Question 1

Match the following:
-Status structure

Accepted Answer

A) Emotional closeness to other group members. 
B) A task function of a team. 
C) Closeness to the group and its members achieved through tasks and activities. 
D) Set of authority and task relations among a group's members. 
E) A maintenance function of a team or group. 
A) Emotional closeness to other group members. 
B) A task function of a team. 
C) Closeness to the group and its members achieved through tasks and activities. 
D) Set of authority and task relations among a group's members. 
E) A maintenance function of a team or group.

Question 2

Self-managed teams are broad-based work teams that deal with issues beyond quality.

Accepted Answer

A) True 
 B)False

Question 3

As a member of a quality circle, you frequently check with other members to make sure all are focused on the same problem and that everyone has opportunities to contribute. You are performing the group maintenance function of:

Accepted Answer

A) seeking consensus 
B) testing ideas 
C) gatekeeping communication 
D) giving information 
A) seeking consensus 
B) testing ideas 
C) gatekeeping communication 
D) giving information

Question 4

The set of authority and task relations among group members is known as:

Accepted Answer

A) control and sanctions 
B) mutual acceptance 
C) status structure 
D) cohesiveness 
A) control and sanctions 
B) mutual acceptance 
C) status structure 
D) cohesiveness

Question 5

A group member who becomes a social loafer may negatively affect cohesiveness.

Accepted Answer

A) True 
 B)False

Question 6

Role and status structures tend to be highly defined and relatively unchanged in a fully developed mature group.

Accepted Answer

A) True 
 B)False

Question 7

Match the following:
-Social loafer

Accepted Answer

A) A group member who fails to contribute to group tasks and relies on others to carry the group. 
B) A strong group characteristic that functions to keep members together as a group; or the force that ties group members together. 
C) An expected behavior that group members use as a standard. 
D) The phenomenon of a group member losing his/her sense of belonging, contribution to the group, and accountability to the group. 
E) Two or more persons with mutually reinforcing skills and commitment to one another to accomplish a task goal. 
A) A group member who fails to contribute to group tasks and relies on others to carry the group. 
B) A strong group characteristic that functions to keep members together as a group; or the force that ties group members together. 
C) An expected behavior that group members use as a standard. 
D) The phenomenon of a group member losing his/her sense of belonging, contribution to the group, and accountability to the group. 
E) Two or more persons with mutually reinforcing skills and commitment to one another to accomplish a task goal.

Question 8

For successful chief executive officers, their peak performance years are usually after:

Accepted Answer

A) two years 
B) ten years 
C) five to seven years 
D) three to four years 
A) two years 
B) ten years 
C) five to seven years 
D) three to four years

Question 9

Match the following:
-Autonomously

Accepted Answer

A) A cultural characteristic of an organization that encourages employee problem solving. 
B) A work team that can make decisions formally made by managers. 
C) Top level or executive managers. 
D) The shifting of authority and responsibility downward into the organization. 
E) To act alone. 
A) A cultural characteristic of an organization that encourages employee problem solving. 
B) A work team that can make decisions formally made by managers. 
C) Top level or executive managers. 
D) The shifting of authority and responsibility downward into the organization. 
E) To act alone.

Question 10

Group cohesion and intragroup conflict tend to be contradictory forces.

Accepted Answer

A) True 
 B)False

Match the following: -Status structure

Self-managed teams are broad-based work teams that deal with issues beyond quality.

As a member of a quality circle, you frequently check with other members to make sure all are focused on the same problem and that everyone has opportunities to contribute. You are performing the group maintenance function of:

The set of authority and task relations among group members is known as:

A group member who becomes a social loafer may negatively affect cohesiveness.

Role and status structures tend to be highly defined and relatively unchanged in a fully developed mature group.

Match the following: -Social loafer

For successful chief executive officers, their peak performance years are usually after:

Match the following: -Autonomously

Group cohesion and intragroup conflict tend to be contradictory forces.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters

Exam 9: Work Teams and Groups

Match the following: -Status structure

Self-managed teams are broad-based work teams that deal with issues beyond quality.

As a member of a quality circle, you frequently check with other members to make sure all are focused on the same problem and that everyone has opportunities to contribute. You are performing the group maintenance function of:

The set of authority and task relations among group members is known as:

A group member who becomes a social loafer may negatively affect cohesiveness.

Role and status structures tend to be highly defined and relatively unchanged in a fully developed mature group.

Match the following: -Social loafer

For successful chief executive officers, their peak performance years are usually after:

Match the following: -Autonomously

Group cohesion and intragroup conflict tend to be contradictory forces.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters