Exam 12: Developing and Leading Teams: Part A

In the concept of team empowerment,the dimension of respect refers to the extent to which its members perceive the group as having independence and discretion in performing the work.

Norms differ from organizational rules in that norms are more likely to be broken by employees.

In general,the development of strong fault lines works against a good decision-making team.

Teams typically follow a similar course of development after the performing stage.

Norms differ from organizational rules in that norms are more likely to be informal rather than formal.

A free rider effect is when a team member obtains the benefits of membership but does not bear a proportional share of the responsibility for generating the benefit.

The forming stage of team development refers to members focusing on defining goals and developing procedures for performing their jobs.

The storming stage of team development occurs when competition over the leadership role and conflict over goals are most likely to emerge.

A person might classify a group that accepts their efforts to obtain membership as a closed group.

Desktop videoconferencing systems (DVCSs)do not allow for more complex communication among team members.

Informal groups in organizations can't always be classified simply as positive or negative because many exhibit both characteristics from time to time.

Rita,who wants to gain acceptance and status in a support group for women employees at her company,should probably engage in primarily relations-oriented behavior within the group.

A person's behaviors that are at the expense of the team or group;including blocking progress,seeking recognition,or avoiding involvement;are part of the self-oriented role.

When acceptance of the decision is crucial,individual problem solving is likely to be superior to team problem solving.

Effective teams spend one-third or less of their time on task-oriented goals and roughly two-thirds or more of their time on relations-oriented goals.

According to the Teams Competency: Empowered Teams at W.L.Gore & Associates,one of the principles set down by Bill Gore,the founder,is for associates to extend fairness to each other and everyone with whom they come in contact.

When an individual in a group decides to withhold effort in the belief that others are planning to withhold effort as well it is called the sucker effect.

A self-managed team refers to members from various work areas who identify and solve mutual problems.

Teams may go through a basic,three-stage developmental sequence: forming,performing,and adjourning.

The behaviors of initiating,seeking or giving information,coordinating,and evaluating are part of the task-oriented role in a group or team.