Question 1

Individuals are said to be cooperating when _____.

Accepted Answer

A)  they have reciprocal faith in others' intentions and behaviors 
B)  they have a sense of togetherness and unity 
C)  they have ceased to be competitive with one another and prefer harmony 
D)  their motivation comes from a desire to please a supervisor or the seeking of a tangible reward 
E)  their efforts are systematically integrated to achieve a collective objective 
A)  they have reciprocal faith in others' intentions and behaviors 
B)  they have a sense of togetherness and unity 
C)  they have ceased to be competitive with one another and prefer harmony 
D)  their motivation comes from a desire to please a supervisor or the seeking of a tangible reward 
E)  their efforts are systematically integrated to achieve a collective objective

Question 2

Which of the following is not a factor to help achieve team cohesiveness?

Accepted Answer

A)  Assign a large team of 16 to 20. 
B)  Encourage members' interaction and cooperation. 
C)  Emphasize members' common characteristics. 
D)  Ensure performance standards are clear, and regularly update members on team goals. 
E)  Give each member a stake in the team's success, or a "piece of the action." 
A)  Assign a large team of 16 to 20. 
B)  Encourage members' interaction and cooperation. 
C)  Emphasize members' common characteristics. 
D)  Ensure performance standards are clear, and regularly update members on team goals. 
E)  Give each member a stake in the team's success, or a "piece of the action."

Question 3

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 4

What are the four types of work teams? Describe what each does and provide an example of each.

Accepted Answer

The types of work teams are advice, prod

Question 5

Quality circles are not the same as continuous improvement teams.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is an important aspect when creating a self-managed team?

Accepted Answer

A)  Lessen the authority and autonomy that is granted. 
B)  Require participation to be outside normal working hour. 
C)  Allow workers to simply do their own thing. 
D)  Use some form of team compensation. 
E)  Require voluntary-only membership. 
A)  Lessen the authority and autonomy that is granted. 
B)  Require participation to be outside normal working hour. 
C)  Allow workers to simply do their own thing. 
D)  Use some form of team compensation. 
E)  Require voluntary-only membership.

Question 7

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 8

Rita is on a team that consists of members who interact by computer network to collaborate on project. She is on a(n) ________.

Accepted Answer

A)  remote team 
B)  e-team 
C)  self-managed team 
D)  virtual team 
E)  quality improvement team 
A)  remote team 
B)  e-team 
C)  self-managed team 
D)  virtual team 
E)  quality improvement team

Question 9

Over 25 years ago, Peter Drucker's prediction that the future organization would be organized around teamwork has become a reality.

Accepted Answer

A) True 
 B)False

Question 10

Maneka is on a team with Larson, and they are often in conflict. Maneka likes to begin her work with careful planning and she gets started immediately. Larson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from _____.

Accepted Answer

A)  lack of trust 
B)  ambiguous jurisdictions 
C)  communication failure 
D)  clash of personality, values, and attitudes 
E)  inconsistent goals 
A)  lack of trust 
B)  ambiguous jurisdictions 
C)  communication failure 
D)  clash of personality, values, and attitudes 
E)  inconsistent goals

Question 11

Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?

Accepted Answer

The five styles are:
1. Avoiding-ignorin

Question 12

During the storming stage, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

Accepted Answer

A) True 
 B)False

Question 13

During the ______ stage of team development, close relationships develop and unity and harmony emerge.

Accepted Answer

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

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Teamwork increases costs and destructive internal competition.

Accepted Answer

A) True 
 B)False

Question 16

Participating on virtual teams does not require individuals to be available for electronic communication 24 hours a day.

Accepted Answer

A) True 
 B)False

Question 17

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

Question 18

The question individuals ask during the norming stage of group development is _____

Accepted Answer

A)  "How do I fit in here?" 
B)  "What do the others expect me to do?" 
C)  "How can I best perform my role?" 
D)  "What's next?" 
E)  "What's my role here?" 
A)  "How do I fit in here?" 
B)  "What do the others expect me to do?" 
C)  "How can I best perform my role?" 
D)  "What's next?" 
E)  "What's my role here?"

Question 19

Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?

Accepted Answer

Work groups, departments, or organizatio

Question 20

________ 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

Individuals are said to be cooperating when _____.

Which of the following is not a factor to help achieve team cohesiveness?

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.

What are the four types of work teams? Describe what each does and provide an example of each.

Quality circles are not the same as continuous improvement teams.

Which of the following is an important aspect when creating a self-managed team?

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 _____.

Rita is on a team that consists of members who interact by computer network to collaborate on project. She is on a(n) ________.

Over 25 years ago, Peter Drucker's prediction that the future organization would be organized around teamwork has become a reality.

Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?

During the storming stage, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

During the ______ stage of team development, close relationships develop and unity and harmony emerge.

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

Teamwork increases costs and destructive internal competition.

Participating on virtual teams does not require individuals to be available for electronic communication 24 hours a day.

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 question individuals ask during the norming stage of group development is _____

Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?

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

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

Individuals are said to be cooperating when _____.

Which of the following is not a factor to help achieve team cohesiveness?

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.

What are the four types of work teams? Describe what each does and provide an example of each.

Quality circles are not the same as continuous improvement teams.

Which of the following is an important aspect when creating a self-managed team?

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 _____.

Rita is on a team that consists of members who interact by computer network to collaborate on project. She is on a(n) ________.

Over 25 years ago, Peter Drucker's prediction that the future organization would be organized around teamwork has become a reality.

Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?

During the storming stage, the leader of a team should allow members the empowerment they need to concentrate on solving problems and completing the assigned task.

During the ______ stage of team development, close relationships develop and unity and harmony emerge.

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

Teamwork increases costs and destructive internal competition.

Participating on virtual teams does not require individuals to be available for electronic communication 24 hours a day.

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 question individuals ask during the norming stage of group development is _____

Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?

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

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