Question 1

The process of getting oriented and getting acquainted with the group is known as the norming stage of team development.

Accepted Answer

A) True 
 B)False

Question 2

People tend to exert less effort when working alone than in groups,a tendency known as social loafing.

Accepted Answer

A) True 
 B)False

Question 3

Small teams with 2 to 9 members tend to be more highly committed and satisfied,and have better morale.

Accepted Answer

A) True 
 B)False

Question 4

When using a self-managed team,a manager should _____.

Accepted Answer

A) delegate administrative oversight of activities such as planning and scheduling 
B) control the team's staffing and scheduling 
C) offer lucrative individual bonuses 
D) allow members to fire their team members 
E) provide elaborate retreats for team discussions 
A) delegate administrative oversight of activities such as planning and scheduling 
B) control the team's staffing and scheduling 
C) offer lucrative individual bonuses 
D) allow members to fire their team members 
E) provide elaborate retreats for team discussions

Question 5

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

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 6

In managing virtual workers,a manager should _____.

Accepted Answer

A) give directions only by phone or in person 
B) make sure the worker is keeping to a fixed schedule of hours 
C) let employees work using their own expectations of how to do their jobs 
D) meet regularly,face-to-face 
E) initiate change quickly 
A) give directions only by phone or in person 
B) make sure the worker is keeping to a fixed schedule of hours 
C) let employees work using their own expectations of how to do their jobs 
D) meet regularly,face-to-face 
E) initiate change quickly

Question 7

Which of the following is a characteristic of a continuous improvement team?

Accepted Answer

A) serves as an advice team 
B) functions as a built-in part of any effective organizational group 
C) requires assigned membership 
D) emerges from self-managed team concept 
E) encourages high empowerment 
A) serves as an advice team 
B) functions as a built-in part of any effective organizational group 
C) requires assigned membership 
D) emerges from self-managed team concept 
E) encourages high empowerment

Question 8

Describe the stages of group development.For each,discuss what questions the individual asks at that stage,and what the leader should do to facilitate it.

Accepted Answer

Forming:the process of getting oriented

Question 9

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose,performance goals,and approach for which they hold themselves mutually accountable.

Accepted Answer

A) quality circle 
B) group 
C) panel 
D) collaborative unit 
E) team 
A) quality circle 
B) group 
C) panel 
D) collaborative unit 
E) team

Question 10

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

Accepted Answer

A) forming 
B) storming 
C) norming 
D) adjourning 
E) performing 
A) forming 
B) storming 
C) norming 
D) adjourning 
E) performing

Question 11

When job boundaries or task responsibilities are unclear,it can often lead to conflict.

Accepted Answer

A) True 
 B)False

Question 12

________ is defined as reciprocal faith in others' intentions and behaviors.

Accepted Answer

A) Cooperation 
B) Cohesiveness 
C) Trust 
D) Unity 
E) Fairness 
A) Cooperation 
B) Cohesiveness 
C) Trust 
D) Unity 
E) Fairness

Question 13

When Men's Wearhouse fired a salesperson who wasn't sharing walk-in customer traffic,and total clothing sales volume among all salespeople increased significantly,it _____.

Accepted Answer

A) reduced destructive internal competition 
B) increased productivity 
C) increased speed 
D) reduced costs 
E) improved quality 
A) reduced destructive internal competition 
B) increased productivity 
C) increased speed 
D) reduced costs 
E) improved quality

Question 14

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 15

A(n)______ role is behavior that concentrates on getting the team's work done.

Accepted Answer

A) maintenance 
B) performance 
C) administrative 
D) production 
E) task 
A) maintenance 
B) performance 
C) administrative 
D) production 
E) task

Question 16

The principal by-product of the norming stage of team development is _____.

Accepted Answer

A) adjournment 
B) uncertainty 
C) empowerment 
D) conflict 
E) group cohesiveness 
A) adjournment 
B) uncertainty 
C) empowerment 
D) conflict 
E) group cohesiveness

Question 17

A group that is created to do something productive for the organization and is headed by a leader is called a(n)_____.

Accepted Answer

A) dynamic group 
B) informal group 
C) normative group 
D) formal group 
E) network group 
A) dynamic group 
B) informal group 
C) normative group 
D) formal group 
E) network group

Question 18

A group is staffed with specialists pursuing a common objective.

Accepted Answer

A) True 
 B)False

Question 19

When resources are scarce,conflict is less likely.

Accepted Answer

A) True 
 B)False

Question 20

Generally speaking,the optimal team size is considered to be 5 to 6 members.

Accepted Answer

A) True 
 B)False

The process of getting oriented and getting acquainted with the group is known as the norming stage of team development.

People tend to exert less effort when working alone than in groups,a tendency known as social loafing.

Small teams with 2 to 9 members tend to be more highly committed and satisfied,and have better morale.

When using a self-managed team,a manager should _____.

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

In managing virtual workers,a manager should _____.

Which of the following is a characteristic of a continuous improvement team?

Describe the stages of group development.For each,discuss what questions the individual asks at that stage,and what the leader should do to facilitate it.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose,performance goals,and approach for which they hold themselves mutually accountable.

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

When job boundaries or task responsibilities are unclear,it can often lead to conflict.

________ is defined as reciprocal faith in others' intentions and behaviors.

When Men's Wearhouse fired a salesperson who wasn't sharing walk-in customer traffic,and total clothing sales volume among all salespeople increased significantly,it _____.

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

A(n)______ role is behavior that concentrates on getting the team's work done.

The principal by-product of the norming stage of team development is _____.

A group that is created to do something productive for the organization and is headed by a leader is called a(n)_____.

A group is staffed with specialists pursuing a common objective.

When resources are scarce,conflict is less likely.

Generally speaking,the optimal team size is considered to be 5 to 6 members.

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 for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: 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

Filters

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

The process of getting oriented and getting acquainted with the group is known as the norming stage of team development.

People tend to exert less effort when working alone than in groups,a tendency known as social loafing.

Small teams with 2 to 9 members tend to be more highly committed and satisfied,and have better morale.

When using a self-managed team,a manager should _____.

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

In managing virtual workers,a manager should _____.

Which of the following is a characteristic of a continuous improvement team?

Describe the stages of group development.For each,discuss what questions the individual asks at that stage,and what the leader should do to facilitate it.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose,performance goals,and approach for which they hold themselves mutually accountable.

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

When job boundaries or task responsibilities are unclear,it can often lead to conflict.

________ is defined as reciprocal faith in others' intentions and behaviors.

When Men's Wearhouse fired a salesperson who wasn't sharing walk-in customer traffic,and total clothing sales volume among all salespeople increased significantly,it _____.

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

A(n)______ role is behavior that concentrates on getting the team's work done.

The principal by-product of the norming stage of team development is _____.

A group that is created to do something productive for the organization and is headed by a leader is called a(n)_____.

A group is staffed with specialists pursuing a common objective.

When resources are scarce,conflict is less likely.

Generally speaking,the optimal team size is considered to be 5 to 6 members.

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 for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: 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

Filters