Question 1

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

Accepted Answer

A) True 
 B)False

Question 2

An effective team member __________ and manages the team's work so it is performed efficiently and harmoniously.

Accepted Answer

A) cooperates 
B) communicates 
C) coordinates 
D) delegates 
E) comforts 
A) cooperates 
B) communicates 
C) coordinates 
D) delegates 
E) comforts

Question 3

Teams have which of the following features?

Accepted Answer

A) Two or more people. 
B) Members perceive themselves as a social entity. 
C) Exist to fulfill some purpose. 
D) Team members influence each other. 
E) All of these are features of teams. 
A) Two or more people. 
B) Members perceive themselves as a social entity. 
C) Exist to fulfill some purpose. 
D) Team members influence each other. 
E) All of these are features of teams.

Question 4

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

Accepted Answer

A) True 
 B)False

Question 5

The only way to alter team norms is to disband the group.

Accepted Answer

A) True 
 B)False

Question 6

Team members tend to work together more effectively when they receive some team-based rewards.

Accepted Answer

A) True 
 B)False

Question 7

Teams are groups with some degree of task interdependence and a common objective.

Accepted Answer

A) True 
 B)False

Question 8

Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences.

Accepted Answer

A) True 
 B)False

Question 9

Teams are generally more effective when the task is complex and lacks definition.

Accepted Answer

A) True 
 B)False

Question 10

If a dysfunctional norm is very deeply ingrained,the best strategy is probably to:

Accepted Answer

A) tell the group that corporate leaders are willing to tolerate the dysfunctional norm. 
B) disband the group and replace it with people having more favourable norms. 
C) supplement the existing group with one or two people having more favourable norms. 
D) introduce rewards that further support the dysfunctional norm. 
E) do nothing. 
A) tell the group that corporate leaders are willing to tolerate the dysfunctional norm. 
B) disband the group and replace it with people having more favourable norms. 
C) supplement the existing group with one or two people having more favourable norms. 
D) introduce rewards that further support the dysfunctional norm. 
E) do nothing.

Question 11

What is the relationship between team cohesiveness and team productivity?

Accepted Answer

A) Higher team cohesiveness increases productivity. 
B) Higher team cohesiveness reduces efficiency. 
C) Team cohesiveness has no effect on productivity. 
D) The effect of cohesiveness on productivity depends on the group's attitude towards cohesiveness. 
E) The effect of team cohesiveness on productivity depends on whether team norms are consistent with organizational goals. 
A) Higher team cohesiveness increases productivity. 
B) Higher team cohesiveness reduces efficiency. 
C) Team cohesiveness has no effect on productivity. 
D) The effect of cohesiveness on productivity depends on the group's attitude towards cohesiveness. 
E) The effect of team cohesiveness on productivity depends on whether team norms are consistent with organizational goals.

Question 12

Self-directed work teams:

Accepted Answer

A) are informal groups. 
B) usually exist as communities of practice. 
C) have substantial autonomy over the execution of a complete task. 
D) consist of a group of employees led by their immediate supervisor. 
E) are common in Europe but rarely found in North America. 
A) are informal groups. 
B) usually exist as communities of practice. 
C) have substantial autonomy over the execution of a complete task. 
D) consist of a group of employees led by their immediate supervisor. 
E) are common in Europe but rarely found in North America.

Question 13

Team building is often ineffective because:

Accepted Answer

A) the activity is usually chosen without properly diagnosing the team's needs. 
B) the activity occurs over a long period of time,whereas it should occur in a few intense days. 
C) the activity tends to occur on the job,whereas effective team building removes employees from their familiar workplace. 
D) companies provide many types of team building in different situations,whereas all teams should have the same team building activities. 
E) all of these statements explain why team building is often ineffectivE. 
A) the activity is usually chosen without properly diagnosing the team's needs. 
B) the activity occurs over a long period of time,whereas it should occur in a few intense days. 
C) the activity tends to occur on the job,whereas effective team building removes employees from their familiar workplace. 
D) companies provide many types of team building in different situations,whereas all teams should have the same team building activities. 
E) all of these statements explain why team building is often ineffectivE.

Question 14

Knowledge-based trust develops over time.

Accepted Answer

A) True 
 B)False

Question 15

Members of SDTs have enriched and enlarged jobs.

Accepted Answer

A) True 
 B)False

Question 16

The nominal group technique is essentially a variation of brainwriting.

Accepted Answer

A) True 
 B)False

Question 17

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

Accepted Answer

A) True 
 B)False

Question 18

"Fault lines" are more likely to occur when teams:

Accepted Answer

A) have very few members. 
B) have developed through to the performing stage. 
C) are heterogeneous. 
D) are highly interdependent. 
E) have none of these features. 
A) have very few members. 
B) have developed through to the performing stage. 
C) are heterogeneous. 
D) are highly interdependent. 
E) have none of these features.

Question 19

Many potentially valuable ideas never get presented to the group because individuals think they are silly and would make them look equally silly to the team.

Accepted Answer

A) True 
 B)False

Question 20

Identify and describe the "five C's" of member behaviour in effective teams.

Accepted Answer

The "five C's" model includes:cooperatin

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

An effective team member __________ and manages the team's work so it is performed efficiently and harmoniously.

Teams have which of the following features?

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

The only way to alter team norms is to disband the group.

Team members tend to work together more effectively when they receive some team-based rewards.

Teams are groups with some degree of task interdependence and a common objective.

Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences.

Teams are generally more effective when the task is complex and lacks definition.

If a dysfunctional norm is very deeply ingrained,the best strategy is probably to:

What is the relationship between team cohesiveness and team productivity?

Self-directed work teams:

Team building is often ineffective because:

Knowledge-based trust develops over time.

Members of SDTs have enriched and enlarged jobs.

The nominal group technique is essentially a variation of brainwriting.

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

"Fault lines" are more likely to occur when teams:

Many potentially valuable ideas never get presented to the group because individuals think they are silly and would make them look equally silly to the team.

Identify and describe the "five C's" of member behaviour in effective teams.

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

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

An effective team member __________ and manages the team's work so it is performed efficiently and harmoniously.

Teams have which of the following features?

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

The only way to alter team norms is to disband the group.

Team members tend to work together more effectively when they receive some team-based rewards.

Teams are groups with some degree of task interdependence and a common objective.

Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences.

Teams are generally more effective when the task is complex and lacks definition.

If a dysfunctional norm is very deeply ingrained,the best strategy is probably to:

What is the relationship between team cohesiveness and team productivity?

Self-directed work teams:

Team building is often ineffective because:

Knowledge-based trust develops over time.

Members of SDTs have enriched and enlarged jobs.

The nominal group technique is essentially a variation of brainwriting.

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

"Fault lines" are more likely to occur when teams:

Many potentially valuable ideas never get presented to the group because individuals think they are silly and would make them look equally silly to the team.

Identify and describe the "five C's" of member behaviour in effective teams.

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