Question 1

What are the critical success factors in managing virtual teams?

Accepted Answer

According to Duarte and Snyder (2006), several factors affect the probability of a virtual team's success:
• Ensuring that human resource policies support and reward people who work in virtual teams.
• Formal training in using technology is vital for success; so managers should undergo training in a virtual team environment, as well as provide access to shared lessons.
• The implementation of standard organisational processes (e.g. definition of requirements and estimates of costs). It is also important that virtual teams come to agreement on team norms, conflict resolution procedures and communication protocols.
• Selection of the right electronic collaboration and communication technology to meet the needs of the project (e.g. desktop videoconferencing and team websites).
• Leaders need to create organisational norms that encourage working with people from other cultures.

Question 2

A top management team usually has high levels of:

Accepted Answer

A)  independence between the functional areas. 
B)  reliance on the board of directors. 
C)  reliance on customer feedback. 
D)  interdependence between the functional areas. 
A)  independence between the functional areas. 
B)  reliance on the board of directors. 
C)  reliance on customer feedback. 
D)  interdependence between the functional areas. D

Question 3

Selection of the right electronic collaboration and communication technology to meet the needs of the project is a critical success factor for which type of team?

Accepted Answer

A)  Self managed team 
B)  Self directed team 
C)  Top management team 
D)  Virtual team 
A)  Self managed team 
B)  Self directed team 
C)  Top management team 
D)  Virtual team D

Question 4

Two moderators of teamwork processes and team effectiveness are:

Accepted Answer

A)  mission and team composition. 
B)  task interdependence and team size. 
C)  coordination and mission. 
D)  conflict management and communication. 
A)  mission and team composition. 
B)  task interdependence and team size. 
C)  coordination and mission. 
D)  conflict management and communication.

Question 5

What is your understanding of the term 'psychologically healthy workplace'?

Accepted Answer

Sauter, Lim, and Murphy (1996) defined a

Question 6

The first and perhaps the most important step a team should undertake is to:

Accepted Answer

A)  establish clear rewards and punishments for team behaviours. 
B)  elect a leader. 
C)  develop a dispute resolution procedure. 
D)  reach a clear understanding of its mission through the articulation of a mission statement. 
A)  establish clear rewards and punishments for team behaviours. 
B)  elect a leader. 
C)  develop a dispute resolution procedure. 
D)  reach a clear understanding of its mission through the articulation of a mission statement.

Question 7

The concept of self-directed work teams was first formally introduced into:

Accepted Answer

A)  Frederick Taylor's production lines in the 1920s. 
B)  Henry Ford's production lines in the 1940s. 
C)  British coal mines in the late 1940s and 1950s. 
D)  US steel mills in the 1890s. 
A)  Frederick Taylor's production lines in the 1920s. 
B)  Henry Ford's production lines in the 1940s. 
C)  British coal mines in the late 1940s and 1950s. 
D)  US steel mills in the 1890s.

Question 8

The emotional bonds that develop among members as they work together as a team are called:

Accepted Answer

A)  team culture. 
B)  team mission. 
C)  team cohesion. 
D)  team relationships. 
A)  team culture. 
B)  team mission. 
C)  team cohesion. 
D)  team relationships.

Question 9

Briefly discuss task interdependence and team size as moderators of team effectiveness.

Accepted Answer

Teams in which members depend on one ano

Question 10

Which one of the following is a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Accepted Answer

A)  Increased workplace productivity 
B)  Lower overall costs 
C)  Higher levels of absenteeism 
D)  Multi-skilling 
A)  Increased workplace productivity 
B)  Lower overall costs 
C)  Higher levels of absenteeism 
D)  Multi-skilling

Question 11

Defining processes, action processes and interpersonal processes are:

Accepted Answer

A)  moderators in a model of team effectiveness. 
B)  team work process variables in a model of team effectiveness. 
C)  types of team effectiveness. 
D)  parts of a mental model. 
A)  moderators in a model of team effectiveness. 
B)  team work process variables in a model of team effectiveness. 
C)  types of team effectiveness. 
D)  parts of a mental model.

Question 12

Which one of these options is not one of the three sets of diversity impacting on team performance?

Accepted Answer

A)  Objective differences 
B)  Task process diversity 
C)  Personality diversity 
D)  Deep level dispositional diversity 
A)  Objective differences 
B)  Task process diversity 
C)  Personality diversity 
D)  Deep level dispositional diversity

Question 13

Which one of the following is not a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Accepted Answer

A)  Increased workplace productivity 
B)  Lower overall costs 
C)  Lower levels of absenteeism 
D)  Improvements to product and service quality 
A)  Increased workplace productivity 
B)  Lower overall costs 
C)  Lower levels of absenteeism 
D)  Improvements to product and service quality

Question 14

Which one of the following is not an aspect to be guarded against on a virtual team?

Accepted Answer

A)  Increased similarity 
B)  Less team spirit 
C)  Less open communication 
D)  Fewer shared experiences 
A)  Increased similarity 
B)  Less team spirit 
C)  Less open communication 
D)  Fewer shared experiences

Question 15

What are some of the factors that can lead to the downfall of self-managing teams?

Accepted Answer

Self-managing teams (SMTs) have failed d

Question 16

What are the critical success factors in managing cross-functional teams?

Accepted Answer

Holland et al. (2000) identified six fac

Question 17

What is the most important factor for ensuring the success of team-based projects?

Accepted Answer

A)  Project managers detecting people-related and process-related early warning signs, and determining to bring about changes before it is too late. 
B)  Subject matter experts providing adequate time to teams. 
C)  Having adequate documentation on success criteria. 
D)  Having adequate resource allocation. 
A)  Project managers detecting people-related and process-related early warning signs, and determining to bring about changes before it is too late. 
B)  Subject matter experts providing adequate time to teams. 
C)  Having adequate documentation on success criteria. 
D)  Having adequate resource allocation.

Question 18

Define self-managing teams (SMT) and discuss any two foundations of SMTs.

Accepted Answer

Self-managing teams (SMTs) (also called

Question 19

Self-managing teams (also called self-directing teams) are:

Accepted Answer

A)  groups of independent individuals that can self-regulate their behaviour on relatively whole tasks. 
B)  groups of interdependent individuals that can self-regulate their behaviour on relatively whole tasks. 
C)  groups of interdependent individuals that focus only on the tasks they are given. 
D)  groups of independent individuals that focus only on the tasks they are given. 
A)  groups of independent individuals that can self-regulate their behaviour on relatively whole tasks. 
B)  groups of interdependent individuals that can self-regulate their behaviour on relatively whole tasks. 
C)  groups of interdependent individuals that focus only on the tasks they are given. 
D)  groups of independent individuals that focus only on the tasks they are given.

Question 20

The extent to which members of a group believe that they can be effective as a team across tasks or contexts is best defined as:

Accepted Answer

A)  team cohesion. 
B)  team performance. 
C)  team potency. 
D)  team mission. 
A)  team cohesion. 
B)  team performance. 
C)  team potency. 
D)  team mission.

What are the critical success factors in managing virtual teams?

A top management team usually has high levels of:

Selection of the right electronic collaboration and communication technology to meet the needs of the project is a critical success factor for which type of team?

Two moderators of teamwork processes and team effectiveness are:

What is your understanding of the term 'psychologically healthy workplace'?

The first and perhaps the most important step a team should undertake is to:

The concept of self-directed work teams was first formally introduced into:

The emotional bonds that develop among members as they work together as a team are called:

Briefly discuss task interdependence and team size as moderators of team effectiveness.

Which one of the following is a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Defining processes, action processes and interpersonal processes are:

Which one of these options is not one of the three sets of diversity impacting on team performance?

Which one of the following is not a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Which one of the following is not an aspect to be guarded against on a virtual team?

What are some of the factors that can lead to the downfall of self-managing teams?

What are the critical success factors in managing cross-functional teams?

What is the most important factor for ensuring the success of team-based projects?

Define self-managing teams (SMT) and discuss any two foundations of SMTs.

Self-managing teams (also called self-directing teams) are:

The extent to which members of a group believe that they can be effective as a team across tasks or contexts is best defined as:

Introduction to Organisational Behaviour

Research Methods in Organisational Behaviour

Job Analysis and Job Design

Personnel Selection

Individual Differences: Self-Concept, Personality and Emotions

Work Motivation

Work Attitudes and Values

Occupational Stress

Training, Performance Appraisal and Career Development

Leadership

Organisational Structure and Design

Organisational Culture and Climate

Organisation Development and Change

Organisational Communication and Conflict

Safety and Occupational Health

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Exam 9: High Performance Teams

What are the critical success factors in managing virtual teams?

A top management team usually has high levels of:

Selection of the right electronic collaboration and communication technology to meet the needs of the project is a critical success factor for which type of team?

Two moderators of teamwork processes and team effectiveness are:

What is your understanding of the term 'psychologically healthy workplace'?

The first and perhaps the most important step a team should undertake is to:

The concept of self-directed work teams was first formally introduced into:

The emotional bonds that develop among members as they work together as a team are called:

Briefly discuss task interdependence and team size as moderators of team effectiveness.

Which one of the following is a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Defining processes, action processes and interpersonal processes are:

Which one of these options is not one of the three sets of diversity impacting on team performance?

Which one of the following is not a benefit flowing directly from an organisation's choice of adopting a team-based approach?

Which one of the following is not an aspect to be guarded against on a virtual team?

What are some of the factors that can lead to the downfall of self-managing teams?

What are the critical success factors in managing cross-functional teams?

What is the most important factor for ensuring the success of team-based projects?

Define self-managing teams (SMT) and discuss any two foundations of SMTs.

Self-managing teams (also called self-directing teams) are:

The extent to which members of a group believe that they can be effective as a team across tasks or contexts is best defined as:

Introduction to Organisational Behaviour

Research Methods in Organisational Behaviour

Job Analysis and Job Design

Personnel Selection

Individual Differences: Self-Concept, Personality and Emotions

Work Motivation

Work Attitudes and Values

Occupational Stress

Training, Performance Appraisal and Career Development

Leadership

Organisational Structure and Design

Organisational Culture and Climate

Organisation Development and Change

Organisational Communication and Conflict

Safety and Occupational Health

Filters