Question 1

According to Hackman, the characteristics of effective teams include all of these except

Accepted Answer

A)  productive output. 
B)  learning and fulfillment of group members. 
C)  lack of conflict. 
D)  growth as a team. 
A)  productive output. 
B)  learning and fulfillment of group members. 
C)  lack of conflict. 
D)  growth as a team. C

Question 2

In order to be effective, a team should have

Accepted Answer

A)  a collective task, clear membership, and authority structure. 
B)  motivation to work in a direction that engages members. 
C)  composition, norms, and team design that facilitate success. 
D)  all of these. 
A)  a collective task, clear membership, and authority structure. 
B)  motivation to work in a direction that engages members. 
C)  composition, norms, and team design that facilitate success. 
D)  all of these. D

Question 3

Ruderman and her colleagues make six recommendations about leading across differences. Explain any two of these recommendations.

Accepted Answer

One of Ruderman and her colleagues' recommendations about leading across differences is to "acknowledge and address bias." This recommendation emphasizes the importance of recognizing and addressing biases that may exist within an organization or team. Leaders are encouraged to create an open and inclusive environment where individuals feel comfortable discussing and addressing biases, and where efforts are made to mitigate the impact of biases on decision-making and interactions.

Another recommendation is to "cultivate cultural intelligence." This recommendation highlights the need for leaders to develop their cultural intelligence, or the ability to understand and effectively work with people from different cultural backgrounds. Leaders are encouraged to seek out opportunities for cross-cultural learning and to actively engage with individuals from diverse backgrounds in order to build their cultural intelligence. By doing so, leaders can better navigate and bridge cultural differences within their teams and organizations.

Question 4

Social and organizational psychologists have studied leadership processes for many years. For any one of the theories of leadership listed, suggest what the theory implies about leadership of internally diverse teams.

Accepted Answer

One theory of leadership that could be a

Question 5

Researchers have suggested several ways of describing task types. Choose any one of these and explain how type of task might impact the effect of internal diversity on a team's productivity.

Accepted Answer

One way of describing task types is by c

Question 6

What are team mental models, and why are they important?

Accepted Answer

Team mental models are the shared unders

Question 7

Characteristics of Groupthink include

Accepted Answer

A)  rationalization by the group. 
B)  underestimation of how much members disagree. 
C)  unfavorable views of opponent groups that lead to underestimating them. 
D)  all of these. 
A)  rationalization by the group. 
B)  underestimation of how much members disagree. 
C)  unfavorable views of opponent groups that lead to underestimating them. 
D)  all of these.

Question 8

The Hackman Model proposes that effective teams meet expectations for output, grow as a team over time, and provide experiences of learning and well-being for their members. The model lists five conditions that are required for this effectiveness. List and explain any two of these conditions.

Accepted Answer

The Hackman Model proposes that effectiv

Question 9

Groupthink

Accepted Answer

A)  is more effective than brainstorming. 
B)  has some empirical support but some criticism as well. 
C)  is less likely when groups are cohesive. 
D)  is more likely in larger groups. 
A)  is more effective than brainstorming. 
B)  has some empirical support but some criticism as well. 
C)  is less likely when groups are cohesive. 
D)  is more likely in larger groups.

Question 10

Research shows that Team Mental Models (TMMs)

Accepted Answer

A)  when strong, are important for creativity and error checking. 
B)  when strong, are related to client satisfaction, safety, decision quality, and competitive success. 
C)  are stronger when members are diverse. 
D)  are difficult to develop or strengthen. 
A)  when strong, are important for creativity and error checking. 
B)  when strong, are related to client satisfaction, safety, decision quality, and competitive success. 
C)  are stronger when members are diverse. 
D)  are difficult to develop or strengthen.

Question 11

What is the difference between group structure and group process? Illustrate each with an example that is relevant to the management of diversity and inclusion.

Accepted Answer

The difference between group structure a

Question 12

Transactive memory

Accepted Answer

A)  is a shared understanding about team, work, and environment. 
B)  is knowledge among members about task-relevant information and how it is distributed. 
C)  concerns team motivation. 
D)  is more detrimental in large groups than in small ones. 
A)  is a shared understanding about team, work, and environment. 
B)  is knowledge among members about task-relevant information and how it is distributed. 
C)  concerns team motivation. 
D)  is more detrimental in large groups than in small ones.

Question 13

What are some effects of cohesiveness on a team's work? How can the team's internal diversity affect its cohesiveness?

Accepted Answer

Cohesiveness in a team can have several

Question 14

Which is most likely to damage group effectiveness?

Accepted Answer

A)  task conflict. 
B)  relationship conflict. 
C)  process conflict. 
D)  all are equally likely to damage group effectiveness. 
A)  task conflict. 
B)  relationship conflict. 
C)  process conflict. 
D)  all are equally likely to damage group effectiveness.

Question 15

What are some good reasons for assigning a job to a team rather than an individual? List any three reasons.

Accepted Answer

There are several good reasons for assig

Question 16

According to Mannix and Neale, surface diversity

Accepted Answer

A)  usually benefits teams. 
B)  usually harms teams. 
C)  has inconsistent effects on team processes. 
D)  is less important than deep-level diversity. 
A)  usually benefits teams. 
B)  usually harms teams. 
C)  has inconsistent effects on team processes. 
D)  is less important than deep-level diversity.

Question 17

What is social loafing and how can it affect a team's success? List three things a leader might do to deal with possible social loafing.

Accepted Answer

Social loafing is a phenomenon where ind

Question 18

Conflict management, interpersonal communication, feedback-seeking, and role modeling are

Accepted Answer

A)  four parts of the leader behavior model. 
B)  four skills that are especially important for leading in a diverse environment. 
C)  four skills demonstrated by successful string quartets. 
D)  four traits on which leaders differ from non-leaders. 
A)  four parts of the leader behavior model. 
B)  four skills that are especially important for leading in a diverse environment. 
C)  four skills demonstrated by successful string quartets. 
D)  four traits on which leaders differ from non-leaders.

Question 19

Research has shown that group brainstorming

Accepted Answer

A)  is more effective than the round-robin or Delphi techniques. 
B)  is less effective than the nominal group technique. 
C)  is often frustrating to participants. 
D)  works better than individual brainstorming. 
A)  is more effective than the round-robin or Delphi techniques. 
B)  is less effective than the nominal group technique. 
C)  is often frustrating to participants. 
D)  works better than individual brainstorming.

Question 20

Which of these is an example of group or team structure?

Accepted Answer

A)  the list of officers and their responsibilities. 
B)  changes in leadership style as the group matures. 
C)  the types of leadership that are more or less effective. 
D)  all of these. 
A)  the list of officers and their responsibilities. 
B)  changes in leadership style as the group matures. 
C)  the types of leadership that are more or less effective. 
D)  all of these.

According to Hackman, the characteristics of effective teams include all of these except

In order to be effective, a team should have

Ruderman and her colleagues make six recommendations about leading across differences. Explain any two of these recommendations.

Social and organizational psychologists have studied leadership processes for many years. For any one of the theories of leadership listed, suggest what the theory implies about leadership of internally diverse teams.

Researchers have suggested several ways of describing task types. Choose any one of these and explain how type of task might impact the effect of internal diversity on a team's productivity.

What are team mental models, and why are they important?

Characteristics of Groupthink include

The Hackman Model proposes that effective teams meet expectations for output, grow as a team over time, and provide experiences of learning and well-being for their members. The model lists five conditions that are required for this effectiveness. List and explain any two of these conditions.

Groupthink

Research shows that Team Mental Models (TMMs)

What is the difference between group structure and group process? Illustrate each with an example that is relevant to the management of diversity and inclusion.

Transactive memory

What are some effects of cohesiveness on a team's work? How can the team's internal diversity affect its cohesiveness?

Which is most likely to damage group effectiveness?

What are some good reasons for assigning a job to a team rather than an individual? List any three reasons.

According to Mannix and Neale, surface diversity

What is social loafing and how can it affect a team's success? List three things a leader might do to deal with possible social loafing.

Conflict management, interpersonal communication, feedback-seeking, and role modeling are

Research has shown that group brainstorming

Which of these is an example of group or team structure?

Basic Concepts

Conceptualizing and Measuring Difference

Privilege, Social Construction, Attribution, and Fairness

Organizational Structure and the Problem of Pay In-Equity

Identities: Who We Are and Why That Matters

The Big Three: Stereotypes, Prejudice, and Discrimination

Diversity, Inclusion, and the Law

Sex, Gender, and Work

Race, Ethnicity, and Work

Sexual Orientation and Work

Religion, Age, Ability, Appearance, Weight, Social Class, and Work

Building Diversity Competence for Individuals

Building Organizational Diversity Competence Through Organizational Development

Filters

Exam 8: Making the Most of Diversity in Teams

According to Hackman, the characteristics of effective teams include all of these except

In order to be effective, a team should have

Ruderman and her colleagues make six recommendations about leading across differences. Explain any two of these recommendations.

Social and organizational psychologists have studied leadership processes for many years. For any one of the theories of leadership listed, suggest what the theory implies about leadership of internally diverse teams.

Researchers have suggested several ways of describing task types. Choose any one of these and explain how type of task might impact the effect of internal diversity on a team's productivity.

What are team mental models, and why are they important?

Characteristics of Groupthink include

The Hackman Model proposes that effective teams meet expectations for output, grow as a team over time, and provide experiences of learning and well-being for their members. The model lists five conditions that are required for this effectiveness. List and explain any two of these conditions.

Groupthink

Research shows that Team Mental Models (TMMs)

What is the difference between group structure and group process? Illustrate each with an example that is relevant to the management of diversity and inclusion.

Transactive memory

What are some effects of cohesiveness on a team's work? How can the team's internal diversity affect its cohesiveness?

Which is most likely to damage group effectiveness?

What are some good reasons for assigning a job to a team rather than an individual? List any three reasons.

According to Mannix and Neale, surface diversity

What is social loafing and how can it affect a team's success? List three things a leader might do to deal with possible social loafing.

Conflict management, interpersonal communication, feedback-seeking, and role modeling are

Research has shown that group brainstorming

Which of these is an example of group or team structure?

Basic Concepts

Conceptualizing and Measuring Difference

Privilege, Social Construction, Attribution, and Fairness

Organizational Structure and the Problem of Pay In-Equity

Identities: Who We Are and Why That Matters

The Big Three: Stereotypes, Prejudice, and Discrimination

Diversity, Inclusion, and the Law

Sex, Gender, and Work

Race, Ethnicity, and Work

Sexual Orientation and Work

Religion, Age, Ability, Appearance, Weight, Social Class, and Work

Building Diversity Competence for Individuals

Building Organizational Diversity Competence Through Organizational Development

Filters