Question 1

The primary threat to team effectiveness is unrealistic expectations leading to frustration, which in turn encourages members to abandon the team.

Accepted Answer

A) True 
 B)False

Question 2

Flight attendant crews and maintenance crews are examples of _____ committees.

Accepted Answer

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

Question 3

Which of the following is true about action teams?

Accepted Answer

A) They have a low degree of coordination. 
B) They are created to broaden the information base for managerial decisions. 
C) A unique challenge for such teams is to exhibit peak performance on demand. 
D) They have a high degree of specialization. 
E) They generally make recommendations for managerial decisions. 
A) They have a low degree of coordination. 
B) They are created to broaden the information base for managerial decisions. 
C) A unique challenge for such teams is to exhibit peak performance on demand. 
D) They have a high degree of specialization. 
E) They generally make recommendations for managerial decisions.

Question 4

The two criteria for work team effectiveness are performance and viability.

Accepted Answer

A) True 
 B)False

Question 5

Describe a few guidelines for building and maintaining trust.

Accepted Answer

Management professor/consultant Fernando

Question 6

_____ teams are defined as groups of workers who are given administrative oversight for their task domains.

Accepted Answer

A) Advice 
B) High-performance 
C) Parallel 
D) Centralized 
E) Self-managed teams 
A) Advice 
B) High-performance 
C) Parallel 
D) Centralized 
E) Self-managed teams

Question 7

Production teams require a high degree of technical specialization and a low degree of coordination with other work units.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following attributes of high-performance teams refers to having a sense of common aim about why the team exists and the purpose it serves?

Accepted Answer

A) Shared responsibility 
B) Participative leadership 
C) Aligned on purpose 
D) High communication 
E) Future focused 
A) Shared responsibility 
B) Participative leadership 
C) Aligned on purpose 
D) High communication 
E) Future focused

Question 9

_____ teams are responsible for performing day-to-day operations.

Accepted Answer

A) Project 
B) Advice 
C) Production 
D) Functional 
E) Action 
A) Project 
B) Advice 
C) Production 
D) Functional 
E) Action

Question 10

A manager can enhance instrumental cohesiveness by frequently reminding group members they need each other to get the job done.

Accepted Answer

A) True 
 B)False

Question 11

Maintree Systems encourages its employees to meet each other frequently, and systematically integrates their efforts to achieve a collective objective. Which of the following is Maintree Systems trying to achieve?

Accepted Answer

A) Trust 
B) Competition 
C) Training 
D) Creativity 
E) Cooperation 
A) Trust 
B) Competition 
C) Training 
D) Creativity 
E) Cooperation

Question 12

Which of the following attributes of high-performance teams refers to creating interdependency by empowering and serving others?

Accepted Answer

A) Shared responsibility 
B) Participative leadership 
C) Aligned on purpose 
D) High communication 
E) Creative talent 
A) Shared responsibility 
B) Participative leadership 
C) Aligned on purpose 
D) High communication 
E) Creative talent

Question 13

Internet chat rooms tend to create less work and yield better decisions than face-to-face meetings and telephone conferences.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following statements is true about a team?

Accepted Answer

A) A team consists of people committed to a common purpose. 
B) A team is composed of people who have identical skills. 
C) A team is made up of individuals who hold each other responsible for any failures. 
D) A team that matures to the performing stage is called a task group. 
E) A team becomes a group when leadership becomes a shared activity. 
A) A team consists of people committed to a common purpose. 
B) A team is composed of people who have identical skills. 
C) A team is made up of individuals who hold each other responsible for any failures. 
D) A team that matures to the performing stage is called a task group. 
E) A team becomes a group when leadership becomes a shared activity.

Question 15

Socio-emotional cohesiveness occurs when team members stick together because they need each other to accomplish a common goal.

Accepted Answer

A) True 
 B)False

Question 16

High-performance teams are characterized by creative talents and rapid response.

Accepted Answer

A) True 
 B)False

Question 17

Progressive managers believe that the risks of betrayed trust outweigh benefits of interpersonal trust.

Accepted Answer

A) True 
 B)False

Question 18

Retail sales and customer service are some of the typical outputs of project teams.

Accepted Answer

A) True 
 B)False

Question 19

Work cycles of production teams are typically repeated or continuous in nature.

Accepted Answer

A) True 
 B)False

Question 20

Cohesiveness is a process whereby a sense of "we-ness" helps a group stick together.

Accepted Answer

A) True 
 B)False

The primary threat to team effectiveness is unrealistic expectations leading to frustration, which in turn encourages members to abandon the team.

Flight attendant crews and maintenance crews are examples of _____ committees.

Which of the following is true about action teams?

The two criteria for work team effectiveness are performance and viability.

Describe a few guidelines for building and maintaining trust.

_____ teams are defined as groups of workers who are given administrative oversight for their task domains.

Production teams require a high degree of technical specialization and a low degree of coordination with other work units.

Which of the following attributes of high-performance teams refers to having a sense of common aim about why the team exists and the purpose it serves?

_____ teams are responsible for performing day-to-day operations.

A manager can enhance instrumental cohesiveness by frequently reminding group members they need each other to get the job done.

Maintree Systems encourages its employees to meet each other frequently, and systematically integrates their efforts to achieve a collective objective. Which of the following is Maintree Systems trying to achieve?

Which of the following attributes of high-performance teams refers to creating interdependency by empowering and serving others?

Internet chat rooms tend to create less work and yield better decisions than face-to-face meetings and telephone conferences.

Which of the following statements is true about a team?

Socio-emotional cohesiveness occurs when team members stick together because they need each other to accomplish a common goal.

High-performance teams are characterized by creative talents and rapid response.

Progressive managers believe that the risks of betrayed trust outweigh benefits of interpersonal trust.

Retail sales and customer service are some of the typical outputs of project teams.

Work cycles of production teams are typically repeated or continuous in nature.

Cohesiveness is a process whereby a sense of "we-ness" helps a group stick together.

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

The primary threat to team effectiveness is unrealistic expectations leading to frustration, which in turn encourages members to abandon the team.

Flight attendant crews and maintenance crews are examples of _____ committees.

Which of the following is true about action teams?

The two criteria for work team effectiveness are performance and viability.

Describe a few guidelines for building and maintaining trust.

_____ teams are defined as groups of workers who are given administrative oversight for their task domains.

Production teams require a high degree of technical specialization and a low degree of coordination with other work units.

Which of the following attributes of high-performance teams refers to having a sense of common aim about why the team exists and the purpose it serves?

_____ teams are responsible for performing day-to-day operations.

A manager can enhance instrumental cohesiveness by frequently reminding group members they need each other to get the job done.

Maintree Systems encourages its employees to meet each other frequently, and systematically integrates their efforts to achieve a collective objective. Which of the following is Maintree Systems trying to achieve?

Which of the following attributes of high-performance teams refers to creating interdependency by empowering and serving others?

Internet chat rooms tend to create less work and yield better decisions than face-to-face meetings and telephone conferences.

Which of the following statements is true about a team?

Socio-emotional cohesiveness occurs when team members stick together because they need each other to accomplish a common goal.

High-performance teams are characterized by creative talents and rapid response.

Progressive managers believe that the risks of betrayed trust outweigh benefits of interpersonal trust.

Retail sales and customer service are some of the typical outputs of project teams.

Work cycles of production teams are typically repeated or continuous in nature.

Cohesiveness is a process whereby a sense of "we-ness" helps a group stick together.

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