier
Firms pursuing a cost-leadership strategy are typically characterized by?
(A) loose cost control systems.
(B) close supervision of labor, raw materials, inventory, and other costs.
(C) Both A and B
(D) a de -emphasis on quantitative cost goals and costs.
(E). None of these
What must a cost-leadership strategy accomplish to be successful?
(A). It must increase the firm’s cost above that of its competitors while offering adequate
value.
(B. It must reduce the firm’s cost below that of its competitors while offering superior
value.
(C). Both A and B
(D). It must reduce the firm’s cost below that of its competitors while offering
adequate value.
(E). None of these
When the group energy is focused on the task at hand and the group is fully
functional, it is said to be in the stage of___________>
A. storming
B. norming
C. inertia
D. forming
E. performing
Michael is devout and very active in his church. He is also a very dedicated
employee. His manager offers him a promotion but the new role will
required him to work Sundays. Michael would like the promotion, but
realizes that it would force him to miss some church activities. In this
situation, Michael is most likely to experience _____________.
A. role conflict
B. social loafing
C. groupthink
D. role fuzziness
E. groupshift
Properties of Groups
1. Roles
2. Norms
3. Status
4. Size
5. Cohesiveness
6. Diversity
Grace works for a pet store where everyone is committed to the happiness of the animals often
employees, bosses, and hourly workers are like coming to the store off the clock and spent time
training the animals. Everyone loves the store, the animals and their jobs. This attitude of her
coworkers inspires Grace to do her best based on this information. We can say that Grace is
experiencing the effects of __________________.
A, decentralization.
B, organizational climate.
C, high departmentalization.
D, low formalization.
E, high work specialization.
environment is dynamic. (culture is a liability when the shared values are not in
agreement with practices that further the organization's effectiveness. when the
organizations undergoing rapid change, meaning its needs are moving fast changing
and its values are, you know, they're entrenched. And that's what dynamic means. It
means fast moving rapid change.)
pg 517 is a section culture as a liability
culture is most likely to be a liability when ________________.
A, the employees of the organization are highly skilled.
B, the organization's environment is dynamic.
C, the organization's management is highly efficient.
D, the organization is highly centralized.
E, the organization scores low on the degree of formalization.
down through the organization. (Through words and behavior, top management can
establish norms that filter through the organization, about risk taking, about how much
freedom employee should have,what employee actions work, who gets a raise,
promotion, fired, gets praise)519 is creating and sustaining culture.
How a culture begins is discussed at 519. There are three ways that culture is created.
It's tied up in the founders of the organization. And then, 519, 520 is a discussion of
keeping a culture alive. And the culture is kept alive through selection of employees and
through actions of top management
Top management has a major impact on the organizations' culture by
_________________________.
A, establishing norms that filter down through the organization.
B, ensuring a proper match of person on organizational values.
C, socializing new applicants in the pre-hiring phase.
D, providing a framework for metamorphosis of new hires.
E, properly rewarding employees' initiatives
When you start to accept the differences between your expectations and the reality of the organization,
you move in to the ___________ stage of socialization.
A, pre-arrival.
B, post-arrival.
C, acceptance.
D, metamorphosis.
E, post-encounter.
Bruce is new at Wayne Corp., but after a week he already knows that the founder of the
corporation started the business in his garage with only 4,000 dollars and one client. This
information was most likely transmitted to Bruce by way of
A, stories.
B, material symbols.
C, rituals.
D, organizational charts.
E, corporate chant
Larry, has an employee who was amazing at clearly seeing rules and enforcing them, he has
recently promoted her to the lead position in quality assurance. Which method of creating a
positive organizational culture is Larry utilizing?
A, rewarding more than punishing.
B, building on organization strengths.
C, using standardized practices.
D, building on employee's strengths.
E, transmitting organizational culture through rituals.
Big Five personality traits has been identified as the most important trait in effective leaders?
A. conscientiousness;
B. openness;
C. extroversion;
D. agreeableness;
E. emotional stability.
Adrian Atwood. A senior manager in MNC spends a lot of his time assigning group members to
particular tasks and scheduling their work such that deadlines are achievable. Adrian also sets
high expectations for standards of performance and holds regular meetings to ensure that
productivity and quality are up to the mark.
.
A. low in task orientation;
B. high in consideration;
C. relationship oriented;
D. employee oriented;
E. high in initiating structure.
E. attribution theory.
attribution- from the word attribute-of a cause and effect understanding of behavior.
Tried to determine if someone's behavior is internally caused or externally caused.
Leadership's an attribution that people make about other individuals. That we attribute
to leader's intelligence, outgoing personalities, strong verbal skills, aggressiveness,
understanding, industriousness.
We see leaders are responsible for performance.
The president of a small Asian country was held as a visionary and a genius when the
nation's economy burgeoned during his first term in office.
However, when the currency in the stock markets crashed during his government's
second term, he was censured as arrogant, elitist, and short sighted. Which of the
following theoretical approaches is reflected here?
A. trait theories;
B. behavioral theories;
C. path goal theory;
D. servant leadership perspective;
E. attribution theory.
E) intragroup conflict within the group
2) The second stage of the five-stage group development model is characterized by
________.
A) uncertainty about the purpose, structure, and leadership of the group
B) pride in the accomplishments of the group
C) strong feelings of group identity among members of the group
D) cohesiveness and close relationships among members of the group
E) intragroup conflict within the group
E. charismatic leadership. ( LMX theory is then discussed at 377, situational leadership
deals with the needs of the followers; path goal leadership is leaders can change their
strips; transactional leadership behavior by setting goals; Charismatic leaders have a
vision. They take personal risks. They're sensitive to follower needs. They exhibit
extraordinary behaviors.; 381, 382, the dark side of charismatic leadership as opposed
Which theory of leadership proposes that followers attribute heroic or extraordinary
leadership abilities when they observe certain behaviors?
A. situational leadership;
B. path goal leadership;
C. transactional leadership;
D. behavioral leadership;
E. charismatic leadership.
B) nominal groups
16. The ________ stage of the conflict process is important because it's where conflict
issues tend to be defined.
A) potential opposition
B) cognition and personalization
C) intentions
D) behavior
E) reaction and transference
C) bringing in outsiders
3) The supervisors of the production division of one of the branches of Georgia Mills
have been informed of some irregularities noticed in inventory of raw materials by some
trusted subordinates. To get a clearer picture, the supervisors had a quick meeting with
the subordinates who reported the matter over lunch. The subordinates recommended
rotating the schedule of employees who account for the incoming and used up stock so
as to pinpoint the defaulting employee. The supervisors agreed that this was a good
strategy but admitted that the matter must be escalated to the production manager
before such a change can be implemented. They followed up this meeting with
subsequent sessions to evaluate how the change worked. The supervisors and
subordinates form a(n) ________ team in this scenario.
A) cross-functional
B) problem-solving
C) virtual
D) independent
E) self-managed
D) Generally, U.S. managers see bribery, nepotism, and favoring personal contacts as
highly unethical
20) Which of the following statements is true regarding effects of national culture on
organizational culture and ethical behavior within organization?
A) Organizations can safely ignore local culture while establishing its operation in
another country.
B) Most U.S. managers do not view profit maximization as a moral obligation.
C) Organizational cultures rarely reflect national culture.
D) Generally, U.S. managers see bribery, nepotism, and favoring personal
contacts as highly unethical.
E) As compared to managers in the United States, managers in developing economies
are less likely to see ethical decisions as embedded in a social environment.
C) A work group interacts primarily to share information, rather than to engage in work
that requires joint effort.
7) Which of the following represents the three general categories into which the key
components of effective teams are grouped?
15) Alberto's team is developing a database for the water pollution data of three cities.
Before he begins on this intensive project, he wants to improve the team efficacy of his
team. Which of the following actions can Alberto take to increase team efficacy before
the project starts?
A) plan a team outing for the team members
B) create team goals that are very challenging
C) spend considerable time evaluating team members and allocating proper roles for
each
D) make sure that his team is not comprised of more than nine people
E) provide client's software and database training for all the team members
E) interdependent
20) The work of your group would be better done in teams if the members of the team
are ________.
A) reflexive
B) independent
C) individualistic
D) autonomous
E) interdependent
E) organizational activities emphasize maintaining the status quo in contrast to growth
1) "Stability" is one of the seven primary characteristics that captures the essence of an
organization's culture. It indicates the degree to which ________.
14) While discussing their marketing campaign for a new product, the members of the
cross-functional team responsible for Carver Inc. realized that a couple of changes
relating to their prior plan would be beneficial. The offer of a franchising that had earlier
been brushed off by the company head was discussed thoroughly and it was decided
that it would be implemented on a trial basis initially, and on full scale if found to work
well. From the information provided, it can be concluded that this cross-functional team
has a high degree of ________.
A) conformity
B) demography
C) uncertainty
D) reflexivity
E) diversity
14) Alcoa headquarters has few individual offices, even for senior executives. The
space is essentially made up of cubicles, common areas, and meeting rooms. This
informality conveys to employees that Alcoa values ________.
A) autocracy
B) equality
C) rigidity
D) formalization
E) competitiveness
D) encounter
9) If there is a basic conflict between the individual's expectations and the reality of
working in an organization, the employee is most likely to be disillusioned and quit
during the ________ stage of socialization.
A) metamorphosis
B) prearrival
C) post-arrival
D) encounter
E) post-encounter
C rituals
17) Liz is the lead editor for a small, city newspaper. One of her advertising sales
representatives is pulling in a lot of restaurant clients. Liz realizes that the
representative is quite knowledgeable about food and speaks quite elegantly when
describing different dishes. She has begun discussing with the representative the
possibility of collaborating with a writer to include a weekly restaurant review, which
includes the representative on the byline. After the first couple of reviews, the
representative is able to increase ad sizes and sales. He is very happy with his new job
diversification. Which aspect of creating a positive organizational culture is Liz utilizing?
19. Which of the following terms refers to the recognition that people have an inner life
that nourishes and is nourished by meaningful work that takes place in the context of
community?
A) dominant culture
B) fundamental mechanism
C) workplace spirituality
D) outcome orientation
E) subculture
B) formalization
10) A strong culture can act as a substitute for which of the following?
A) institutionalization
B) formalization
C) socialization
D) centralization
E) social support
B) empathy
2) Emotional intelligence (EI) is critical to effective leadership because one of its core
components is ________ which reflects the consideration that leaders must be able to
express.
A) conscientiousness
B) empathy
C) optimism
D) introversion
E) perfectionism
D) high in consideration
4) Nellie Fritz, the head of client support services at Olson Inc., is very popular among
her subordinates. Many believe that Nellie has a knack for getting the work done without
making the employees feel pushed into a corner. She is often seen speaking to her
subordinates and support staff about their families, helping them with any personal
problems they have, and praising employees for their good work. In light of the Ohio
State Studies, this indicates that Nellie, as a leader, is ________.
A) task oriented
B) production oriented
C) low in relationship orientation
D) high in consideration
E) low in trust propensity
C) production-oriented
5) Norman has been working in the sales division for a large manufacturing company for
four months. In this short period of time, Norman has learned that Mr. Hill, his manager,
keeps increasing monthly targets significantly, and though each time the target appears
unrealistic, Norman has been able to achieve them throughout the last four months. Mr.
Lee's approach of leading his employees to work more efficiently by setting
successively higher targets is an example of his ________ leadership.
A) consideration-based
B) support-oriented
C) production-oriented
D) person-oriented
E) employee-oriented
C) The theory considers removing obstacles to be a component of effective leadership.
9) Which of the following statements is true with regard to the path-goal theory of
leadership?
A) The theory considers leadership to be a set of attributes ascribed to leaders by
followers.
B) The theory proposes only a passive and supportive role for leaders.
C) The theory considers removing obstacles to be a component of effective
leadership.
D) The theory proposes that leaders must work closely with followers throughout.
E) The path-goal theory represents a laissez-faire approach to leadership.
E) balances the rights of multiple stakeholders
15) An organizational culture most likely to shape high ethical standards among its
members is one that ________.
A) is low in risk tolerance
B) is high in aggressiveness
C) focuses only on outcomes
D) takes a short-term perspective
E) balances the rights of multiple stakeholders
B) a leader is task or relationship-oriented
A) laissez-faire
B) individualized consideration
C) contingent reward
D) micromanagement
E) management by exception (active and passive)
E) situational leadership theory
14) ________ make it impossible for leader behavior to make any difference to follower
outcomes.
A) Neutralizers
B) Hygiene factors
C) Vision and charisma
D) Mentors
E) Catalysts
A) leader
17) Ellen Ortiz works as a sales manager at a telecom firm. The company has recently
launched a new product in the market. Her work in the next few weeks involves sharing
knowledge about the product with her team members. She will also need to inspire
them to reach their sales targets, and clarify any doubts about the new product. Which
of the following roles is Ortiz playing?
A) leader
B) liaison
C) disseminator
D) spokesperson
E) negotiator
Answer_________
B) Trust
16) ________ is defined as a psychological state that exists when you agree to make
yourself vulnerable to another because you have positive expectations about how things
are going to turn out.
A) Consideration
B) Trust
C) Support
D) Empathy
E) Respect
B) It involves the study of what people do in a company and how it affects the
company's output.
18. A party who seeks to appease an opponent may be willing to place the opponent's
interests above his or her own, sacrificing to maintain the relationship. We refer to this
intention as ________.
A) collaborating
B) avoiding
C) compromising
D) competing
E) accommodating
B) role expectation
4) Most people assume that a police officer should behave in a lawful manner, refrain
from demonstrating favoritism to any particular group, and do their best to uphold the
law. Which of the following terms best represents these beliefs?
A) similarity
B) role expectation
C) diversity
D) dispersion of responsibility
E) uncertainty reduction
pgs 529 and 530 workplace spirituality
Creating an ethical organizational culture is at 525
pg 527 is a discussion about creating a positive organizational culture
The three stages of the socialization process at 521, pre-arrival, encounter, and then at
522, metamorphosis
How a culture begins is discussed at 519
519, 520 is a discussion of keeping a culture alive.
pg 517 is a section culture as a liability
pg 514 the discussion of the difference between a dominant culture at a subculture,
(the task is organized) PG 371
PG 370 Trait theories of leadership.
Leadership's Defined 368.
(page 369 Trait is personal qualities and characteristics;
"Selecting Team Players" at 323 to "Creating Team Players" at 324 to "Rewarding
Team Players" at 324.
Leadership's Defined 368.
LMX theory is then discussed at 377,
381, 382, the dark side of charismatic leadership as opposed
382 into 383 difference between charismatic and transformation leaders
Authentic leadership is discussed at 386.
virtual organization, 391 and 392
discussion of the six properties of groups Chap 9, 278 pg and 279 pg
Group Decision Making page 290
PG 295
(Brainstorming is idea generating, it encourages any alternatives; the nominal group
technique is restricting of discussion during the decision making process;
A) They are committed to their goals and set ambitious goals.
5. Which of the following statements is true about people with positive core self-
evaluations ?
A) They are committed to their goals and set ambitious goals.
B) They view themselves as powerless over their environment.
C) They tend to question their capabilities and capacities.
D) They lack persistence to achieve goals.
E) They tend to be disliked by superiors and co-workers.
A) They give high importance to achievement and material success.
12) Which of the following terms refers to a situation in which a person inaccurately
perceives a second person, and the resulting expectations cause the second person to
behave in ways consistent with the original perception?
A) confirmation bias
B) attribution theory
C) self-fulfilling prophecy
D) bandwagon effect
E) contrast effect
A) bounded rationality
14) A process of making decisions by constructing simplified models that extract the
essential features from problems without capturing all their complexity is known as
A) bounded rationality
B) active selection
C) incremental decision making
D) optimal decision making
E) intuitive decision making
D) confirmation
15) The tendency to seek out information that reaffirms past choices and to discount
information that contradicts past judgments is known as a(n) ________ bias.
A) anchoring
B) distinction
C) impact
D) confirmation
E) omission
B) availability
16) A manager doing performance appraisals gives more weight to recent employee
behaviors than to behaviors of 6 or 9 months earlier. This shows that the manager's
perception is affected by a(n) ________ bias.
A) self-serving bias
B) availability
C) impact
D) distinction
E) hindsight
C) She will strictly control all the details of any project she is managing.
18. You manage a department of five employees. You have identified that Joe has a
high need for achievement, Mary has a high need for power, and Tim has a high need
for affiliation. Sarah scored high on the need for power and low on the need for
affiliation. Doug scored low on both need for power and need for affiliation. Which of
these five employees is most suitable for handling your responsibilities when you are on
a vacation?
21. Which of the following theories proposes that people prefer to feel they have control
over their actions, so anything that makes a previously enjoyed task feel more like an
obligation than a freely chosen activity will undermine motivation?
A) self-serving theory
B) motivation-hygiene theory
C) two-factor theory
D) self-determination theory
E) goal setting theory
D) People do better when they get feedback on how well they are progressing toward
their goals
________.
A) arousal
B) vicarious modeling
C) verbal persuasion
D) enactive mastery
E) cognitive learning
B) reinforce
25. Jim is a salaried employee whose job is to develop content for online web sites. He
discovers that he is paid substantially more than his colleagues, even though their jobs
and levels of performance are very similar. According to the equity theory, what impact
is this discovery most likely to have on his behavior and performance?
A) He will reduce the amount of work that he does on a daily basis.
B) He will compare his earnings to those of another group of employees.
C) He will increase his productivity and/or the overall quality of his work.
D) He will seek a position within the company commensurate with his pay.
E) He will begin to look for a position outside of the company.
D) social arrangement
5) The ________ norms dictate behavior such as with whom group members eat lunch
and friendships on and off the job.
A) reference
B) appearance
C) organizational
D) social arrangement
E) performance
A) reference group
6) Jonas Wilkes has struggled for many years with tight finances at home. Throughout
school and college, he worked really hard, earned the best grades, and prepared
himself for a better life. By a better life, he meant a house in the uptown Wellington
Road and a membership in the Diamond District Club where he envisions himself
playing golf on weekends. The residents of Wellington Road and the members of
Diamond District Club serve as a ________ for him.
A) reference group
B) organizational group
C) control group
D) nominal group
E) intervention group
D) ability to conform to group norms
7) According to status characteristics theory, which of the following factors does not
determine status?
A) contribution to goals
B) talent
C) personality
D) ability to conform to group norms
E) control over the resources needed by the group
B) Culture acts as a control mechanism and guides the behavior of employees.
A) Employees organized in teams always show greater allegiance to the values of the
organization as a whole than to their team and its values.
B) Culture acts as a control mechanism and guides the behavior of employees.
C) In a virtual organization a strong culture can be established quickly and easily.
D) Today's trend toward decentralized organizations makes it is easier to establish a
strong culture.
E) Cultures reduce the stability of the social system in an organization.
C) task performance, citizenship, counterproductivity
1. Researchers now recognize three major types of behavior that constitute
performance at work. Which of the following are these three major types of behavior?
A) task performance, productivity, tenure
B) productivity, efficiency, absenteeism
C) task performance, citizenship, counterproductivity
D) citizenship, counterproductivity, personality
E) leadership, knowledge, efficiency
A) traits
2) Which of the following is the least predictive set of criteria used to evaluate
employees?
A) traits
B) task outcomes
C) behaviors
D) personality
E) technical skills
D) Forced comparison
4. The approach to evaluation that uses feedback from those who have daily contact
with an employee (everyone from mailroom personnel to customers to bosses to peers)
is termed ________.
A) critical incidents
B) 360-degree evaluation
C) assessment center
D) multiperson comparisons
E) downward evaluation
D) the focus of the evaluation will center on key behaviors
7) The concept of ________ can be applied to appraisals to increase the perception that
employees are treated fairly.
A) selective evaluation
B) due process
C) multiple raters
D) selective retention
E) counterproductivity
A) lie outside of an individual's specified job requirements
John Holland's Personality Job Fit Theory presents six personality types, which of the
following is one of those types?
A, analytic.
B, imaginative.
C, practical.
D, investigative.
E, intuitive.
A, fundamental attribution error. (attribution theory analyzing that evidence about the
behavior of others to determine if it was internally caused)
Which of the following terms best describes the tendency to underestimate the influence
of external factors and over estimate the influence of internal factors when making
judgments about the behavior of others.
A, fundamental attribution error.
B, bandwagon effect.
C, contrast effect.
D, emotional dissonance.
E, a self fulfilling prophecy.
D, selective perception,
You are more likely to notice a car like your own due to_______________.
A, stereotyping,
B, self serving bias,
C, halo effect,
D, selective perception,
E, contrast effect.
3 key elements of motivation,
they are intensity, direction and persistence.
3 key elements of motivation,
An effective team is defined as one that achieves high levels of task performance,
member satisfaction, and ____________.
(a) coordination
(b) harmony
(c) creativity
(d) team viability
(d) team viability
Task characteristics, reward systems, and team size are all ____________ that can
make a difference in group effectiveness.
When a new team member is anxious about questions such as "Will I be able to
influence what takes place?" the underlying issue is one of ____________.
(a) relationships
(b) goals
(c) processes
(d) control
(d) control
Members of a team tend to become more motivated and better able to deal with
conflict during the ____________ stage of team development.
(a) forming
(b) norming
(c) performing
(d) adjourning
(c) performing
(a) synergy
(b) groupthink
(c) the diversity-consensus
dilemma
(d) intergroup dynamics
(c) the diversity-consensus
dilemma
(b) leader-centered
(c) ineffective
(d) short-term
(a) action-oriented
A person facing an ethical dilemma involving differences between personal values
and the expectations of the team is experiencing ____________ conflict
(a) person- role
(b) intrasender role
(c) intersender role
(d) interrole
(a) person- role
The statement "On our team, people always try to do their best" is an example of a(n)
____________ norm.
A team member who does a good job at summarizing discussion, offering new ideas,
and clarifying points made by others is providing leadership by contributing
____________ activities to the group process.
(a) required
(b) disruptive
(c) task
(d) maintenance
(c) task
When someone is being aggressive, makes inappropriate jokes, or talks about
irrelevant matters in a group meeting, these are all examples of ____________.
If you heard from an employee of a local bank that "it's a tradition here for us to stand
up and defend the bank when someone criticizes it," you could assume that the bank
employees had strong ____________ norms.
What can be predicted when you know that a work team is highly cohesive?
When two groups are in competition with one another, ____________ may be expected
within each group.
(a) interacting
(b) decentralized
(c) centralized
(d) restricted
(b) centralized
A complex problem is best dealt with by a team using a(n) ____________
communication network.
(a) all-channel
(b) wheel
(c) chain
(d) linear
(a) all-channel
The tendency of teams to lose their critical evaluative capabilities during decision
making is a phenomenon called ____________.
(a) groupthink
(b) the slippage effect
(c) decision congruence
(d) group consensus
(a) groupthink
When a team decision requires a high degree of commitment for its implementation,
a(n) ____________ decision is generally preferred.
(a) authority
(b) majority-vote
(c) consensus
(d) railroading
(c) consensus
When John Kelly was appointed as White House chief of staff in 2017, he set new ________ for
the staff. These were paraphrased as, “Stop Bickering, Get in Early, and Make an Appointment.
Norms
Olivia and her sister Rachel started a small interior design business together. However, just a
few weeks after they launched, their administrative assistant quit and two weeks after that,
Rachel fired their consultant, who had been contracted to find potential clients for the business.
Their business was struggling to exit which stage of team development?
Storming
When John Kelly was appointed as White House chief of staff in 2017, he set new ________ for
the staff. These were paraphrased as, “Stop Bickering, Get in Early, and Make an Appointment.”
Norms
The ________ involves a period of orientation and getting acquainted. Uncertainty is high during
this stage, and people are looking for leadership and authorit
Forming satge
Xinhua, the official news agency of China, commented on the dispute between the US and
North Korea in August 2017, writing, “Venting cannot become a guiding policy for solving the
nuclear issue on the peninsula.” Xinhau is accusing the leaders of North Korea and the US of
Emotional conflict
Conflict can be productive or destructive. Budget cuts and poor management have left you and
your teammates scrambling to meet your respective project deadlines. This situation might be
expected to result in:
In the Harry Potter movies, the Minister of Magic suppresses disagreement and conflict. People
feel they cannot offer different opinions. Under the Ministry of Magic,
The Reverend Lawrence Biondi was a controversial figure at St. Louis University. Campus
dissension erupted with Biondi’s proposed policies on faculty evaluations, which weakened the
status of tenure. When asked about his approach to leadership for accomplishing his bold
vision, Biondi said he is a "my-way-or-the-highway kind of guy." Biondi’s approach to conflict
resolution was
Dominating
Conflict will arise if neither party is willing to give way or compromise on their position.
Arguments over things such as goals, tasks, and the allocation of resources are considered
Substantive conflict
Rob has made several successful investments. Each will earns $20,000 per year for the next 15
years. To expand the program, he will need an additional headcount. But Pat, another team
member, wants additional headcount for a different investment. Management will only allow one
hire. What does this situation illustrate?
Frank is angry and arguing with Jeff about procedures. Jeff wants to ignore the written policy
because the accountants are not familiar with the procedure. The company is under
investigation by regulators and the FBI for accounting fraud. External conditions may cause
____
Low team morle and conflict