Question 1

Team roles are typically negotiated among team members.

Accepted Answer

A) True 
 B)False

Question 2

All teams are groups,but some types of groups are not teams.

Accepted Answer

A) True 
 B)False

Question 3

Globalization is making virtual teams increasingly necessary.

Accepted Answer

A) True 
 B)False

Question 4

Process losses are the resources expended to develop and maintain an effective team.

Accepted Answer

A) True 
 B)False

Question 5

Groupthink characteristics cause team members to be ___________ their decisions.

Accepted Answer

A)  uncomfortable with 
B)  confused about 
C)  hesitant and doubtful about 
D)  more aware of the characteristics of 
E)  highly confident in 
A)  uncomfortable with 
B)  confused about 
C)  hesitant and doubtful about 
D)  more aware of the characteristics of 
E)  highly confident in

Question 6

Highly cohesive teams invariably perform organizational objectives better than teams with moderate or low cohesiveness.

Accepted Answer

A) True 
 B)False

Question 7

The team effectiveness model does not apply to virtual teams.

Accepted Answer

A) True 
 B)False

Question 8

The trust that new team members feel towards their teammates is fragile and easily weakened.

Accepted Answer

A) True 
 B)False

Question 9

Team cohesiveness decreases with increase interaction,because there are more chances for conflicts to emerge.

Accepted Answer

A) True 
 B)False

Question 10

Forming,storming,and norming are the three main levels of task interdependence.

Accepted Answer

A) True 
 B)False

Question 11

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 12

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

Accepted Answer

A) True 
 B)False

Question 13

Electronic brainstorming is any situation in which team members communicate through email and other computer technologies to make decisions.

Accepted Answer

A) True 
 B)False

Question 14

Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.

Accepted Answer

A) True 
 B)False

Question 15

Our desire for informal groups is mostly influenced by our drive to defend.

Accepted Answer

A) True 
 B)False

Question 16

The longer team members work together,the better they develop common mental models to help them complete the work together.

Accepted Answer

A) True 
 B)False

Question 17

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 18

According to social identity theory:

Accepted Answer

A)  teams are never as productive as individuals working alone. 
B)  the most effective teams have as many members as the organization can afford. 
C)  the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams. 
D)  people define themselves by their group affiliations. 
E)  team members identify with their team only when they are publicly recognized as members of that team. 
A)  teams are never as productive as individuals working alone. 
B)  the most effective teams have as many members as the organization can afford. 
C)  the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams. 
D)  people define themselves by their group affiliations. 
E)  team members identify with their team only when they are publicly recognized as members of that team.

Question 19

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 20

When people join teams,they usually begin with a very low level of trust in the other team members.

Accepted Answer

A) True 
 B)False

Team roles are typically negotiated among team members.

All teams are groups,but some types of groups are not teams.

Globalization is making virtual teams increasingly necessary.

Process losses are the resources expended to develop and maintain an effective team.

Groupthink characteristics cause team members to be ___________ their decisions.

Highly cohesive teams invariably perform organizational objectives better than teams with moderate or low cohesiveness.

The team effectiveness model does not apply to virtual teams.

The trust that new team members feel towards their teammates is fragile and easily weakened.

Team cohesiveness decreases with increase interaction,because there are more chances for conflicts to emerge.

Forming,storming,and norming are the three main levels of task interdependence.

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

Electronic brainstorming is any situation in which team members communicate through email and other computer technologies to make decisions.

Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.

Our desire for informal groups is mostly influenced by our drive to defend.

The longer team members work together,the better they develop common mental models to help them complete the work together.

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

According to social identity theory:

Teams have which of the following features?

When people join teams,they usually begin with a very low level of trust in the other team members.

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters

Exam 8: Team Dynamics

Team roles are typically negotiated among team members.

All teams are groups,but some types of groups are not teams.

Globalization is making virtual teams increasingly necessary.

Process losses are the resources expended to develop and maintain an effective team.

Groupthink characteristics cause team members to be ___________ their decisions.

Highly cohesive teams invariably perform organizational objectives better than teams with moderate or low cohesiveness.

The team effectiveness model does not apply to virtual teams.

The trust that new team members feel towards their teammates is fragile and easily weakened.

Team cohesiveness decreases with increase interaction,because there are more chances for conflicts to emerge.

Forming,storming,and norming are the three main levels of task interdependence.

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

Electronic brainstorming is any situation in which team members communicate through email and other computer technologies to make decisions.

Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.

Our desire for informal groups is mostly influenced by our drive to defend.

The longer team members work together,the better they develop common mental models to help them complete the work together.

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

According to social identity theory:

Teams have which of the following features?

When people join teams,they usually begin with a very low level of trust in the other team members.

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters