Question 1

Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal.

Accepted Answer

A) True 
 B)False  True

Question 2

A group is a small group of people with complementary skills who are committed to a common purpose and performance goals.

Accepted Answer

A) True 
 B)False  False

Question 3

Which of the following is not one of the five stages of team development?

Accepted Answer

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

Question 4

Excessive conflict has little effect on organizational performance.

Accepted Answer

A) True 
 B)False

Question 5

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Accepted Answer

A)  Competitive 
B)  Personality 
C)  Dysfunctional 
D)  Communication 
E)  Programmed 
A)  Competitive 
B)  Personality 
C)  Dysfunctional 
D)  Communication 
E)  Programmed

Question 6

Work teams, which engage in collective work requiring coordinated effort, are of four types that may be identified according to their basic purpose: advice, process, project, or virtual.

Accepted Answer

A) True 
 B)False

Question 7

List and describe five basic behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts.

Accepted Answer

Whatever kind of organization you work f

Question 8

Being mutually accountable to a supervisor rather than to other members of the team makes members feel mutual trust and commitment-a key part in motivating members for team effort.

Accepted Answer

A) True 
 B)False

Question 9

Invulnerability, stereotyping of opposition, rationalization, and illusion of unanimity are symptoms of the Abilene paradox.

Accepted Answer

A) True 
 B)False

Question 10

______ is a "we feeling" that binds group members together.

Accepted Answer

A)  Group cohesiveness 
B)  Groupthink 
C)  Norming 
D)  Social loafing 
E)  Maintenance 
A)  Group cohesiveness 
B)  Groupthink 
C)  Norming 
D)  Social loafing 
E)  Maintenance

Question 11

In the workplace, informal groups cannot undercut the plans of formal groups.

Accepted Answer

A) True 
 B)False

Question 12

Research finds that the majority of workplace learning is informal.

Accepted Answer

A) True 
 B)False

Question 13

Groups that make it through storming generally do so because _____.

Accepted Answer

A)  they develop groupthink 
B)  someone wins the political battle and dominates the group 
C)  the work gets done 
D)  a respected member other than the leader challenges the group to resolve power struggles 
E)  the focus generally is on social loafing 
A)  they develop groupthink 
B)  someone wins the political battle and dominates the group 
C)  the work gets done 
D)  a respected member other than the leader challenges the group to resolve power struggles 
E)  the focus generally is on social loafing

Question 14

What are the three principal sources of conflict?

Accepted Answer

The three principal types of c

Question 15

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

Accepted Answer

A)  cooperation 
B)  credibility 
C)  unity 
D)  honesty 
E)  cohesiveness 
A)  cooperation 
B)  credibility 
C)  unity 
D)  honesty 
E)  cohesiveness

Question 16

Nordstrom department store chain emphasizes the great lengths to which it goes in customer service, an example of which reason to enforce norms?

Accepted Answer

A)  to clarify role expectations 
B)  to emphasize the organization's central values 
C)  to create cohesiveness 
D)  to help the group survive 
E)  to help individuals avoid embarrassing situations 
A)  to clarify role expectations 
B)  to emphasize the organization's central values 
C)  to create cohesiveness 
D)  to help the group survive 
E)  to help individuals avoid embarrassing situations

Question 17

What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?

Accepted Answer

Groupthink is a cohesive group's blind u

Question 18

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 19

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

Accepted Answer

A) True 
 B)False

Question 20

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

Accepted Answer

A) True 
 B)False

Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal.

A group is a small group of people with complementary skills who are committed to a common purpose and performance goals.

Which of the following is not one of the five stages of team development?

Excessive conflict has little effect on organizational performance.

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Work teams, which engage in collective work requiring coordinated effort, are of four types that may be identified according to their basic purpose: advice, process, project, or virtual.

List and describe five basic behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts.

Being mutually accountable to a supervisor rather than to other members of the team makes members feel mutual trust and commitment-a key part in motivating members for team effort.

Invulnerability, stereotyping of opposition, rationalization, and illusion of unanimity are symptoms of the Abilene paradox.

______ is a "we feeling" that binds group members together.

In the workplace, informal groups cannot undercut the plans of formal groups.

Research finds that the majority of workplace learning is informal.

Groups that make it through storming generally do so because _____.

What are the three principal sources of conflict?

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

Nordstrom department store chain emphasizes the great lengths to which it goes in customer service, an example of which reason to enforce norms?

What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?

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.

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

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

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

Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal.

A group is a small group of people with complementary skills who are committed to a common purpose and performance goals.

Which of the following is not one of the five stages of team development?

Excessive conflict has little effect on organizational performance.

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Work teams, which engage in collective work requiring coordinated effort, are of four types that may be identified according to their basic purpose: advice, process, project, or virtual.

List and describe five basic behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts.

Being mutually accountable to a supervisor rather than to other members of the team makes members feel mutual trust and commitment-a key part in motivating members for team effort.

Invulnerability, stereotyping of opposition, rationalization, and illusion of unanimity are symptoms of the Abilene paradox.

______ is a "we feeling" that binds group members together.

In the workplace, informal groups cannot undercut the plans of formal groups.

Research finds that the majority of workplace learning is informal.

Groups that make it through storming generally do so because _____.

What are the three principal sources of conflict?

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

Nordstrom department store chain emphasizes the great lengths to which it goes in customer service, an example of which reason to enforce norms?

What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?

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.

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

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