Question 1

Virtual teams are becoming increasingly common because of:

Accepted Answer

A)  globalization. 
B)  improvements in information technology. 
C)  the shift from production-based to knowledge-based work. 
D)  All of these factors have increased the presence of virtual teams. 
E)  the need to minimize workplace violence. 
A)  globalization. 
B)  improvements in information technology. 
C)  the shift from production-based to knowledge-based work. 
D)  All of these factors have increased the presence of virtual teams. 
E)  the need to minimize workplace violence.

Question 2

To improve the team development and cohesiveness of virtual teams,the textbook recommends that:

Accepted Answer

A)  the team should have as many members as the company can afford. 
B)  team members should avoid communicating with each other after the task has been discussed at the beginning of the project. 
C)  team members should meet face-to-face, particularly when the team is formed. 
D)  the team should rely only on one communication medium, such as email. 
E)  The textbook states that virtual teams do not require any action to improve their development or cohesiveness. 
A)  the team should have as many members as the company can afford. 
B)  team members should avoid communicating with each other after the task has been discussed at the beginning of the project. 
C)  team members should meet face-to-face, particularly when the team is formed. 
D)  the team should rely only on one communication medium, such as email. 
E)  The textbook states that virtual teams do not require any action to improve their development or cohesiveness.

Question 3

Of what importance is task interdependence to teams or team dynamics?

Accepted Answer

A)  Task interdependence is not important for teams or team dynamics. 
B)  Low task interdependence motivates employees to work together as a team. 
C)  Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. 
D)  Low task interdependence is necessary to prevent the team from breaking apart. 
E)  High task interdependence weakens team cohesiveness. 
A)  Task interdependence is not important for teams or team dynamics. 
B)  Low task interdependence motivates employees to work together as a team. 
C)  Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. 
D)  Low task interdependence is necessary to prevent the team from breaking apart. 
E)  High task interdependence weakens team cohesiveness.

Question 4

Teams are generally more effective when the task is complex and lacks definition.

Accepted Answer

A) True 
 B)False

Question 5

A task force refers to:

Accepted Answer

A)  any informal group that has the same members as the permanent task-oriented group. 
B)  any formal group whose members work permanently and most of their time in that team. 
C)  any formal group whose members must be able to perform all tasks on the team. 
D)  any temporary team that investigates a particular problem and typically disbands when the decision is made. 
E)  None of these statements describes a task force. 
A)  any informal group that has the same members as the permanent task-oriented group. 
B)  any formal group whose members work permanently and most of their time in that team. 
C)  any formal group whose members must be able to perform all tasks on the team. 
D)  any temporary team that investigates a particular problem and typically disbands when the decision is made. 
E)  None of these statements describes a task force.

Question 6

Our desire for informal groups is mostly influenced by our drive to defend.

Accepted Answer

A) True 
 B)False

Question 7

The design and effectiveness of most teams are affected by:

Accepted Answer

A)  organizational leadership. 
B)  reward systems. 
C)  communication systems. 
D)  organizational structure. 
E)  All of these environmental conditions. 
A)  organizational leadership. 
B)  reward systems. 
C)  communication systems. 
D)  organizational structure. 
E)  All of these environmental conditions.

Question 8

Calculus-based trust:

Accepted Answer

A)  no longer exists in Canadian companies. 
B)  is the minimum level of trust to hold a relationship together. 
C)  is mainly based on the other party's predictability. 
D)  occurs when one party thinks, feels, and responds like the other party. 
E)  has none of these characteristics. 
A)  no longer exists in Canadian companies. 
B)  is the minimum level of trust to hold a relationship together. 
C)  is mainly based on the other party's predictability. 
D)  occurs when one party thinks, feels, and responds like the other party. 
E)  has none of these characteristics.

Question 9

Diversity among team members tends to undermine cohesion.

Accepted Answer

A) True 
 B)False

Question 10

The trust that new team members feel towards their team mates is fragile and easily weakened.

Accepted Answer

A) True 
 B)False

Question 11

The team effectiveness model does not apply to virtual teams.

Accepted Answer

A) True 
 B)False

Question 12

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

Accepted Answer

A) True 
 B)False

Question 13

Brainstorming includes all of these rules EXCEPT:

Accepted Answer

A)  critique the ideas of other team members. 
B)  piggyback on other people's ideas. 
C)  provide as many ideas as possible. 
D)  state ideas even if they may seem crazy. 
E)  speak freely. 
A)  critique the ideas of other team members. 
B)  piggyback on other people's ideas. 
C)  provide as many ideas as possible. 
D)  state ideas even if they may seem crazy. 
E)  speak freely.

Question 14

"Ideally,all work teams should have seven members,give or take one or two." Discuss the accuracy of this statement.

Accepted Answer

This question addresses the issue of the

Question 15

Liam works with four other accounting professionals as a team within one company.Liam doesn't particularly agree with many of his teammates' ideas,such as leaving work early and failing to double-check some account entries.However,he works comfortably with the group because their behaviour and decisions are predictable.What foundation of trust does Liam have in this team?

Accepted Answer

A)  Calculus-based 
B)  Identification-based 
C)  Knowledge-based 
D)  Evaluation-based 
E)  Liam has no trust at all in this team. 
A)  Calculus-based 
B)  Identification-based 
C)  Knowledge-based 
D)  Evaluation-based 
E)  Liam has no trust at all in this team.

Question 16

Team building interventions often fail because they are offered as a three-day jump-start rather than an ongoing process.

Accepted Answer

A) True 
 B)False

Question 17

The situation where team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people is known as:

Accepted Answer

A)  electronic brainstorming 
B)  nominal group technique 
C)  divergent thinking 
D)  the Delphi method 
E)  constructive conflict 
A)  electronic brainstorming 
B)  nominal group technique 
C)  divergent thinking 
D)  the Delphi method 
E)  constructive conflict

Question 18

Virtual teams are best described as:

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 19

The five most frequently mentioned characteristics of effective team members are: Communicating,comforting,conflict resolution,coordinating,and cooperating.

Accepted Answer

A) True 
 B)False

Question 20

Members of SDWTs have enriched and enlarged jobs.

Accepted Answer

A) True 
 B)False

Virtual teams are becoming increasingly common because of:

To improve the team development and cohesiveness of virtual teams,the textbook recommends that:

Of what importance is task interdependence to teams or team dynamics?

Teams are generally more effective when the task is complex and lacks definition.

A task force refers to:

Our desire for informal groups is mostly influenced by our drive to defend.

The design and effectiveness of most teams are affected by:

Calculus-based trust:

Diversity among team members tends to undermine cohesion.

The trust that new team members feel towards their team mates is fragile and easily weakened.

The team effectiveness model does not apply to virtual teams.

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

Brainstorming includes all of these rules EXCEPT:

"Ideally,all work teams should have seven members,give or take one or two." Discuss the accuracy of this statement.

Team building interventions often fail because they are offered as a three-day jump-start rather than an ongoing process.

The situation where team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people is known as:

Virtual teams are best described as:

The five most frequently mentioned characteristics of effective team members are: Communicating,comforting,conflict resolution,coordinating,and cooperating.

Members of SDWTs have enriched and enlarged jobs.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

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

Exam 8: Team Dynamics

Virtual teams are becoming increasingly common because of:

To improve the team development and cohesiveness of virtual teams,the textbook recommends that:

Of what importance is task interdependence to teams or team dynamics?

Teams are generally more effective when the task is complex and lacks definition.

A task force refers to:

Our desire for informal groups is mostly influenced by our drive to defend.

The design and effectiveness of most teams are affected by:

Calculus-based trust:

Diversity among team members tends to undermine cohesion.

The trust that new team members feel towards their team mates is fragile and easily weakened.

The team effectiveness model does not apply to virtual teams.

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

Brainstorming includes all of these rules EXCEPT:

"Ideally,all work teams should have seven members,give or take one or two." Discuss the accuracy of this statement.

Team building interventions often fail because they are offered as a three-day jump-start rather than an ongoing process.

The situation where team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people is known as:

Virtual teams are best described as:

The five most frequently mentioned characteristics of effective team members are: Communicating,comforting,conflict resolution,coordinating,and cooperating.

Members of SDWTs have enriched and enlarged jobs.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

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