Question 1

Which one of the following is not a critical success factor in managing cross-functional teams?

Accepted Answer

A)  Senior management should constitute the team and define their role within the organisation. 
B)  The appointment of a strong project leader. 
C)  Divergence of team's agenda and inter-departmental agendas. 
D)  Top management must visibly support the team. 
A)  Senior management should constitute the team and define their role within the organisation. 
B)  The appointment of a strong project leader. 
C)  Divergence of team's agenda and inter-departmental agendas. 
D)  Top management must visibly support the team.

Question 2

The most visible indicator of team effectiveness is:

Accepted Answer

A)  team performance. 
B)  team culture. 
C)  team communication. 
D)  team leadership. 
A)  team performance. 
B)  team culture. 
C)  team communication. 
D)  team leadership.

Question 3

Define team cohesion and briefly explain its three components.

Accepted Answer

The emotional bonds that develop among m

Question 4

Facilitating shared understanding in virtual teams involves which of the following?

Accepted Answer

A)  Protection of personal information. 
B)  Protection of essential knowledge that is needed across sites. 
C)  Guarding against development of a strong team identity. 
D)  Sharing of information about day-to-day activities throughout the project. 
A)  Protection of personal information. 
B)  Protection of essential knowledge that is needed across sites. 
C)  Guarding against development of a strong team identity. 
D)  Sharing of information about day-to-day activities throughout the project.

Question 5

Team mental models:

Accepted Answer

A)  are the plans that teams draw up to complete complex tasks. 
B)  are ways of thinking about forming a team. 
C)  allow members to anticipate one another's actions and to coordinate their behaviours. 
D)  allow reason to prevail over emotional team situations. 
A)  are the plans that teams draw up to complete complex tasks. 
B)  are ways of thinking about forming a team. 
C)  allow members to anticipate one another's actions and to coordinate their behaviours. 
D)  allow reason to prevail over emotional team situations.

Question 6

Self-managed teams:

Accepted Answer

A)  need leaders to oversee their contribution to the larger organisation. 
B)  do not need leaders to oversee their contribution to the larger organisation. 
C)  do not need autonomy of decision-making and feedback on the results of work activities. 
D)  need a low level of employee involvement. 
A)  need leaders to oversee their contribution to the larger organisation. 
B)  do not need leaders to oversee their contribution to the larger organisation. 
C)  do not need autonomy of decision-making and feedback on the results of work activities. 
D)  need a low level of employee involvement.

Question 7

Which of the following is not a people-related early warning sign of team failure?

Accepted Answer

A)  Personality differences in team members. 
B)  Lack of top management support. 
C)  No stakeholder participation in the project. 
D)  Failure of subject matter experts. 
A)  Personality differences in team members. 
B)  Lack of top management support. 
C)  No stakeholder participation in the project. 
D)  Failure of subject matter experts.

Question 8

The most important attribute contributing to the success of virtual teams is:

Accepted Answer

A)  shared work time. 
B)  shared financial resources. 
C)  shared stories. 
D)  shared understanding. 
A)  shared work time. 
B)  shared financial resources. 
C)  shared stories. 
D)  shared understanding.

Question 9

A group of people who apply different skills, with a high degree of interdependence, to ensure the effective delivery of a common organisational objective defines a:

Accepted Answer

A)  virtual team. 
B)  cross-functional team. 
C)  self-managed team. 
D)  top management team. 
A)  virtual team. 
B)  cross-functional team. 
C)  self-managed team. 
D)  top management team.

Which one of the following is not a critical success factor in managing cross-functional teams?

The most visible indicator of team effectiveness is:

Define team cohesion and briefly explain its three components.

Facilitating shared understanding in virtual teams involves which of the following?

Team mental models:

Self-managed teams:

Which of the following is not a people-related early warning sign of team failure?

The most important attribute contributing to the success of virtual teams is:

A group of people who apply different skills, with a high degree of interdependence, to ensure the effective delivery of a common organisational objective defines a:

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

Which one of the following is not a critical success factor in managing cross-functional teams?

The most visible indicator of team effectiveness is:

Define team cohesion and briefly explain its three components.

Facilitating shared understanding in virtual teams involves which of the following?

Team mental models:

Self-managed teams:

Which of the following is not a people-related early warning sign of team failure?

The most important attribute contributing to the success of virtual teams is:

A group of people who apply different skills, with a high degree of interdependence, to ensure the effective delivery of a common organisational objective defines a:

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