Question 1

Globalization is making virtual teams increasingly necessary.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following is NOT a stage of team development?

Accepted Answer

A) Performing. 
B) Storming. 
C) Norming. 
D) Conforming. 
E) Forming. 
A) Performing. 
B) Storming. 
C) Norming. 
D) Conforming. 
E) Forming.

Question 3

A large bank wanted to develop a more team-focused culture,so it put all departments and branches through a series of three-day team building sessions.These expensive sessions represented a combination of wilderness-based trust-building (such as trust falls and leaderless problem solving)and sessions in which employees revealed their personal experiences and problems.Six months after the workforce had completed this training,the bank discovered that most departments and branches operated very much as they had before the team building program.There was little team culture and employees worked together with varying degrees of proficiency.Moreover,several employees had left the firm because they were upset about revealing their personal lives to colleagues.Identify two types of team building problems that would explain the general failure of this team building intervention.

Accepted Answer

The textbook describes three reasons why

Question 4

All teams exist to fulfill some purpose,either for the organization or for its members.

Accepted Answer

A) True 
 B)False

Question 5

Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline.

Accepted Answer

A) True 
 B)False

Question 6

Two features that distinguish virtual teams from conventional teams are:

Accepted Answer

A) size and heterogeneity. 
B) lack of co-location and dependence on information technology. 
C) joint optimization and primary work unit. 
D) norms and trust. 
E) None of these factors distinguishes virtual teams from conventional teams. 
A) size and heterogeneity. 
B) lack of co-location and dependence on information technology. 
C) joint optimization and primary work unit. 
D) norms and trust. 
E) None of these factors distinguishes virtual teams from conventional teams.

Question 7

When forming a team,it is critical that each team member has:

Accepted Answer

A) the complete set of skills necessary to perform the team's task alone. 
B) the motivation to work together. 
C) valuable skills that other team members do not know about. 
D) no previous experience working with any of the other members. 
E) all of these characteristics. 
A) the complete set of skills necessary to perform the team's task alone. 
B) the motivation to work together. 
C) valuable skills that other team members do not know about. 
D) no previous experience working with any of the other members. 
E) all of these characteristics.

Question 8

Electronic brainstorming relies mainly on e-mail and electronic chat rooms to make decisions.

Accepted Answer

A) True 
 B)False

Question 9

Self-directed work teams:

Accepted Answer

A) have not yet been introduced into CanadA. 
B) rely on supervisors to communicate between the team and senior management. 
C) perform a variety of tasks but have little autonomy regarding how to perform those tasks. 
D) are more common in Canada than in the United States. 
E) None of these statements are truE. 
A) have not yet been introduced into CanadA. 
B) rely on supervisors to communicate between the team and senior management. 
C) perform a variety of tasks but have little autonomy regarding how to perform those tasks. 
D) are more common in Canada than in the United States. 
E) None of these statements are truE.

Question 10

Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member.

Accepted Answer

A) True 
 B)False

Question 11

Critical events,such as a colleague's serious injury,may alter team norms.

Accepted Answer

A) True 
 B)False

Question 12

Employees should almost always be organized into teams when they have:

Accepted Answer

A) pooled interdependence. 
B) a very high level of heterogeneity. 
C) counterproductive norms. 
D) high levels of social loafing. 
E) reciprocal interdependencE. 
A) pooled interdependence. 
B) a very high level of heterogeneity. 
C) counterproductive norms. 
D) high levels of social loafing. 
E) reciprocal interdependencE.

Question 13

Jane has been working in a quality control team for the past year and has developed a feeling that her values are different from the values of her coworkers.Moreover,some team members seem to be unpredictable because they say one thing but do not actually follow through with their promises.Still,Jane has remained with the company and stayed on this team because she enjoys quality control work and doesn't see any other employment available in this field.What foundation of trust does Jane most likely have in this team?

Accepted Answer

A) Calculus-based 
B) Identification-based 
C) Knowledge-based 
D) Team-based 
E) Jane has no trust at all in this team. 
A) Calculus-based 
B) Identification-based 
C) Knowledge-based 
D) Team-based 
E) Jane has no trust at all in this team.

Question 14

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

Accepted Answer

A) interaction. 
B) cooperation. 
C) coordination. 
D) confirmation. 
E) interdependencies. 
A) interaction. 
B) cooperation. 
C) coordination. 
D) confirmation. 
E) interdependencies.

Question 15

The effectiveness of teams is affected by:

Accepted Answer

A) organizational leadership. 
B) reward systems. 
C) communication systems. 
D) organizational structure. 
E) All of these conditions apply. 
A) organizational leadership. 
B) reward systems. 
C) communication systems. 
D) organizational structure. 
E) All of these conditions apply.

Question 16

The pressure to conform:

Accepted Answer

A) has no effect on team decision making. 
B) can influence the decision preferences of team members even when the pressure is subtle. 
C) is the main cause of group polarization. 
D) is the main cause of production blocking. 
E) has none of these effects or characteristics. 
A) has no effect on team decision making. 
B) can influence the decision preferences of team members even when the pressure is subtle. 
C) is the main cause of group polarization. 
D) is the main cause of production blocking. 
E) has none of these effects or characteristics.

Question 17

Production blocking causes team members to pay less attention to the conversation or to forget their own ideas.

Accepted Answer

A) True 
 B)False

Question 18

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

Accepted Answer

A) Evaluation apprehension is based on the individual's desire to create a favourable self-presentation. 
B) Evaluation apprehension occurs when employees believe that other team members are silently evaluating them. 
C) Evaluation apprehension decreases the individual's motivation to share his or her ideas. 
D) Evaluation apprehension is more common when the meeting is attended by people with higher status or expertise. 
E) Evaluation apprehension is less likely to occur when team members formally evaluate each other's performance throughout the year. 
A) Evaluation apprehension is based on the individual's desire to create a favourable self-presentation. 
B) Evaluation apprehension occurs when employees believe that other team members are silently evaluating them. 
C) Evaluation apprehension decreases the individual's motivation to share his or her ideas. 
D) Evaluation apprehension is more common when the meeting is attended by people with higher status or expertise. 
E) Evaluation apprehension is less likely to occur when team members formally evaluate each other's performance throughout the year.

Question 19

In teams with high efficacy,individual team members are more likely to display coordination and cooperative type behaviours.

Accepted Answer

A) True 
 B)False

Question 20

Liam works with four other accounting professionals as a team within one company.Liam doesn't particularly agree with many of his teammates' ideas,such as leaving work early and failing to double-check some account entries.However,he works comfortably with the group because their behaviour and decisions are predictable.What foundation of trust does Liam have in this team?

Accepted Answer

A) Calculus-based 
B) Identification-based 
C) Knowledge-based 
D) Evaluation-based 
E) Liam has no trust at all in this team. 
A) Calculus-based 
B) Identification-based 
C) Knowledge-based 
D) Evaluation-based 
E) Liam has no trust at all in this team.

Globalization is making virtual teams increasingly necessary.

Which of the following is NOT a stage of team development?

All teams exist to fulfill some purpose,either for the organization or for its members.

Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline.

Two features that distinguish virtual teams from conventional teams are:

When forming a team,it is critical that each team member has:

Electronic brainstorming relies mainly on e-mail and electronic chat rooms to make decisions.

Self-directed work teams:

Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member.

Critical events,such as a colleague's serious injury,may alter team norms.

Employees should almost always be organized into teams when they have:

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

The effectiveness of teams is affected by:

The pressure to conform:

Production blocking causes team members to pay less attention to the conversation or to forget their own ideas.

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

In teams with high efficacy,individual team members are more likely to display coordination and cooperative type behaviours.

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

Globalization is making virtual teams increasingly necessary.

Which of the following is NOT a stage of team development?

All teams exist to fulfill some purpose,either for the organization or for its members.

Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline.

Two features that distinguish virtual teams from conventional teams are:

When forming a team,it is critical that each team member has:

Electronic brainstorming relies mainly on e-mail and electronic chat rooms to make decisions.

Self-directed work teams:

Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member.

Critical events,such as a colleague's serious injury,may alter team norms.

Employees should almost always be organized into teams when they have:

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

The effectiveness of teams is affected by:

The pressure to conform:

Production blocking causes team members to pay less attention to the conversation or to forget their own ideas.

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

In teams with high efficacy,individual team members are more likely to display coordination and cooperative type behaviours.

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