Question 1

High-performance team members create an environment in which all team members feel as responsible as the manager for the performance of the work unit.

Accepted Answer

A) True 
 B)False  True

Question 2

Which of the following team competencies models desirable team member behavior?

Accepted Answer

A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective 
A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective C

Question 3

Team building experts prefer passive versus active learning.

Accepted Answer

A) True 
 B)False  False

Question 4

_____ is a sense of "we-ness" that helps groups stay together.

Accepted Answer

A) Reciprocity 
B) Collaboration 
C) Cooperation 
D) Cohesiveness 
E) Viability 
A) Reciprocity 
B) Collaboration 
C) Cooperation 
D) Cohesiveness 
E) Viability

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

Which of the following attributes of high-performance teams refers to identifying and acting on opportunities?

Accepted Answer

A) Creative talents 
B) Participative leadership 
C) Aligned on purpose 
D) Rapid response 
E) Future focused 
A) Creative talents 
B) Participative leadership 
C) Aligned on purpose 
D) Rapid response 
E) Future focused

Question 7

Which of the following team competencies monitors, evaluates, and provides feedback on team performance?

Accepted Answer

A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective 
A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective

Question 8

Some of the typical outputs of _____ teams include surgical operations and disaster assistance.

Accepted Answer

A) production 
B) advice 
C) project 
D) functional 
E) action 
A) production 
B) advice 
C) project 
D) functional 
E) action

Question 9

Teams are called parallel structures when they exist inside normal channels of authority and communication.

Accepted Answer

A) True 
 B)False

Question 10

What are self-managed teams? Explain managerial resistance in the context of self-managed teams.

Accepted Answer

Self-managed teams are defined as groups

Question 11

Lack of face-to-face interaction can weaken trust, communication, and accountability.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following steps can managers take to enhance socio-emotional cohesiveness?

Accepted Answer

A) Regularly update and clarify the group's goals. 
B) Give every member a vital "piece of the action." 
C) Encourage interaction and cooperation. 
D) Channel each member's special talents toward the common goal. 
E) Equitably reinforce every member's contributions. 
A) Regularly update and clarify the group's goals. 
B) Give every member a vital "piece of the action." 
C) Encourage interaction and cooperation. 
D) Channel each member's special talents toward the common goal. 
E) Equitably reinforce every member's contributions.

Question 13

Which of the following is true about self-managed teams?

Accepted Answer

A) They have very little impact on productivity. 
B) They have negative impact on specific attitudes such as responsibility and control. 
C) They have a positive effect on general attitudes such as job satisfaction and organizational commitment. 
D) They have no significant effect on absenteeism or turnover. 
E) Hiring is the most common team chore of self-managed teams. 
A) They have very little impact on productivity. 
B) They have negative impact on specific attitudes such as responsibility and control. 
C) They have a positive effect on general attitudes such as job satisfaction and organizational commitment. 
D) They have no significant effect on absenteeism or turnover. 
E) Hiring is the most common team chore of self-managed teams.

Question 14

Among companies with self-managed teams, the most commonly delegated tasks are work scheduling and dealing directly with outside customers.

Accepted Answer

A) True 
 B)False

Question 15

Trust is anchored to credibility.

Accepted Answer

A) True 
 B)False

Question 16

Cooperation is superior to competition in promoting achievement and productivity.

Accepted Answer

A) True 
 B)False

Question 17

Cross-functionalism is a common feature of self-managed teams, in which specialists from different areas are put on the same team.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following team competencies encourages desirable and discourages undesirable team disagreements?

Accepted Answer

A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective 
A) Orienting team to problem-solving situation 
B) Organizing and managing team performance 
C) Promoting a positive team environment 
D) Facilitating and managing task conflict 
E) Appropriately promoting perspective

Question 19

Team members are the sole victims of unrealistic expectations.

Accepted Answer

A) True 
 B)False

Question 20

Virtual teams _____ than face-to-face teams.

Accepted Answer

A) are more flexible 
B) have more trust 
C) have greater socio-emotional cohesiveness 
D) have less work 
E) are better at making decisions 
A) are more flexible 
B) have more trust 
C) have greater socio-emotional cohesiveness 
D) have less work 
E) are better at making decisions

High-performance team members create an environment in which all team members feel as responsible as the manager for the performance of the work unit.

Which of the following team competencies models desirable team member behavior?

Team building experts prefer passive versus active learning.

_____ is a sense of "we-ness" that helps groups stay together.

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

Which of the following attributes of high-performance teams refers to identifying and acting on opportunities?

Which of the following team competencies monitors, evaluates, and provides feedback on team performance?

Some of the typical outputs of _____ teams include surgical operations and disaster assistance.

Teams are called parallel structures when they exist inside normal channels of authority and communication.

What are self-managed teams? Explain managerial resistance in the context of self-managed teams.

Lack of face-to-face interaction can weaken trust, communication, and accountability.

Which of the following steps can managers take to enhance socio-emotional cohesiveness?

Which of the following is true about self-managed teams?

Among companies with self-managed teams, the most commonly delegated tasks are work scheduling and dealing directly with outside customers.

Trust is anchored to credibility.

Cooperation is superior to competition in promoting achievement and productivity.

Cross-functionalism is a common feature of self-managed teams, in which specialists from different areas are put on the same team.

Which of the following team competencies encourages desirable and discourages undesirable team disagreements?

Team members are the sole victims of unrealistic expectations.

Virtual teams _____ than face-to-face teams.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 11: Developing and Leading Effective Teams

High-performance team members create an environment in which all team members feel as responsible as the manager for the performance of the work unit.

Which of the following team competencies models desirable team member behavior?

Team building experts prefer passive versus active learning.

_____ is a sense of "we-ness" that helps groups stay together.

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

Which of the following attributes of high-performance teams refers to identifying and acting on opportunities?

Which of the following team competencies monitors, evaluates, and provides feedback on team performance?

Some of the typical outputs of _____ teams include surgical operations and disaster assistance.

Teams are called parallel structures when they exist inside normal channels of authority and communication.

What are self-managed teams? Explain managerial resistance in the context of self-managed teams.

Lack of face-to-face interaction can weaken trust, communication, and accountability.

Which of the following steps can managers take to enhance socio-emotional cohesiveness?

Which of the following is true about self-managed teams?

Among companies with self-managed teams, the most commonly delegated tasks are work scheduling and dealing directly with outside customers.

Trust is anchored to credibility.

Cooperation is superior to competition in promoting achievement and productivity.

Cross-functionalism is a common feature of self-managed teams, in which specialists from different areas are put on the same team.

Which of the following team competencies encourages desirable and discourages undesirable team disagreements?

Team members are the sole victims of unrealistic expectations.

Virtual teams _____ than face-to-face teams.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters