Question 1

Compare and contrast groups and teams. How are they similar? How do they differ?

Accepted Answer

Answers may vary based on the

Question 2

All of the following are examples of individualistic countries EXCEPT for ______.

Accepted Answer

A)  United States 
B)  Latin America 
C)  United Kingdom 
D)  Australia 
A)  United States 
B)  Latin America 
C)  United Kingdom 
D)  Australia

Question 3

Emotional intelligence has been found to be an important factor in predicting team performance.

Accepted Answer

A) True 
 B)False

Question 4

______ are people who openly question the goals and methods of the team and are willing to disagree with the leader.

Accepted Answer

A)  Contributors 
B)  Collaborators 
C)  Communicators 
D)  Challengers 
A)  Contributors 
B)  Collaborators 
C)  Communicators 
D)  Challengers

Question 5

Jamal encourages risk taking and is appreciated for his or her candor and openness. He is most likely a ______.

Accepted Answer

A)  challenger 
B)  communicator 
C)  collaborator 
D)  contributor 
A)  challenger 
B)  communicator 
C)  collaborator 
D)  contributor

Question 6

All of the following are types of teams EXCEPT for ____.

Accepted Answer

A)  project teams 
B)  cross-functional teams 
C)  virtual teams 
D)  imaginary teams 
A)  project teams 
B)  cross-functional teams 
C)  virtual teams 
D)  imaginary teams

Question 7

Internal dimensions include ______.

Accepted Answer

A)  age 
B)  income 
C)  marital status 
D)  appearance 
A)  age 
B)  income 
C)  marital status 
D)  appearance

Question 8

Some of the more effective team building occurs on an informal basis.

Accepted Answer

A) True 
 B)False

Question 9

All of the following conditions need to be met in order for a team to be effective EXCEPT for ______.

Accepted Answer

A)  commitment to goals on the part of the team and senior management 
B)  opportunity for teamwork as created by senior management or other individuals 
C)  clarity of goals as provided or developed by the team 
D)  lack of challenges from customers and competitors 
A)  commitment to goals on the part of the team and senior management 
B)  opportunity for teamwork as created by senior management or other individuals 
C)  clarity of goals as provided or developed by the team 
D)  lack of challenges from customers and competitors

Question 10

A process-oriented individual with good listening and facilitative skills is known as a ______.

Accepted Answer

A)  collaborator 
B)  communicator 
C)  contributor 
D)  challenger 
A)  collaborator 
B)  communicator 
C)  contributor 
D)  challenger

Question 11

Leaders lose power in the transition to teams.

Accepted Answer

A) True 
 B)False

Question 12

All of the following are reasons that teams are more effective than individuals EXCEPT that ______.

Accepted Answer

A)  teams produce a greater number of ideas and pieces of information than individuals acting alone 
B)  teams have higher levels of motivation and performance than individuals acting alone 
C)  team members are less likely to entertain risky alternatives 
D)  teams offset personal biases and blind spots that inhibit effective problem analysis 
A)  teams produce a greater number of ideas and pieces of information than individuals acting alone 
B)  teams have higher levels of motivation and performance than individuals acting alone 
C)  team members are less likely to entertain risky alternatives 
D)  teams offset personal biases and blind spots that inhibit effective problem analysis

Question 13

Commitment from top management is imperative.

Accepted Answer

A) True 
 B)False

Question 14

Compare and contrast the different types of teams. Do certain types of team work better in certain situations? Discuss, providing relevant examples where appropriate.

Accepted Answer

Students should compare and contrast the

Question 15

Discuss best practices for implementing teams. How can managers ensure that implementing a team concept will be effective?

Accepted Answer

A strong answer will discuss t

Question 16

A contributor is a person who is viewed as a good people person and who can resolve conflict and build informal relaxed relationships.

Accepted Answer

A) True 
 B)False

Question 17

It is crucial to the success of teams that team members respect and trust each other.

Accepted Answer

A) True 
 B)False

Compare and contrast groups and teams. How are they similar? How do they differ?

All of the following are examples of individualistic countries EXCEPT for ______.

Emotional intelligence has been found to be an important factor in predicting team performance.

______ are people who openly question the goals and methods of the team and are willing to disagree with the leader.

Jamal encourages risk taking and is appreciated for his or her candor and openness. He is most likely a ______.

All of the following are types of teams EXCEPT for ____.

Internal dimensions include ______.

Some of the more effective team building occurs on an informal basis.

All of the following conditions need to be met in order for a team to be effective EXCEPT for ______.

A process-oriented individual with good listening and facilitative skills is known as a ______.

Leaders lose power in the transition to teams.

All of the following are reasons that teams are more effective than individuals EXCEPT that ______.

Commitment from top management is imperative.

Compare and contrast the different types of teams. Do certain types of team work better in certain situations? Discuss, providing relevant examples where appropriate.

Discuss best practices for implementing teams. How can managers ensure that implementing a team concept will be effective?

A contributor is a person who is viewed as a good people person and who can resolve conflict and build informal relaxed relationships.

It is crucial to the success of teams that team members respect and trust each other.

Organizational Behavior As a Way of Thinking and Acting

Knowing and Managing Yourself

Fostering Creativity and Innovation

Managing Stress

Decision-Making

Motivation and Engagement

Leadership in Public Organizations

Power and Organizational Politics

Communicating Effectively With Others

Managing Conflict

Organizational Culture and Change

Representing the Organization on the Outside

Managing Behavior in the Public Interest

Filters

Exam 10: Working in Groups and Teams

Compare and contrast groups and teams. How are they similar? How do they differ?

All of the following are examples of individualistic countries EXCEPT for ______.

Emotional intelligence has been found to be an important factor in predicting team performance.

______ are people who openly question the goals and methods of the team and are willing to disagree with the leader.

Jamal encourages risk taking and is appreciated for his or her candor and openness. He is most likely a ______.

All of the following are types of teams EXCEPT for ____.

Internal dimensions include ______.

Some of the more effective team building occurs on an informal basis.

All of the following conditions need to be met in order for a team to be effective EXCEPT for ______.

A process-oriented individual with good listening and facilitative skills is known as a ______.

Leaders lose power in the transition to teams.

All of the following are reasons that teams are more effective than individuals EXCEPT that ______.

Commitment from top management is imperative.

Compare and contrast the different types of teams. Do certain types of team work better in certain situations? Discuss, providing relevant examples where appropriate.

Discuss best practices for implementing teams. How can managers ensure that implementing a team concept will be effective?

A contributor is a person who is viewed as a good people person and who can resolve conflict and build informal relaxed relationships.

It is crucial to the success of teams that team members respect and trust each other.

Organizational Behavior As a Way of Thinking and Acting

Knowing and Managing Yourself

Fostering Creativity and Innovation

Managing Stress

Decision-Making

Motivation and Engagement

Leadership in Public Organizations

Power and Organizational Politics

Communicating Effectively With Others

Managing Conflict

Organizational Culture and Change

Representing the Organization on the Outside

Managing Behavior in the Public Interest

Filters