Question 1

Calculus,knowledge,and identification are the three:

Accepted Answer

A)  stages of team development. 
B)  ways to improve team cohesiveness. 
C)  foundations of trust in teams. 
D)  types of psychological contract. 
E)  stages of conflict among team members. 
A)  stages of team development. 
B)  ways to improve team cohesiveness. 
C)  foundations of trust in teams. 
D)  types of psychological contract. 
E)  stages of conflict among team members.

Question 2

According to social identity theory:

Accepted Answer

A)  teams are never as productive as individuals working alone. 
B)  the most effective teams have a large number of members. 
C)  the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams. 
D)  people define themselves by their group affiliations. 
E)  teams are less productive in performing complex tasks. 
A)  teams are never as productive as individuals working alone. 
B)  the most effective teams have a large number of members. 
C)  the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams. 
D)  people define themselves by their group affiliations. 
E)  teams are less productive in performing complex tasks.

Question 3

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

Accepted Answer

A) True 
 B)False

Question 4

A role is a set of behaviors that people are expected to perform because they hold certain positions in a team and organization.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following are described as virtual teams?

Accepted Answer

A)  Groups of employees who are almost (virtually) identical to each other in skills and values. 
B)  Cross-functional groups of employees that operate across space, time, and organizational boundaries. 
C)  Formal work teams in which most members do not feel that they are really part of the team. 
D)  Informal groups that meet only in cyberspace. 
E)  Groups of employees from different departments who are located near each other. 
A)  Groups of employees who are almost (virtually) identical to each other in skills and values. 
B)  Cross-functional groups of employees that operate across space, time, and organizational boundaries. 
C)  Formal work teams in which most members do not feel that they are really part of the team. 
D)  Informal groups that meet only in cyberspace. 
E)  Groups of employees from different departments who are located near each other.

Question 6

Explain the "five C's" of member behavior in effective teams.

Accepted Answer

The "five C's" model includes: cooperati

Question 7

When highly cohesive teams have norms that conflict with organizational goals,team performance is reduced.

Accepted Answer

A) True 
 B)False

Question 8

Identify the task-related characteristics in the 'five C's' of effective member behaviors.

Accepted Answer

A)  Comforting and communicating 
B)  Cooperating and conflict resolving 
C)  Coordinating and communicating 
D)  Conflict resolving and coordinating 
E)  Comforting and cooperating 
A)  Comforting and communicating 
B)  Cooperating and conflict resolving 
C)  Coordinating and communicating 
D)  Conflict resolving and coordinating 
E)  Comforting and cooperating

Question 9

Which of the following statements about evaluation apprehension in team settings is true?

Accepted Answer

A)  Evaluation apprehension increases with the individual's motivation to share his or her ideas. 
B)  Evaluation apprehension is more likely to occur when team members formally evaluate each others' performance throughout the year. 
C)  Evaluation apprehension motivates team members to generate creative solutions, no matter how silly they may sound. 
D)  Evaluation apprehension tends to affect the discipline and functioning of team meetings. 
E)  Evaluation apprehension can be extremely productive if the leader is skillful and charismatic. 
A)  Evaluation apprehension increases with the individual's motivation to share his or her ideas. 
B)  Evaluation apprehension is more likely to occur when team members formally evaluate each others' performance throughout the year. 
C)  Evaluation apprehension motivates team members to generate creative solutions, no matter how silly they may sound. 
D)  Evaluation apprehension tends to affect the discipline and functioning of team meetings. 
E)  Evaluation apprehension can be extremely productive if the leader is skillful and charismatic.

Question 10

Which of the following is true about calculus-based trust?

Accepted Answer

A)  It is the lowest potential trust in organizations. 
B)  It can sustain a team's relationship by itself. 
C)  It is mainly based on the other party's predictability. 
D)  It occurs when one party thinks, feels, and responds like the other party. 
E)  It is based on the knowledge of the other member's behavior. 
A)  It is the lowest potential trust in organizations. 
B)  It can sustain a team's relationship by itself. 
C)  It is mainly based on the other party's predictability. 
D)  It occurs when one party thinks, feels, and responds like the other party. 
E)  It is based on the knowledge of the other member's behavior.

Question 11

During the _____ stage of team development,team members shift their attention away from task orientation to a relationship focus.

Accepted Answer

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

Question 12

Which of the following types of teams are best known for bootlegging to develop new products,services,or procedures?

Accepted Answer

A)  Skunkworks 
B)  Communities of practice 
C)  Task forces 
D)  Informal groups 
E)  Production teams 
A)  Skunkworks 
B)  Communities of practice 
C)  Task forces 
D)  Informal groups 
E)  Production teams

Question 13

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Accepted Answer

Evaluation apprehension is the tendency

Question 14

Some team-building interventions clarify the team's performance goals and increase the team's motivation to accomplish these goals.

Accepted Answer

A) True 
 B)False

Question 15

Identification-based trust alone cannot sustain a team's relationship,because it relies on deterrence.

Accepted Answer

A) True 
 B)False

Question 16

Brooks's law says that adding more people to a late software project only makes it later.

Accepted Answer

A) True 
 B)False

Question 17

Brainstorming requires team members to:

Accepted Answer

A)  openly criticize each other's ideas. 
B)  avoid presenting ideas that seem silly. 
C)  provide as many ideas as possible. 
D)  present only feasible ideas in discussions. 
E)  use formal norms of discussion. 
A)  openly criticize each other's ideas. 
B)  avoid presenting ideas that seem silly. 
C)  provide as many ideas as possible. 
D)  present only feasible ideas in discussions. 
E)  use formal norms of discussion.

Question 18

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

Accepted Answer

A) True 
 B)False

Question 19

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

Accepted Answer

A) True 
 B)False

Question 20

What is social loafing? Under what circumstances does social loafing become prominent? How can it be minimized?

Accepted Answer

Social loafing occurs when people exert

Calculus,knowledge,and identification are the three:

According to social identity theory:

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

A role is a set of behaviors that people are expected to perform because they hold certain positions in a team and organization.

Which of the following are described as virtual teams?

Explain the "five C's" of member behavior in effective teams.

When highly cohesive teams have norms that conflict with organizational goals,team performance is reduced.

Identify the task-related characteristics in the 'five C's' of effective member behaviors.

Which of the following statements about evaluation apprehension in team settings is true?

Which of the following is true about calculus-based trust?

During the _____ stage of team development,team members shift their attention away from task orientation to a relationship focus.

Which of the following types of teams are best known for bootlegging to develop new products,services,or procedures?

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Some team-building interventions clarify the team's performance goals and increase the team's motivation to accomplish these goals.

Identification-based trust alone cannot sustain a team's relationship,because it relies on deterrence.

Brooks's law says that adding more people to a late software project only makes it later.

Brainstorming requires team members to:

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

What is social loafing? Under what circumstances does social loafing become prominent? How can it be minimized?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

Decision Making and Creativity

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 8: Team Dynamics

Calculus,knowledge,and identification are the three:

According to social identity theory:

Self-directed work teams plan,organize,and control activities with little or no direct involvement of supervisors.

A role is a set of behaviors that people are expected to perform because they hold certain positions in a team and organization.

Which of the following are described as virtual teams?

Explain the "five C's" of member behavior in effective teams.

When highly cohesive teams have norms that conflict with organizational goals,team performance is reduced.

Identify the task-related characteristics in the 'five C's' of effective member behaviors.

Which of the following statements about evaluation apprehension in team settings is true?

Which of the following is true about calculus-based trust?

During the _____ stage of team development,team members shift their attention away from task orientation to a relationship focus.

Which of the following types of teams are best known for bootlegging to develop new products,services,or procedures?

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Some team-building interventions clarify the team's performance goals and increase the team's motivation to accomplish these goals.

Identification-based trust alone cannot sustain a team's relationship,because it relies on deterrence.

Brooks's law says that adding more people to a late software project only makes it later.

Brainstorming requires team members to:

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

What is social loafing? Under what circumstances does social loafing become prominent? How can it be minimized?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

Decision Making and Creativity

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters