Question 1

Homogeneous teams take longer to work through the stages of team development than do heterogeneous teams.

Accepted Answer

A) True 
 B)False

Question 2

Teams with strong faultlines:

Accepted Answer

A)  experience more dysfunctional conflict within the team. 
B)  proceed more quickly through the team development process. 
C)  have team members with similar demographic and professional backgrounds. 
D)  tend to have very few members on the team. 
E)  have better interpersonal relations. 
A)  experience more dysfunctional conflict within the team. 
B)  proceed more quickly through the team development process. 
C)  have team members with similar demographic and professional backgrounds. 
D)  tend to have very few members on the team. 
E)  have better interpersonal relations.

Question 3

ABC Corp.formed a special task force to identify delivery schedule problems.The task force originally had five members,but this increased to fifteen members after the company president decided to include three people from each department rather than just one.What will likely happen as a result of this change?

Accepted Answer

A)  Team cohesiveness will increase. 
B)  Team members will spend less time coordinating their work. 
C)  Team members will associate themselves with informal subgroups. 
D)  Team members will engage in less social loafing. 
E)  None of these actions would occur. 
A)  Team cohesiveness will increase. 
B)  Team members will spend less time coordinating their work. 
C)  Team members will associate themselves with informal subgroups. 
D)  Team members will engage in less social loafing. 
E)  None of these actions would occur.

Question 4

Which of these statements about team norms is FALSE?

Accepted Answer

A)  Norms apply only to thoughts or feelings, not behaviors. 
B)  Team members often conform to prevailing norms without direct reinforcement or punishment from other team members. 
C)  Some norms develop from a critical event in the team's history. 
D)  Team norms are most strongly influenced by events soon after the team is formed. 
E)  Some norms develop from the beliefs and values that members bring to the team. 
A)  Norms apply only to thoughts or feelings, not behaviors. 
B)  Team members often conform to prevailing norms without direct reinforcement or punishment from other team members. 
C)  Some norms develop from a critical event in the team's history. 
D)  Team norms are most strongly influenced by events soon after the team is formed. 
E)  Some norms develop from the beliefs and values that members bring to the team.

Question 5

Employees should almost always be organized into teams when they have:

Accepted Answer

A)  pooled interdependence. 
B)  a very high level of heterogeneity. 
C)  counterproductive norms. 
D)  high levels of social loafing. 
E)  reciprocal interdependence. 
A)  pooled interdependence. 
B)  a very high level of heterogeneity. 
C)  counterproductive norms. 
D)  high levels of social loafing. 
E)  reciprocal interdependence.

Question 6

Companies with the best team dynamics are more likely to have team-based rewards and a physical arrangement that encourages face-to-face dialogue.

Accepted Answer

A) True 
 B)False

Question 7

Reciprocal interdependence is the highest level of task interdependence in organizations.

Accepted Answer

A) True 
 B)False

Question 8

In the United States and other Western countries,team members work together more effectively when they are rewarded only for team,not individual,performance.

Accepted Answer

A) True 
 B)False

Question 9

The only way to alter team norms is to disband the group.

Accepted Answer

A) True 
 B)False

Question 10

You have recently been appointed as head of the nine-person accounting department in a large oil company.The accounting offices are located on the 6th and 3rd floors of head office.The three accounting employees on the 3rd floor use extra office space in the purchasing department.Two accounting employees were hired a few months before you took over the unit; one was offered a job at the time she submitted her application form (i.e.hired without an interview or careful review).The employees possess the skills and resources (e.g.new computer systems)to perform effectively if they work together as a team.However,you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance.Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness.

Accepted Answer

There are six strategies described in th

Question 11

Compared with small teams,large teams usually:

Accepted Answer

A)  are more effective performing services. 
B)  have more process losses. 
C)  have team members who feel more involved in the team's success. 
D)  have more pooled interdependence. 
E)  have all of these consequences. 
A)  are more effective performing services. 
B)  have more process losses. 
C)  have team members who feel more involved in the team's success. 
D)  have more pooled interdependence. 
E)  have all of these consequences.

Question 12

Which of the following does NOT minimize social loafing?

Accepted Answer

A)  Form larger work teams. 
B)  Specialize tasks. 
C)  Measure individual performance. 
D)  Make the work more interesting to the social loafer and other team members. 
E)  Select team members with a collectivist value orientation. 
A)  Form larger work teams. 
B)  Specialize tasks. 
C)  Measure individual performance. 
D)  Make the work more interesting to the social loafer and other team members. 
E)  Select team members with a collectivist value orientation.

Question 13

A heterogeneous team is better than a homogeneous team:

Accepted Answer

A)  on tasks requiring a high degree of cooperation. 
B)  in situations where the team must reach the performing stage of team development quickly. 
C)  in every organizational activity. 
D)  never; heterogeneous teams are always less effective than homogeneous teams. 
A)  on tasks requiring a high degree of cooperation. 
B)  in situations where the team must reach the performing stage of team development quickly. 
C)  in every organizational activity. 
D)  never; heterogeneous teams are always less effective than homogeneous teams.

Question 14

Brook's Law says that adding more people to a late software project only makes it later.This law is mainly referring to:

Accepted Answer

A)  team cohesiveness. 
B)  process losses. 
C)  team norms. 
D)  team environment. 
E)  informal teams. 
A)  team cohesiveness. 
B)  process losses. 
C)  team norms. 
D)  team environment. 
E)  informal teams.

Question 15

A team is effective when:

Accepted Answer

A)  it is able to maintain the team's survival. 
B)  members are able to fulfill their needs through membership in the team. 
C)  it achieves its goals. 
D)  it achieves all of these outcomes. 
E)  it achieves its goals AND maintains the team's survival. 
A)  it is able to maintain the team's survival. 
B)  members are able to fulfill their needs through membership in the team. 
C)  it achieves its goals. 
D)  it achieves all of these outcomes. 
E)  it achieves its goals AND maintains the team's survival.

Question 16

Organizational leadership,organizational structure,and reward systems are:

Accepted Answer

A)  three of the main sources of team cohesiveness. 
B)  three team design features. 
C)  three elements of the organizational and team environment. 
D)  three of the main causes of social loafing. 
E)  three ways to minimize teambuilding. 
A)  three of the main sources of team cohesiveness. 
B)  three team design features. 
C)  three elements of the organizational and team environment. 
D)  three of the main causes of social loafing. 
E)  three ways to minimize teambuilding.

Question 17

Teams are groups with some degree of task interdependence and common objective.

Accepted Answer

A) True 
 B)False

Question 18

The three elements of team design include communication systems,organizational environment,and reward systems.

Accepted Answer

A) True 
 B)False

Question 19

The higher the level of task interdependence,the greater the need for individuals working alone than together in teams.

Accepted Answer

A) True 
 B)False

Question 20

Process losses are the resources expended to develop and maintain an effective team.

Accepted Answer

A) True 
 B)False

Homogeneous teams take longer to work through the stages of team development than do heterogeneous teams.

Teams with strong faultlines:

Which of these statements about team norms is FALSE?

Employees should almost always be organized into teams when they have:

Companies with the best team dynamics are more likely to have team-based rewards and a physical arrangement that encourages face-to-face dialogue.

Reciprocal interdependence is the highest level of task interdependence in organizations.

In the United States and other Western countries,team members work together more effectively when they are rewarded only for team,not individual,performance.

The only way to alter team norms is to disband the group.

Compared with small teams,large teams usually:

Which of the following does NOT minimize social loafing?

A heterogeneous team is better than a homogeneous team:

Brook's Law says that adding more people to a late software project only makes it later.This law is mainly referring to:

A team is effective when:

Organizational leadership,organizational structure,and reward systems are:

Teams are groups with some degree of task interdependence and common objective.

The three elements of team design include communication systems,organizational environment,and reward systems.

The higher the level of task interdependence,the greater the need for individuals working alone than together in teams.

Process losses are the resources expended to develop and maintain an effective team.

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 9: Foundations of Team Dynamics

Homogeneous teams take longer to work through the stages of team development than do heterogeneous teams.

Teams with strong faultlines:

Which of these statements about team norms is FALSE?

Employees should almost always be organized into teams when they have:

Companies with the best team dynamics are more likely to have team-based rewards and a physical arrangement that encourages face-to-face dialogue.

Reciprocal interdependence is the highest level of task interdependence in organizations.

In the United States and other Western countries,team members work together more effectively when they are rewarded only for team,not individual,performance.

The only way to alter team norms is to disband the group.

Compared with small teams,large teams usually:

Which of the following does NOT minimize social loafing?

A heterogeneous team is better than a homogeneous team:

Brook's Law says that adding more people to a late software project only makes it later.This law is mainly referring to:

A team is effective when:

Organizational leadership,organizational structure,and reward systems are:

Teams are groups with some degree of task interdependence and common objective.

The three elements of team design include communication systems,organizational environment,and reward systems.

The higher the level of task interdependence,the greater the need for individuals working alone than together in teams.

Process losses are the resources expended to develop and maintain an effective team.

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters