Question 1

Group cohesion arises during the norming stage of team development.

Accepted Answer

A) True 
 B)False

Question 2

Molly organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) _____.

Accepted Answer

A)  self-managed team 
B)  formal group 
C)  cross-functional team 
D)  informal group 
E)  virtual team 
A)  self-managed team 
B)  formal group 
C)  cross-functional team 
D)  informal group 
E)  virtual team

Question 3

Teamwork cannot reduce destructive internal competition.

Accepted Answer

A) True 
 B)False

Question 4

Excessive conflict can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

Accepted Answer

A) True 
 B)False

Question 5

At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group?

Accepted Answer

A)  virtual team 
B)  production team 
C)  product team 
D)  project team 
E)  advice team 
A)  virtual team 
B)  production team 
C)  product team 
D)  project team 
E)  advice team

Question 6

Conflict is not beneficial for organizations.

Accepted Answer

A) True 
 B)False

Question 7

Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.

Accepted Answer

A)  avoiding 
B)  collaborating 
C)  compromising 
D)  accommodating 
E)  forcing or dominating 
A)  avoiding 
B)  collaborating 
C)  compromising 
D)  accommodating 
E)  forcing or dominating

Question 8

Which of the following is a disadvantage of smaller groups?

Accepted Answer

A)  lower morale 
B)  autocratic leadership 
C)  unfair work distribution 
D)  tendency to form cliques 
E)  tendency to take unreasonable risk 
A)  lower morale 
B)  autocratic leadership 
C)  unfair work distribution 
D)  tendency to form cliques 
E)  tendency to take unreasonable risk

Question 9

The stages in which groups may evolve into teams often aren't of the same duration or intensity, or even necessarily always in this sequence.

Accepted Answer

A) True 
 B)False

Question 10

When using a self-managed team, a manager should _____.

Accepted Answer

A)  delegate administrative oversight of activities such as planning and scheduling 
B)  control the team's staffing and scheduling 
C)  offer lucrative individual bonuses 
D)  allow members to fire their team members 
E)  provide elaborate retreats for team discussions 
A)  delegate administrative oversight of activities such as planning and scheduling 
B)  control the team's staffing and scheduling 
C)  offer lucrative individual bonuses 
D)  allow members to fire their team members 
E)  provide elaborate retreats for team discussions

Question 11

Which of the following is not characteristic of workgroups with excessive conflict?

Accepted Answer

A)  dissatisfaction 
B)  indecision 
C)  political infighting 
D)  lack of teamwork 
E)  creativity 
A)  dissatisfaction 
B)  indecision 
C)  political infighting 
D)  lack of teamwork 
E)  creativity

Question 12

Which of the following is not a reason to enforce norms?

Accepted Answer

A)  to clarify role expectations 
B)  to help the group survive 
C)  to create a written document of behavioral guidelines for new employees 
D)  to emphasize the group's important values 
E)  to help individuals avoid embarrassing situations 
A)  to clarify role expectations 
B)  to help the group survive 
C)  to create a written document of behavioral guidelines for new employees 
D)  to emphasize the group's important values 
E)  to help individuals avoid embarrassing situations

Question 13

Generally speaking, the optimal team size is considered to be 5 to 6 members.

Accepted Answer

A) True 
 B)False

Question 14

Describe the impact of too little, too excessive, and moderate conflict.

Accepted Answer

Too little conflict-indolence. Work grou

Question 15

Administrative oversight given to self-managed teams does not typically include _____.

Accepted Answer

A)  planning 
B)  scheduling work 
C)  staffing 
D)  monitoring performance 
E)  initiating change 
A)  planning 
B)  scheduling work 
C)  staffing 
D)  monitoring performance 
E)  initiating change

Question 16

Which of the following is not a benefit of teamwork in an organization?

Accepted Answer

A)  increased speed 
B)  increased stress 
C)  reduced costs 
D)  improved workplace cohesiveness 
E)  reduced destructive internal competition 
A)  increased speed 
B)  increased stress 
C)  reduced costs 
D)  improved workplace cohesiveness 
E)  reduced destructive internal competition

Question 17

Which of the following is not a disadvantage of larger groups?

Accepted Answer

A)  less satisfaction 
B)  less commitment 
C)  more turnover 
D)  more division of labor 
E)  more absenteeism 
A)  less satisfaction 
B)  less commitment 
C)  more turnover 
D)  more division of labor 
E)  more absenteeism

Question 18

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 19

Who are typical members of continuous improvement teams?

Accepted Answer

A)  volunteers or workers and supervisors 
B)  contractors and vendors 
C)  managers and agents representing competitors 
D)  managers and outside suppliers 
E)  customers and suppliers 
A)  volunteers or workers and supervisors 
B)  contractors and vendors 
C)  managers and agents representing competitors 
D)  managers and outside suppliers 
E)  customers and suppliers

Question 20

Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

Accepted Answer

A) True 
 B)False

Group cohesion arises during the norming stage of team development.

Molly organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) _____.

Teamwork cannot reduce destructive internal competition.

Excessive conflict can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group?

Conflict is not beneficial for organizations.

Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.

Which of the following is a disadvantage of smaller groups?

The stages in which groups may evolve into teams often aren't of the same duration or intensity, or even necessarily always in this sequence.

When using a self-managed team, a manager should _____.

Which of the following is not characteristic of workgroups with excessive conflict?

Which of the following is not a reason to enforce norms?

Generally speaking, the optimal team size is considered to be 5 to 6 members.

Describe the impact of too little, too excessive, and moderate conflict.

Administrative oversight given to self-managed teams does not typically include _____.

Which of the following is not a benefit of teamwork in an organization?

Which of the following is not a disadvantage of larger groups?

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

Who are typical members of continuous improvement teams?

Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

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

Group cohesion arises during the norming stage of team development.

Teamwork cannot reduce destructive internal competition.

Excessive conflict can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group?

Conflict is not beneficial for organizations.

Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.

Which of the following is a disadvantage of smaller groups?

The stages in which groups may evolve into teams often aren't of the same duration or intensity, or even necessarily always in this sequence.

When using a self-managed team, a manager should _____.

Which of the following is not characteristic of workgroups with excessive conflict?

Which of the following is not a reason to enforce norms?

Generally speaking, the optimal team size is considered to be 5 to 6 members.

Describe the impact of too little, too excessive, and moderate conflict.

Administrative oversight given to self-managed teams does not typically include _____.

Which of the following is not a benefit of teamwork in an organization?

Which of the following is not a disadvantage of larger groups?

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

Who are typical members of continuous improvement teams?

Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

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