Question 1

Trust is based on _______,which in turn is based on past acts of integrity and follow-through on promises.

Accepted Answer

A) cooperation 
B) credibility 
C) unity 
D) honesty 
E) cohesiveness 
A) cooperation 
B) credibility 
C) unity 
D) honesty 
E) cohesiveness

Question 2

Rita is on a team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals.Rita is on a(n)

Accepted Answer

A) remote team. 
B) e-team. 
C) self-managed team. 
D) virtual team. 
E) quality improvement team. 
A) remote team. 
B) e-team. 
C) self-managed team. 
D) virtual team. 
E) quality improvement team.

Question 3

______ is designed to elicit different opinions without inciting people's personal feelings.

Accepted Answer

A) Groupthink 
B) Storming 
C) Social loafing 
D) Programmed conflict 
E) Dysfunctional conflict 
A) Groupthink 
B) Storming 
C) Social loafing 
D) Programmed conflict 
E) Dysfunctional conflict

Question 4

Which of the following is not characteristic of workgroups with excessive conflict?

Accepted Answer

A) dissatisfaction 
B) indecision 
C) political infighting 
D) lack of teamwork 
E) creativity 
A) dissatisfaction 
B) indecision 
C) political infighting 
D) lack of teamwork 
E) creativity

Question 5

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

Accepted Answer

A) forming 
B) norming 
C) performing 
D) storming 
E) adjourning 
A) forming 
B) norming 
C) performing 
D) storming 
E) adjourning

Question 6

Which of the following is true of informal groups?

Accepted Answer

A) Informal groups have appointed leaders. 
B) A temporary committee is an example of an informal group. 
C) Members of an informal group are assigned to it by the skills they possess. 
D) Informal groups can advance or undercut the plans of formal groups. 
E) Informal groups are primarily created to solve an organizational problem. 
A) Informal groups have appointed leaders. 
B) A temporary committee is an example of an informal group. 
C) Members of an informal group are assigned to it by the skills they possess. 
D) Informal groups can advance or undercut the plans of formal groups. 
E) Informal groups are primarily created to solve an organizational problem.

Question 7

The stage of team development during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

Accepted Answer

A) forming 
B) storming 
C) norming 
D) adjourning 
E) performing 
A) forming 
B) storming 
C) norming 
D) adjourning 
E) performing

Question 8

During the ______ stage of team development,close relationships develop as unity and harmony emerge.

Accepted Answer

A) norming 
B) storming 
C) performing 
D) forming 
E) adjourning 
A) norming 
B) storming 
C) performing 
D) forming 
E) adjourning

Question 9

A(n)______ role is behavior that concentrates on getting the team's work done.For example,one team member's role may be to generate daily sales information at the end of each working day.

Accepted Answer

A) maintenance 
B) performance 
C) administrative 
D) production 
E) task 
A) maintenance 
B) performance 
C) administrative 
D) production 
E) task

Question 10

Teams often enforce norms to help individuals avoid embarrassing situations.

Accepted Answer

A) True 
 B)False

Question 11

Sharon told her team that she is moving forward with a change to the bonus structure,despite vocal objections from several team members.Sharon is using the ______ conflict-handling style.

Accepted Answer

A) avoiding 
B) collaborating 
C) compromising 
D) accommodating 
E) dominating 
A) avoiding 
B) collaborating 
C) compromising 
D) accommodating 
E) dominating

Trust is based on _______,which in turn is based on past acts of integrity and follow-through on promises.

Rita is on a team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals.Rita is on a(n)

______ is designed to elicit different opinions without inciting people's personal feelings.

Which of the following is not characteristic of workgroups with excessive conflict?

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

Which of the following is true of informal groups?

The stage of team development during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

During the ______ stage of team development,close relationships develop as unity and harmony emerge.

A(n)______ role is behavior that concentrates on getting the team's work done.For example,one team member's role may be to generate daily sales information at the end of each working day.

Teams often enforce norms to help individuals avoid embarrassing situations.

Sharon told her team that she is moving forward with a change to the bonus structure,despite vocal objections from several team members.Sharon is using the ______ conflict-handling style.

The Exceptional Manager: What You Do How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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Exam 13: Groups and Teams: Increasing Cooperation, Reducing Conflict

Trust is based on _______,which in turn is based on past acts of integrity and follow-through on promises.

Rita is on a team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals.Rita is on a(n)

______ is designed to elicit different opinions without inciting people's personal feelings.

Which of the following is not characteristic of workgroups with excessive conflict?

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

Which of the following is true of informal groups?

The stage of team development during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

During the ______ stage of team development,close relationships develop as unity and harmony emerge.

A(n)______ role is behavior that concentrates on getting the team's work done.For example,one team member's role may be to generate daily sales information at the end of each working day.

Teams often enforce norms to help individuals avoid embarrassing situations.

Sharon told her team that she is moving forward with a change to the bonus structure,despite vocal objections from several team members.Sharon is using the ______ conflict-handling style.

The Exceptional Manager: What You Do How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters