Question 1

According to research, negative conflict can have positive effects on performance.

Accepted Answer

A) True 
 B)False

Question 2

The norming stage of team development is a lengthy and painful one.

Accepted Answer

A) True 
 B)False

Question 3

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

Accepted Answer

A) True 
 B)False

Question 4

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor.

Accepted Answer

A) True 
 B)False

Question 5

Organizations with too much conflict tend to be plagued by apathy and missed deadlines.

Accepted Answer

A) True 
 B)False

Question 6

During the forming stage, the leader should

Accepted Answer

A) establish permanent control. 
B) allow people to socialize. 
C) empower team members. 
D) encourage disagreement. 
E) work through team conflicts. 
A) establish permanent control. 
B) allow people to socialize. 
C) empower team members. 
D) encourage disagreement. 
E) work through team conflicts.

Question 7

One of the primary reasons norms are enforced is to leverage the group's power with management.

Accepted Answer

A) True 
 B)False

Question 8

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is a characteristic of a continuous improvement team?

Accepted Answer

A) A built-in part of any effective organizational group. 
B) A type of advice team. 
C) Requires assigned membership. 
D) Emerged from self-managed team concept. 
E) Encourages high empowerment. 
A) A built-in part of any effective organizational group. 
B) A type of advice team. 
C) Requires assigned membership. 
D) Emerged from self-managed team concept. 
E) Encourages high empowerment.

Question 10

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group.

Accepted Answer

A) True 
 B)False

Question 11

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

Accepted Answer

A) cooperation 
B) cohesiveness 
C) unity 
D) honesty 
E) credibility 
A) cooperation 
B) cohesiveness 
C) unity 
D) honesty 
E) credibility

Question 12

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

Accepted Answer

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

Question 13

About 25% of Fortune 1000 companies use some form of self-managed work teams.

Accepted Answer

A) True 
 B)False

Question 14

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable.

Accepted Answer

A) cross-functional team 
B) group 
C) team 
D) panel 
E) formal group 
A) cross-functional team 
B) group 
C) team 
D) panel 
E) formal group

Question 15

Tension was thick in the room as the management team discussed changes to promotion requirements.But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood.Chris was acting in a ______ role.

Accepted Answer

A) relational 
B) task 
C) maintenance 
D) social 
E) production 
A) relational 
B) task 
C) maintenance 
D) social 
E) production

Question 16

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.

Accepted Answer

A) True 
 B)False

Question 17

In managing virtual workers, a manager should

Accepted Answer

A) give directions only by phone or in person. 
B) make sure the worker is keeping to a fixed schedule of hours. 
C) let employees work using their own expectations of how to do their jobs. 
D) meet regularly, face to face. 
E) initiate change quickly. 
A) give directions only by phone or in person. 
B) make sure the worker is keeping to a fixed schedule of hours. 
C) let employees work using their own expectations of how to do their jobs. 
D) meet regularly, face to face. 
E) initiate change quickly.

Question 18

A group that is created to do something productive for the organization and is headed by a leader is called a(n)

Accepted Answer

A) dynamic group. 
B) formal group. 
C) normative group. 
D) informal group. 
E) network group. 
A) dynamic group. 
B) formal group. 
C) normative group. 
D) informal group. 
E) network group.

Question 19

In the workplace, informal groups can undercut the plans of formal groups.

Accepted Answer

A) True 
 B)False

Question 20

Informal groups can be highly productive, even more so than formal groups.

Accepted Answer

A) True 
 B)False

According to research, negative conflict can have positive effects on performance.

The norming stage of team development is a lengthy and painful one.

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor.

Organizations with too much conflict tend to be plagued by apathy and missed deadlines.

During the forming stage, the leader should

One of the primary reasons norms are enforced is to leverage the group's power with management.

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem.

Which of the following is a characteristic of a continuous improvement team?

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group.

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

About 25% of Fortune 1000 companies use some form of self-managed work teams.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable.

Tension was thick in the room as the management team discussed changes to promotion requirements.But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood.Chris was acting in a ______ role.

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.

In managing virtual workers, a manager should

A group that is created to do something productive for the organization and is headed by a leader is called a(n)

In the workplace, informal groups can undercut the plans of formal groups.

Informal groups can be highly productive, even more so than formal groups.

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

According to research, negative conflict can have positive effects on performance.

The norming stage of team development is a lengthy and painful one.

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor.

Organizations with too much conflict tend to be plagued by apathy and missed deadlines.

During the forming stage, the leader should

One of the primary reasons norms are enforced is to leverage the group's power with management.

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem.

Which of the following is a characteristic of a continuous improvement team?

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group.

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense.

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

About 25% of Fortune 1000 companies use some form of self-managed work teams.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable.

Tension was thick in the room as the management team discussed changes to promotion requirements.But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood.Chris was acting in a ______ role.

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.

In managing virtual workers, a manager should

A group that is created to do something productive for the organization and is headed by a leader is called a(n)

In the workplace, informal groups can undercut the plans of formal groups.

Informal groups can be highly productive, even more so than formal groups.

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