Question 1

Avoiding is an appropriate response to conflict when emotions are high and a cooling-off period is needed.

Accepted Answer

A) True 
 B)False

Question 2

Informal groups can be highly productive-even more so than formal groups.

Accepted Answer

A) True 
 B)False

Question 3

In all but the worst weather,Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building.This is an example of a(n)_____.

Accepted Answer

A) continuous improvement team 
B) formal group 
C) self-managed team 
D) virtual team 
E) informal group 
A) continuous improvement team 
B) formal group 
C) self-managed team 
D) virtual team 
E) informal group

Question 4

Both teams and individuals benefit from specific,measurable performance goals with continual feedback to tell individuals and team members how well they are doing.

Accepted Answer

A) True 
 B)False

Question 5

Managers can stimulate individuality in teams by encouraging people to have face-to-face exchanges at work.

Accepted Answer

A) True 
 B)False

Question 6

Define conflict and distinguish between dysfunctional conflict (bad)and functional conflict (good).

Accepted Answer

Conflict is simply disagreement,a perfec

Question 7

Luis,Grayson,and Tom met once a week for three months to redesign department work spaces,to be implemented when the organization moved to a new building in January.This is an example of a _____.

Accepted Answer

A) top management team 
B) virtual team 
C) cross-functional team 
D) continuous improvement team 
E) problem-solving team 
A) top management team 
B) virtual team 
C) cross-functional team 
D) continuous improvement team 
E) problem-solving team

Avoiding is an appropriate response to conflict when emotions are high and a cooling-off period is needed.

Informal groups can be highly productive-even more so than formal groups.

In all but the worst weather,Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building.This is an example of a(n)_____.

Both teams and individuals benefit from specific,measurable performance goals with continual feedback to tell individuals and team members how well they are doing.

Managers can stimulate individuality in teams by encouraging people to have face-to-face exchanges at work.

Define conflict and distinguish between dysfunctional conflict (bad)and functional conflict (good).

Luis,Grayson,and Tom met once a week for three months to redesign department work spaces,to be implemented when the organization moved to a new building in January.This is an example of a _____.

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

Avoiding is an appropriate response to conflict when emotions are high and a cooling-off period is needed.

Informal groups can be highly productive-even more so than formal groups.

In all but the worst weather,Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building.This is an example of a(n)_____.

Both teams and individuals benefit from specific,measurable performance goals with continual feedback to tell individuals and team members how well they are doing.

Managers can stimulate individuality in teams by encouraging people to have face-to-face exchanges at work.

Define conflict and distinguish between dysfunctional conflict (bad)and functional conflict (good).

Luis,Grayson,and Tom met once a week for three months to redesign department work spaces,to be implemented when the organization moved to a new building in January.This is an example of a _____.

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