Question 1

Sequential interdependence makes identifying the individual performances of group members difficult because each member contributes to the same final product.

Accepted Answer

A) True 
 B)False

Question 2

________ between groups in an organization increases group cohesiveness when it motivates members of each group to band together to achieve its goals.

Accepted Answer

A)  Synergy 
B)  Symbiosis 
C)  Cooperation 
D)  Competition 
A)  Synergy 
B)  Symbiosis 
C)  Cooperation 
D)  Competition

Question 3

Managers strive to have groups perform at the highest level possible, which is called a group's potential performance.

Accepted Answer

A) True 
 B)False

Question 4

A garage band gets together every week to practice. The members typically argue about musical style and what to play. They recently found out that they would be playing a big show in a few weeks, so they put aside their differences. This will cause their potential performance to ________.

Accepted Answer

A)  stay the same 
B)  match actual performance 
C)  decrease 
D)  increase 
A)  stay the same 
B)  match actual performance 
C)  decrease 
D)  increase

Question 5

As the size of the group decreases, group members tend to exert less effort.

Accepted Answer

A) True 
 B)False

Question 6

Social loafing is more likely as groups get bigger because individuals perceive that their own effort and performance levels are unidentifiable, unnecessary, or likely to be duplicated by others in the group.

Accepted Answer

A) True 
 B)False

Question 7

In virtual teams, a significant amount of communication and interaction among members occurs electronically, using computer hardware and software.

Accepted Answer

A) True 
 B)False

Question 8

A self-managed team is in charge of designing office spaces for better performance. Tim is doing a poor job. He shows up late and puts in little effort. Danny doesn't feel he has the authority to reprimand him and Rick doesn't want to because Tim is his friend. If the team doesn't succeed, it is MOST LIKELY because ________.

Accepted Answer

A)  self-managed teams have not been shown to have success 
B)  there are too few people in the team for it to be successfully self-managed 
C)  self-managed teams are reluctant to discipline each other 
D)  their task is not complex enough for a self-managed team to do well 
A)  self-managed teams have not been shown to have success 
B)  there are too few people in the team for it to be successfully self-managed 
C)  self-managed teams are reluctant to discipline each other 
D)  their task is not complex enough for a self-managed team to do well

Question 9

James Thompson's "model of group tasks" suggests that as task interdependence within a group ________ the degree and intensity of the interactions between group members who are required to perform the group's task ________.

Accepted Answer

A)  increases; decrease 
B)  increases; increase 
C)  decreases; increase 
D)  decreases; remains unchanged 
A)  increases; decrease 
B)  increases; increase 
C)  decreases; increase 
D)  decreases; remains unchanged

Question 10

A group task based on sequential task interdependence requires specific behaviors to be performed by the group's members in a predetermined order.

Accepted Answer

A) True 
 B)False

Question 11

Too much cohesiveness is dysfunctional for work groups because members will MOST LIKELY ________.

Accepted Answer

A)  put individual needs before the needs of the group 
B)  resist change and fail to discard inappropriate norms 
C)  cooperate too much with others outside the group 
D)  develop contempt for each other 
A)  put individual needs before the needs of the group 
B)  resist change and fail to discard inappropriate norms 
C)  cooperate too much with others outside the group 
D)  develop contempt for each other

Question 12

On tasks involving pooled interdependence, distributing rewards based on ________ is MOST LIKELY to result in high levels of motivation.

Accepted Answer

A)  group performance 
B)  individual performance 
C)  projected performance 
D)  organizational objectives 
A)  group performance 
B)  individual performance 
C)  projected performance 
D)  organizational objectives

Question 13

Self-managed work teams ________.

Accepted Answer

A)  consist of members who pick their own supervisors 
B)  provide workers with some protection against social loafing 
C)  consist of members who decide how the team will perform its tasks 
D)  maximize process losses and minimize process gains 
A)  consist of members who pick their own supervisors 
B)  provide workers with some protection against social loafing 
C)  consist of members who decide how the team will perform its tasks 
D)  maximize process losses and minimize process gains

Question 14

A moderate amount of group cohesiveness is functional for groups and organizations because it facilitates goal accomplishment.

Accepted Answer

A) True 
 B)False

Question 15

The highest level a group can possibly perform at is known as ________.

Accepted Answer

A)  actual performance 
B)  realistic performance 
C)  potential performance 
D)  optimal performance 
A)  actual performance 
B)  realistic performance 
C)  potential performance 
D)  optimal performance

Question 16

As group cohesiveness increases, conformity to the group's norms tends to increase.

Accepted Answer

A) True 
 B)False

Question 17

Heterogeneous management teams can minimize groupthink, a pattern of faulty decision making that occurs when like-minded people tend to interpret events and information in similar ways.

Accepted Answer

A) True 
 B)False

Question 18

Which statement BEST describes the relationship between cohesiveness and goal alignment?

Accepted Answer

A)  If group goals are not aligned with organizational goals, then a high level of cohesiveness is good. 
B)  If group goals are not aligned with organizational goals, then a moderate level of cohesiveness is good. 
C)  If group goals are aligned with organizational goals, then a low level of cohesiveness is good. 
D)  If group goals are aligned with organizational goals, then a high level of cohesiveness is good. 
A)  If group goals are not aligned with organizational goals, then a high level of cohesiveness is good. 
B)  If group goals are not aligned with organizational goals, then a moderate level of cohesiveness is good. 
C)  If group goals are aligned with organizational goals, then a low level of cohesiveness is good. 
D)  If group goals are aligned with organizational goals, then a high level of cohesiveness is good.

Question 19

A group is working on increasing fuel efficiency in cars. The group is composed of the brightest minds in the field, but one of the researchers has a breakdown and isn't able to finish his work. Other group members are delayed in their portion of the project. This will cause ________.

Accepted Answer

A)  actual performance to be much lower than potential performance 
B)  actual performance to be much higher than potential performance 
C)  actual performance to equal zero 
D)  actual performance to equal process gains 
A)  actual performance to be much lower than potential performance 
B)  actual performance to be much higher than potential performance 
C)  actual performance to equal zero 
D)  actual performance to equal process gains

Question 20

Organizations often use research and development teams to develop new products, especially in high-tech industries.

Accepted Answer

A) True 
 B)False

Sequential interdependence makes identifying the individual performances of group members difficult because each member contributes to the same final product.

________ between groups in an organization increases group cohesiveness when it motivates members of each group to band together to achieve its goals.

Managers strive to have groups perform at the highest level possible, which is called a group's potential performance.

A garage band gets together every week to practice. The members typically argue about musical style and what to play. They recently found out that they would be playing a big show in a few weeks, so they put aside their differences. This will cause their potential performance to ________.

As the size of the group decreases, group members tend to exert less effort.

Social loafing is more likely as groups get bigger because individuals perceive that their own effort and performance levels are unidentifiable, unnecessary, or likely to be duplicated by others in the group.

In virtual teams, a significant amount of communication and interaction among members occurs electronically, using computer hardware and software.

James Thompson's "model of group tasks" suggests that as task interdependence within a group the degree and intensity of the interactions between group members who are required to perform the group's task .

A group task based on sequential task interdependence requires specific behaviors to be performed by the group's members in a predetermined order.

Too much cohesiveness is dysfunctional for work groups because members will MOST LIKELY ________.

On tasks involving pooled interdependence, distributing rewards based on ________ is MOST LIKELY to result in high levels of motivation.

Self-managed work teams ________.

A moderate amount of group cohesiveness is functional for groups and organizations because it facilitates goal accomplishment.

The highest level a group can possibly perform at is known as ________.

As group cohesiveness increases, conformity to the group's norms tends to increase.

Heterogeneous management teams can minimize groupthink, a pattern of faulty decision making that occurs when like-minded people tend to interpret events and information in similar ways.

Which statement BEST describes the relationship between cohesiveness and goal alignment?

A group is working on increasing fuel efficiency in cars. The group is composed of the brightest minds in the field, but one of the researchers has a breakdown and isn't able to finish his work. Other group members are delayed in their portion of the project. This will cause ________.

Organizations often use research and development teams to develop new products, especially in high-tech industries.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 11: Effective Work Groups and Teams

Sequential interdependence makes identifying the individual performances of group members difficult because each member contributes to the same final product.

________ between groups in an organization increases group cohesiveness when it motivates members of each group to band together to achieve its goals.

Managers strive to have groups perform at the highest level possible, which is called a group's potential performance.

A garage band gets together every week to practice. The members typically argue about musical style and what to play. They recently found out that they would be playing a big show in a few weeks, so they put aside their differences. This will cause their potential performance to ________.

As the size of the group decreases, group members tend to exert less effort.

Social loafing is more likely as groups get bigger because individuals perceive that their own effort and performance levels are unidentifiable, unnecessary, or likely to be duplicated by others in the group.

In virtual teams, a significant amount of communication and interaction among members occurs electronically, using computer hardware and software.

James Thompson's "model of group tasks" suggests that as task interdependence within a group ________ the degree and intensity of the interactions between group members who are required to perform the group's task ________.

A group task based on sequential task interdependence requires specific behaviors to be performed by the group's members in a predetermined order.

Too much cohesiveness is dysfunctional for work groups because members will MOST LIKELY ________.

On tasks involving pooled interdependence, distributing rewards based on ________ is MOST LIKELY to result in high levels of motivation.

Self-managed work teams ________.

A moderate amount of group cohesiveness is functional for groups and organizations because it facilitates goal accomplishment.

The highest level a group can possibly perform at is known as ________.

As group cohesiveness increases, conformity to the group's norms tends to increase.

Heterogeneous management teams can minimize groupthink, a pattern of faulty decision making that occurs when like-minded people tend to interpret events and information in similar ways.

Which statement BEST describes the relationship between cohesiveness and goal alignment?

A group is working on increasing fuel efficiency in cars. The group is composed of the brightest minds in the field, but one of the researchers has a breakdown and isn't able to finish his work. Other group members are delayed in their portion of the project. This will cause ________.

Organizations often use research and development teams to develop new products, especially in high-tech industries.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

James Thompson's "model of group tasks" suggests that as task interdependence within a group the degree and intensity of the interactions between group members who are required to perform the group's task .