Question 1

Why does teamwork matter? What results can it achieve?

Accepted Answer

Teamwork matters because it can support

Question 2

Quality circles are now known as continuous improvement teams.

Accepted Answer

A) True 
 B)False

Question 3

Two types of team roles are task and stability.

Accepted Answer

A) True 
 B)False

Question 4

Conflict is naturally avoided when organizations are structured along functional lines.

Accepted Answer

A) True 
 B)False

Question 5

Many groups stall in the performing stage of group development.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is a source of conflict in the workplace?

Accepted Answer

A) Excessive communication 
B) Strict job boundaries 
C) Too many resources 
D) Lack of diversity 
E) Inconsistent goals 
A) Excessive communication 
B) Strict job boundaries 
C) Too many resources 
D) Lack of diversity 
E) Inconsistent goals

Question 7

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

Accepted Answer

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

Question 8

Formal communication is the essence of a team, and what differentiates it from a group.

Accepted Answer

A) True 
 B)False

Question 9

Jinhai's team was not making much progress on defining a new production process.Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part.This team is in what stage of group development?

Accepted Answer

A) Performing 
B) Forming 
C) Adjourning 
D) Storming 
E) Norming 
A) Performing 
B) Forming 
C) Adjourning 
D) Storming 
E) Norming

Question 10

An example of a task role is an initiator, someone who suggests new goals or ideas.

Accepted Answer

A) True 
 B)False

Question 11

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a

Accepted Answer

A) cluster. 
B) self-managing work team. 
C) collaborative unit. 
D) quality circle. 
E) group. 
A) cluster. 
B) self-managing work team. 
C) collaborative unit. 
D) quality circle. 
E) group.

Question 12

Which of the following is characteristic of workgroups with too little conflict?

Accepted Answer

A) Dissatisfaction 
B) Indecision 
C) Political infighting 
D) Lack of teamwork 
E) Turnover 
A) Dissatisfaction 
B) Indecision 
C) Political infighting 
D) Lack of teamwork 
E) Turnover

Question 13

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power.

Accepted Answer

A) True 
 B)False

Question 14

Self-managed teams are groups of workers who have been given ______ for their task domains.

Accepted Answer

A) individual incentives 
B) administrative oversight 
C) reduced responsibility 
D) complete freedom 
E) no technology 
A) individual incentives 
B) administrative oversight 
C) reduced responsibility 
D) complete freedom 
E) no technology

Question 15

Research finds that the majority of workplace learning occurs in formal groups.

Accepted Answer

A) True 
 B)False

Question 16

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about

Accepted Answer

A) ambiguity. 
B) conflict. 
C) advocacy. 
D) division of labor. 
E) performance. 
A) ambiguity. 
B) conflict. 
C) advocacy. 
D) division of labor. 
E) performance.

Question 17

Dysfunction conflict is sometimes called ______ conflict.

Accepted Answer

A) negative 
B) irregular 
C) destructive 
D) aggressive 
E) apathetic 
A) negative 
B) irregular 
C) destructive 
D) aggressive 
E) apathetic

Question 18

A team that consists of members who interact by computer network to collaborate on projects is called a(n)

Accepted Answer

A) remote team. 
B) e-team. 
C) self-managed team. 
D) informal team. 
E) virtual team. 
A) remote team. 
B) e-team. 
C) self-managed team. 
D) informal team. 
E) virtual team.

Question 19

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks.

Accepted Answer

A) True 
 B)False

Question 20

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n)

Accepted Answer

A) production team. 
B) project team. 
C) development team. 
D) action team. 
E) advice team. 
A) production team. 
B) project team. 
C) development team. 
D) action team. 
E) advice team.

Why does teamwork matter? What results can it achieve?

Quality circles are now known as continuous improvement teams.

Two types of team roles are task and stability.

Conflict is naturally avoided when organizations are structured along functional lines.

Many groups stall in the performing stage of group development.

Which of the following is a source of conflict in the workplace?

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

Formal communication is the essence of a team, and what differentiates it from a group.

Jinhai's team was not making much progress on defining a new production process.Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part.This team is in what stage of group development?

An example of a task role is an initiator, someone who suggests new goals or ideas.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a

Which of the following is characteristic of workgroups with too little conflict?

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power.

Self-managed teams are groups of workers who have been given ______ for their task domains.

Research finds that the majority of workplace learning occurs in formal groups.

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about

Dysfunction conflict is sometimes called ______ conflict.

A team that consists of members who interact by computer network to collaborate on projects is called a(n)

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks.

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n)

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 Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters

Exam 13: Groups and Teams: Increasing Cooperation, Reducing Conflict

Why does teamwork matter? What results can it achieve?

Quality circles are now known as continuous improvement teams.

Two types of team roles are task and stability.

Conflict is naturally avoided when organizations are structured along functional lines.

Many groups stall in the performing stage of group development.

Which of the following is a source of conflict in the workplace?

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

Formal communication is the essence of a team, and what differentiates it from a group.

Jinhai's team was not making much progress on defining a new production process.Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part.This team is in what stage of group development?

An example of a task role is an initiator, someone who suggests new goals or ideas.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a

Which of the following is characteristic of workgroups with too little conflict?

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power.

Self-managed teams are groups of workers who have been given ______ for their task domains.

Research finds that the majority of workplace learning occurs in formal groups.

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about

Dysfunction conflict is sometimes called ______ conflict.

A team that consists of members who interact by computer network to collaborate on projects is called a(n)

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks.

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n)

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 Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters