Exam 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
Exam 1: The Exceptional Manager: What You Do, How You Do It147 Questions
Exam 2: Management Theory: Essential Background for the Successful Manager136 Questions
Exam 3: The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing130 Questions
Exam 4: Global Management: Managing Across Borders148 Questions
Exam 5: Planning: The Foundation of Successful Management127 Questions
Exam 6: Strategic Management: How Exceptional Managers Realize a Grand Design133 Questions
Exam 7: Individual and Group Decision Making: How Managers Make Things Happen130 Questions
Exam 8: Organizational Culture, Structure, and Design: Building Blocks of the Organization129 Questions
Exam 9: Human Resource Management: Getting the Right People for Managerial Success168 Questions
Exam 10: Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager158 Questions
Exam 11: Managing Individual Differences and Behavior: Supervising People As People178 Questions
Exam 12: Motivating Employees: Achieving Superior Performance in the Workplace158 Questions
Exam 13: Groups and Teams: Increasing Cooperation, Reducing Conflict167 Questions
Exam 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader153 Questions
Exam 15: Interpersonal and Organizational Communication: Mastering the Exchange of Information160 Questions
Exam 16: Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness160 Questions
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When members of a group are friendly and tight-knit, but unable to disagree enough to properly appraise alternatives, they are said to be experiencing _____.
(Multiple Choice)
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Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____.
(Multiple Choice)
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People tend to exert less effort when working alone than in groups, a tendency known as social loafing.
(True/False)
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Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another.
(True/False)
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Genji sat through the meeting feeling convinced her team was misinterpreting recent marketing research, but she didn't say anything. The team leader, Peter, was her close friend, and she didn't want to disrupt the team since Peter perceived himself as very knowledgeable. Genji's team appears to be experiencing _____.
(Multiple Choice)
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Norms are a cohesive group's blind unwillingness to consider alternatives.
(True/False)
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In the performing stage of group development, members _____.
(Multiple Choice)
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Terri was part of a 18-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request, but had never actually helped with anything. This is likely an example of _____.
(Multiple Choice)
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The disadvantage of the ______ conflict-handling style is that it is very time-consuming.
(Multiple Choice)
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______ is designed to elicit different opinions without inciting people's personal feelings.
(Multiple Choice)
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Teamwork improves quality, speed, workplace cohesiveness, and productivity.
(True/False)
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Which of the following is a source of intergroup conflict in the workplace?
(Multiple Choice)
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A task role consists of behavior that fosters constructive relationships among team members.
(True/False)
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Rebecca asked Gavin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of _____.
(Multiple Choice)
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Which of the following is the best way to manage virtual teams?
(Multiple Choice)
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Common commitment is the essence of a team, and what differentiates it from a group.
(True/False)
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The dialectic method is used to elicit different opinions without inciting people's personal feelings.
(True/False)
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