Question 1

Which of the following is the best way to manage virtual teams?

Accepted Answer

A)  Make sure that the majority of your team members are junior-level staffers who have no more than a year's tenure at the company. 
B)  Check in regularly, but resist the urge to micromanage. 
C)  Require all team members to work on the same schedule-say, Monday through Friday, from 9 a.m. until 6 p.m. 
D)  Meet with each individual member of the team at least twice a week. 
E)  Avoid face-to-face communication and convey information primarily through e-mail and texts. 
A)  Make sure that the majority of your team members are junior-level staffers who have no more than a year's tenure at the company. 
B)  Check in regularly, but resist the urge to micromanage. 
C)  Require all team members to work on the same schedule-say, Monday through Friday, from 9 a.m. until 6 p.m. 
D)  Meet with each individual member of the team at least twice a week. 
E)  Avoid face-to-face communication and convey information primarily through e-mail and texts. B

Question 2

Javier points out during the meeting that the group has fallen a half hour behind schedule according to the agenda and should get back to the important work at hand. He is performing a ________ role.

Accepted Answer

A)  relational 
B)  production 
C)  maintenance 
D)  social 
E)  task 
A)  relational 
B)  production 
C)  maintenance 
D)  social 
E)  task E

Question 3

This question contains two parts; be sure to answer both.
First, explain the conflict-handling styles a manager might adopt and the circumstances under which each style is appropriate.
Next, imagine that you run a small diner that serves breakfast and lunch. A major company, with thousands of employees, has moved into the neighborhood. You need to open your diner two hours earlier each day (at 5 a.m. instead of 7 a.m.), but the staff is unwilling to come into work so early, and many have refused to do so. Which method would you use to manage the conflict? Explain the rationale for your solution.

Accepted Answer

The five styles are:
1. Avoiding-ignoring or suppressing a conflict; appropriate when a person needs to buy time in unfolding and ambiguous situations.
2. Accommodating-allowing the other person's desires to prevail; appropriate when the issue isn't important and is simple and not getting worse.
3. Forcing-ordering or otherwise using power to get people to do it your way; appropriate when quick results are essential.
4. Compromising-splitting the difference; appropriate when both sides have opposite goals and/or possess equal power.
5. Collaborating-devising solutions that benefit both parties; appropriate for complex issues plagued by misunderstanding.
Students should explain which style they would choose to handle the conflict at the diner.
1. Avoiding-ignore there is an issue and open early and work the diner yourself or hire new employees.
2. Accommodating-allow the employees to still come in at 7 a.m. and have a modified menu for the earlier time.
3. Forcing-tell the employees to come in or get another job.
4. Compromising-rotate who comes in early and who stays late.
5. Collaborating-talk with the employees and brainstorm solutions together.

Question 4

Two or more freely interacting individuals who share norms, share goals, and have a common identity form a

Accepted Answer

A)  cluster. 
B)  self-managing work team. 
C)  group. 
D)  quality circle. 
E)  collaborative unit. 
A)  cluster. 
B)  self-managing work team. 
C)  group. 
D)  quality circle. 
E)  collaborative unit.

Question 5

________ teams have been found to have a positive effect on productivity and attitudes of control, yet no impact on job satisfaction or organizational commitment.

Accepted Answer

A)  Project 
B)  Cross-functional 
C)  Work 
D)  Self-managed 
E)  Virtual 
A)  Project 
B)  Cross-functional 
C)  Work 
D)  Self-managed 
E)  Virtual

Question 6

During the storming stage of Tuckman's five-stage model, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

Accepted Answer

A) True 
 B)False

Question 7

In the performing stage of group development, members

Accepted Answer

A)  prepare for disbandment. 
B)  develop close relationships. 
C)  test the leader's policies. 
D)  concentrate on solving problems and completing tasks. 
E)  hold back to see what will happen. 
A)  prepare for disbandment. 
B)  develop close relationships. 
C)  test the leader's policies. 
D)  concentrate on solving problems and completing tasks. 
E)  hold back to see what will happen.

Question 8

A moderate level of conflict can induce creativity and initiative, thereby raising performance.

Accepted Answer

A) True 
 B)False

Question 9

Think back on a time you were part of a team and describe how you will become a more effective team member in the future. What did you do wrong or right?

Accepted Answer

Commit to the team-willingness to put th

Question 10

Based on expectations of the team, of the organization, and of themselves, what do the members of the team often develop?

Accepted Answer

A)  resources 
B)  norms 
C)  groupthink 
D)  roles 
E)  social fit 
A)  resources 
B)  norms 
C)  groupthink 
D)  roles 
E)  social fit

Question 11

If you have a team that is low on conscientiousness, which of the following would you recommend?

Accepted Answer

A)  They need to engage in team reflectivity. 
B)  They need a team charter. 
C)  They need to follow the norms they created. 
D)  They need to give each member a voice. 
E)  They need to define the task and maintenance roles. 
A)  They need to engage in team reflectivity. 
B)  They need a team charter. 
C)  They need to follow the norms they created. 
D)  They need to give each member a voice. 
E)  They need to define the task and maintenance roles.

Question 12

Norms are typically explicit and are often discussed openly.

Accepted Answer

A) True 
 B)False

Question 13

What is the difference between a group and a team?

Accepted Answer

A)  A team is a collection of people, and a group is a powerful unit of collective performance. 
B)  A group is a collection of people, and a team is a powerful unit of collective performance. 
C)  A group can also be considered an organization, whereas a team cannot. 
D)  Teams share norms, but groups don't. 
E)  A group does not necessarily have a shared goal, and teams always have a shared goal. 
A)  A team is a collection of people, and a group is a powerful unit of collective performance. 
B)  A group is a collection of people, and a team is a powerful unit of collective performance. 
C)  A group can also be considered an organization, whereas a team cannot. 
D)  Teams share norms, but groups don't. 
E)  A group does not necessarily have a shared goal, and teams always have a shared goal.

Question 14

Explain how the development of car-sharing services in major urban areas, such as ZipCar, punctuated the equilibrium for well-established car-rental companies like Hertz and Avis. Note: With ZipCar, people pay a monthly fee to join the service; they can then reserve cars by the hour or by the day, and pick them up in convenient locations. The process is much easier, with much less hassle, than going through a traditional car-rental company.

Accepted Answer

When a group follows punctuated equilibr

Question 15

Which of the following is a source of intergroup conflict in the workplace?

Accepted Answer

A)  excessive communication 
B)  inconsistent goals or reward systems 
C)  too many resources 
D)  lack of diversity 
E)  strict job boundaries 
A)  excessive communication 
B)  inconsistent goals or reward systems 
C)  too many resources 
D)  lack of diversity 
E)  strict job boundaries

Question 16

________ is designed to elicit different opinions without inciting people's personal feelings.

Accepted Answer

A)  Groupthink 
B)  Storming 
C)  Social loafing 
D)  Programmed conflict 
E)  Dysfunctional conflict 
A)  Groupthink 
B)  Storming 
C)  Social loafing 
D)  Programmed conflict 
E)  Dysfunctional conflict

Question 17

________, the second stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the group.

Accepted Answer

A)  Norming 
B)  Forming 
C)  Storming 
D)  Performing 
E)  Adjourning 
A)  Norming 
B)  Forming 
C)  Storming 
D)  Performing 
E)  Adjourning

Question 18

When Cisco Systems told executives they would gain or lose 30 percent of their bonuses based on how well they worked with peers, and in three years had record profits, the company

Accepted Answer

A)  reduced destructive internal competition. 
B)  increased productivity. 
C)  increased speed. 
D)  reduced costs. 
E)  improved workplace cohesiveness. 
A)  reduced destructive internal competition. 
B)  increased productivity. 
C)  increased speed. 
D)  reduced costs. 
E)  improved workplace cohesiveness.

Question 19

Which of the following is NOT characteristic of workgroups with excessive conflict?

Accepted Answer

A)  dissatisfaction 
B)  indecision 
C)  political infighting 
D)  lack of teamwork 
E)  creativity 
A)  dissatisfaction 
B)  indecision 
C)  political infighting 
D)  lack of teamwork 
E)  creativity

Question 20

Why would a group or team NOT typically enforce norms?

Accepted Answer

A)  There is a no need to clarify role expectations. 
B)  They don't want to help the group survive. 
C)  There is a need to create a written document of guidelines for new employees. 
D)  They do not see a reason to emphasize the group's important values. 
E)  There is no need to help individuals avoid embarrassing situations. 
A)  There is a no need to clarify role expectations. 
B)  They don't want to help the group survive. 
C)  There is a need to create a written document of guidelines for new employees. 
D)  They do not see a reason to emphasize the group's important values. 
E)  There is no need to help individuals avoid embarrassing situations.

Which of the following is the best way to manage virtual teams?

Javier points out during the meeting that the group has fallen a half hour behind schedule according to the agenda and should get back to the important work at hand. He is performing a ________ role.

Two or more freely interacting individuals who share norms, share goals, and have a common identity form a

________ teams have been found to have a positive effect on productivity and attitudes of control, yet no impact on job satisfaction or organizational commitment.

During the storming stage of Tuckman's five-stage model, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

In the performing stage of group development, members

A moderate level of conflict can induce creativity and initiative, thereby raising performance.

Think back on a time you were part of a team and describe how you will become a more effective team member in the future. What did you do wrong or right?

Based on expectations of the team, of the organization, and of themselves, what do the members of the team often develop?

If you have a team that is low on conscientiousness, which of the following would you recommend?

Norms are typically explicit and are often discussed openly.

What is the difference between a group and a team?

Which of the following is a source of intergroup conflict in the workplace?

________ is designed to elicit different opinions without inciting people's personal feelings.

________, the second stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the group.

When Cisco Systems told executives they would gain or lose 30 percent of their bonuses based on how well they worked with peers, and in three years had record profits, the company

Which of the following is NOT characteristic of workgroups with excessive conflict?

Why would a group or team NOT typically enforce norms?

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Managing Individual Differences and Behaviour: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

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Exam 13: Groups and Teams: Increasing Cooperation, Reducing Conflict

Which of the following is the best way to manage virtual teams?

Javier points out during the meeting that the group has fallen a half hour behind schedule according to the agenda and should get back to the important work at hand. He is performing a ________ role.

Two or more freely interacting individuals who share norms, share goals, and have a common identity form a

________ teams have been found to have a positive effect on productivity and attitudes of control, yet no impact on job satisfaction or organizational commitment.

During the storming stage of Tuckman's five-stage model, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

In the performing stage of group development, members

A moderate level of conflict can induce creativity and initiative, thereby raising performance.

Think back on a time you were part of a team and describe how you will become a more effective team member in the future. What did you do wrong or right?

Based on expectations of the team, of the organization, and of themselves, what do the members of the team often develop?

If you have a team that is low on conscientiousness, which of the following would you recommend?

Norms are typically explicit and are often discussed openly.

What is the difference between a group and a team?

Which of the following is a source of intergroup conflict in the workplace?

________ is designed to elicit different opinions without inciting people's personal feelings.

________, the second stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the group.

When Cisco Systems told executives they would gain or lose 30 percent of their bonuses based on how well they worked with peers, and in three years had record profits, the company

Which of the following is NOT characteristic of workgroups with excessive conflict?

Why would a group or team NOT typically enforce norms?

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Managing Individual Differences and Behaviour: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

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