Question 1

Production employees working on an assembly line usually have which of the following types of task interdependence?

Accepted Answer

A) Sequential interdependence. 
B) Total independence. 
C) Reciprocal interdependence. 
D) Pooled interdependence. 
E) Straight-line interdependencE. 
A) Sequential interdependence. 
B) Total independence. 
C) Reciprocal interdependence. 
D) Pooled interdependence. 
E) Straight-line interdependencE.

Question 2

Rather than relying on design engineers alone to design new products,the CEO of Quokka Resources wants to form teams of people from several departments to develop more creative products.These teams will consist of design engineers,manufacturing engineers,marketing staff and purchasing staff.Quokka's CEO believes that these teams will develop more creative products than design engineers did when working alone.Identify three potential constraints that might interfere with the CEO's expected benefits of team-based decision making and creativity.

Accepted Answer

The textbook discusses four constraints

Question 3

During which stage of team development does a consensus form around the team's objectives?

Accepted Answer

A) performing 
B) reforming 
C) norming 
D) conforming 
E) forming 
A) performing 
B) reforming 
C) norming 
D) conforming 
E) forming

Question 4

Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Accepted Answer

A) True 
 B)False

Question 5

Overconfidence and evaluation apprehension are two characteristics of effective decision-making teams.

Accepted Answer

A) True 
 B)False

Question 6

Organizational leadership,organizational structure,and reward systems are:

Accepted Answer

A) three of the main sources of team cohesiveness. 
B) three team design features. 
C) three elements of the organizational and team environment. 
D) three of the main causes of social loafing. 
E) three ways to minimize teambuilding. 
A) three of the main sources of team cohesiveness. 
B) three team design features. 
C) three elements of the organizational and team environment. 
D) three of the main causes of social loafing. 
E) three ways to minimize teambuilding.

Question 7

Calculus,knowledge,and identification are:

Accepted Answer

A) the three stages of team development. 
B) three ways to improve team cohesiveness. 
C) three foundations of trust. 
D) three types of psychological contract. 
E) the three stages of conflict among team members. 
A) the three stages of team development. 
B) three ways to improve team cohesiveness. 
C) three foundations of trust. 
D) three types of psychological contract. 
E) the three stages of conflict among team members.

Question 8

Diversity among team members tends to undermine cohesion.

Accepted Answer

A) True 
 B)False

Question 9

As predictors of team performance,ambassador and task coordination activities are both positively related.

Accepted Answer

A) True 
 B)False

Question 10

In contrast to ambassador activities,task coordination activities show higher levels of communication laterally through the organization.

Accepted Answer

A) True 
 B)False

Question 11

Self-directed work teams are typically responsible for a specialized skill,such as accounting or maintenance.

Accepted Answer

A) True 
 B)False

Question 12

Compared with small teams,large teams usually:

Accepted Answer

A) are more effective performing services. 
B) have more process losses. 
C) have team members who feel more involved in the team's success. 
D) have more pooled interdependence. 
E) have all of these consequences. 
A) are more effective performing services. 
B) have more process losses. 
C) have team members who feel more involved in the team's success. 
D) have more pooled interdependence. 
E) have all of these consequences.

Question 13

According to Brooks's Law,adding more people to a late software project tends to:

Accepted Answer

A) further delay the project. 
B) increase team cohesiveness. 
C) require less effort to maintain team dynamics. 
D) speed the team faster through team development. 
E) have no effect on team dynamics. 
A) further delay the project. 
B) increase team cohesiveness. 
C) require less effort to maintain team dynamics. 
D) speed the team faster through team development. 
E) have no effect on team dynamics.

Question 14

In order to be successful,self-directed teams should be responsible for an entire work process.

Accepted Answer

A) True 
 B)False

Question 15

Calculus-based trust is the best form of trust to have in virtual teams.

Accepted Answer

A) True 
 B)False

Question 16

Describe the distinctive features of a typical self-directed team.

Accepted Answer

The textbook identifies two distinctive

Question 17

Which of these statements about self-directed work teams (SDTs)is TRUE?

Accepted Answer

A) SDTs typically work in a separate building from other employees in the organization. 
B) SDTs are responsible for planning,organizing,and controlling work activities with little or no direct involvement from higher-status supervisors. 
C) SDTs are mainly identified as groups that operate as virtual teams at least once each week. 
D) SDTs represent a very low level of employee involvement. 
E) SDTs are responsible for planning,organizing,and controlling work activities,but do so with direct involvement from higher-status supervisors. 
A) SDTs typically work in a separate building from other employees in the organization. 
B) SDTs are responsible for planning,organizing,and controlling work activities with little or no direct involvement from higher-status supervisors. 
C) SDTs are mainly identified as groups that operate as virtual teams at least once each week. 
D) SDTs represent a very low level of employee involvement. 
E) SDTs are responsible for planning,organizing,and controlling work activities,but do so with direct involvement from higher-status supervisors.

Question 18

You have been asked to lead a complex software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds.Using your knowledge of team size,how can you develop an effective team under these conditions?

Accepted Answer

First,students should make it clear that

Question 19

Team building should be viewed as:

Accepted Answer

A) a medical inoculation. 
B) a quick jump-start to the team's development. 
C) a necessary practice for selecting team leaders. 
D) Team building should be viewed as all of these. 
E) None of thesE. 
A) a medical inoculation. 
B) a quick jump-start to the team's development. 
C) a necessary practice for selecting team leaders. 
D) Team building should be viewed as all of these. 
E) None of thesE.

Question 20

Which of the following statements about evaluation apprehension in team settings is TRUE?

Accepted Answer

A) Evaluation apprehension increases with the individual's motivation to share his or her ideas. 
B) Evaluation apprehension is more likely to occur when team members formally evaluate each other's performance throughout the year. 
C) Evaluation apprehension motivates team members to generate creative solutions,no matter how silly they may sound. 
D) Evaluation apprehension does not apply to team settings. 
E) None of these statements are truE. 
A) Evaluation apprehension increases with the individual's motivation to share his or her ideas. 
B) Evaluation apprehension is more likely to occur when team members formally evaluate each other's performance throughout the year. 
C) Evaluation apprehension motivates team members to generate creative solutions,no matter how silly they may sound. 
D) Evaluation apprehension does not apply to team settings. 
E) None of these statements are truE.

Production employees working on an assembly line usually have which of the following types of task interdependence?

During which stage of team development does a consensus form around the team's objectives?

Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Overconfidence and evaluation apprehension are two characteristics of effective decision-making teams.

Organizational leadership,organizational structure,and reward systems are:

Calculus,knowledge,and identification are:

Diversity among team members tends to undermine cohesion.

As predictors of team performance,ambassador and task coordination activities are both positively related.

In contrast to ambassador activities,task coordination activities show higher levels of communication laterally through the organization.

Self-directed work teams are typically responsible for a specialized skill,such as accounting or maintenance.

Compared with small teams,large teams usually:

According to Brooks's Law,adding more people to a late software project tends to:

In order to be successful,self-directed teams should be responsible for an entire work process.

Calculus-based trust is the best form of trust to have in virtual teams.

Describe the distinctive features of a typical self-directed team.

Which of these statements about self-directed work teams (SDTs)is TRUE?

You have been asked to lead a complex software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds.Using your knowledge of team size,how can you develop an effective team under these conditions?

Team building should be viewed as:

Which of the following statements about evaluation apprehension in team settings is TRUE?

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 8: Team Dynamics

Production employees working on an assembly line usually have which of the following types of task interdependence?

During which stage of team development does a consensus form around the team's objectives?

Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Overconfidence and evaluation apprehension are two characteristics of effective decision-making teams.

Organizational leadership,organizational structure,and reward systems are:

Calculus,knowledge,and identification are:

Diversity among team members tends to undermine cohesion.

As predictors of team performance,ambassador and task coordination activities are both positively related.

In contrast to ambassador activities,task coordination activities show higher levels of communication laterally through the organization.

Self-directed work teams are typically responsible for a specialized skill,such as accounting or maintenance.

Compared with small teams,large teams usually:

According to Brooks's Law,adding more people to a late software project tends to:

In order to be successful,self-directed teams should be responsible for an entire work process.

Calculus-based trust is the best form of trust to have in virtual teams.

Describe the distinctive features of a typical self-directed team.

Which of these statements about self-directed work teams (SDTs)is TRUE?

You have been asked to lead a complex software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds.Using your knowledge of team size,how can you develop an effective team under these conditions?

Team building should be viewed as:

Which of the following statements about evaluation apprehension in team settings is TRUE?

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters