Question 1

Which of the following is an informal group?

Accepted Answer

A) advisory teams 
B) task forces 
C) cross-functional teams 
D) business unit alliances 
E) self-managed teams 
A) advisory teams 
B) task forces 
C) cross-functional teams 
D) business unit alliances 
E) self-managed teams

Question 2

All four teams at Strato have which one of the following characteristics in common with a formal group?

Accepted Answer

A) individual and mutual accountability 
B) intense focus on a specific common goal 
C) positive synergy 
D) complimentary skills 
E) two or more members 
A) individual and mutual accountability 
B) intense focus on a specific common goal 
C) positive synergy 
D) complimentary skills 
E) two or more members

Question 3

The ________ view of conflict argues that conflict is a natural and inevitable outcome in any group.

Accepted Answer

A) human relations 
B) traditional 
C) interactionist 
D) reactionist 
E) functional 
A) human relations 
B) traditional 
C) interactionist 
D) reactionist 
E) functional

Question 4

Which of these statements concerning cohesiveness is FALSE?

Accepted Answer

A) Highly cohesive groups are more effective than less cohesive groups. 
B) The more cohesive a group,the more members will pursue its goals. 
C) If cohesiveness is low and goals are not supported,productivity is unchanged. 
D) If cohesiveness is high and attitudes are unfavourable,productivity increases. 
E) If cohesiveness is low and goals are supported,productivity increases only moderately. 
A) Highly cohesive groups are more effective than less cohesive groups. 
B) The more cohesive a group,the more members will pursue its goals. 
C) If cohesiveness is low and goals are not supported,productivity is unchanged. 
D) If cohesiveness is high and attitudes are unfavourable,productivity increases. 
E) If cohesiveness is low and goals are supported,productivity increases only moderately.

Question 5

According to your textbook,effective team leaders today are best described by which of the following terms?

Accepted Answer

A) boss 
B) director 
C) counselor 
D) facilitator 
E) champion 
A) boss 
B) director 
C) counselor 
D) facilitator 
E) champion

Question 6

After Lisa and Jill had agreed on the roles,they argued over how the work should get done.This argument was based on ________ conflict.

Accepted Answer

A) formal 
B) informal 
C) process 
D) relationship 
E) task 
A) formal 
B) informal 
C) process 
D) relationship 
E) task

Question 7

After discussing the issue with both Celine and Raj,the president learned that Celine was proposing the change to retaliate against Raj over a personal argument.Given these personal motivations,what type of conflict is this?

Accepted Answer

A) destructive 
B) negative 
C) dysfunctional 
D) abnormal 
E) interactionist 
A) destructive 
B) negative 
C) dysfunctional 
D) abnormal 
E) interactionist

Question 8

Mutual trust is important in developing effective teams.

Accepted Answer

A) True 
 B)False

Question 9

Individuals occupying thought-oriented roles ________.

Accepted Answer

A) love taking ideas and making them happen 
B) enjoy collaborating with other team members 
C) always explore new opportunities 
D) need help getting started 
E) are good at "thinking outside the box" 
A) love taking ideas and making them happen 
B) enjoy collaborating with other team members 
C) always explore new opportunities 
D) need help getting started 
E) are good at "thinking outside the box"

Question 10

Problem-solving teams consist of managers and employees from different departments or functional areas who are involved in efforts to improve work activities or to solve specific problems in the organization.

Accepted Answer

A) True 
 B)False

Question 11

Discuss how social loafing can affect a team and how it can be combatted.

Accepted Answer

Social loafing is a very natural respons

Question 12

Refer to the Scenario below to answer the question that follows.
A New Group (Scenario)
David had been away from his old company,Control Tech,for a while.He remembered that when he worked there 10 years ago,the company was very traditional and conservative.The lines of authority and responsibility were established and clear.Now,it felt ironic that he was managing the consulting team that was going to help bring a group orientation into being at the company.In addition to the traditional hierarchy,with a manager and subordinates,he saw a need to introduce teams composed of individuals from various work areas to help solve operational problems.He also felt that for certain projects,there could be groups that could function essentially independently,even taking on traditional management responsibilities such as hiring,planning,and scheduling.Plus,he saw real potential for special,temporary projects to be handled by groups that would disband once the task was completed.
-All of the groups being considered by David are examples of ________.

Accepted Answer

A) command groups 
B) cross-functional groups 
C) self-managed teams 
D) informal groups 
E) formal groups 
A) command groups 
B) cross-functional groups 
C) self-managed teams 
D) informal groups 
E) formal groups

Question 13

Which of the following formal groups are essentially independent groups,which,in addition to their regular duties,take on tasks such as hiring,planning,scheduling,and performance evaluations?

Accepted Answer

A) business unit alliances 
B) command groups 
C) self-managed teams 
D) cross-functional teams 
E) task groups 
A) business unit alliances 
B) command groups 
C) self-managed teams 
D) cross-functional teams 
E) task groups

Question 14

In the forming stage of group development the employees bond because they are faced with external threats that push the group members to work together.

Accepted Answer

A) True 
 B)False

Question 15

Those in the company who viewed the conflict over the marketing strategy as natural and inevitable have a(n)________ view of conflict.

Accepted Answer

A) human relations 
B) conservative 
C) strategic 
D) interactionist 
E) traditional 
A) human relations 
B) conservative 
C) strategic 
D) interactionist 
E) traditional

Question 16

The ________ stage is complete when members begin to think of themselves as part of a team.

Accepted Answer

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

Question 17

Refer to the Scenario below to answer the questions that follow.
The Retreat (Scenario)
The first-line managers were sent on a retreat to Niagara Falls for their inaugural strategic planning meeting.Few people knew each other,but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.Their years of complaining about the old system had dumped this new responsibility right in their lap.They had four days to become brilliant,and everyone was a little on edge.The first day,little was accomplished except for the jockeying to see who would be the official leader.Finally,Jim seemed to wrangle control and helped provide the first real direction for the group.By the second day,the group seemed to begin working well.They spent the morning deciding how they would make decisions within the group and how to manage the idea-generation process.The third and fourth days saw the new managers move amazingly quickly,with ideas flowing freely.By the end of the fourth day,they had a workable system developed,and they felt satisfied.That night they all signed the new document to be presented to the regional manager the next day.They all felt a twinge of regret at having to break up the group and return to normal work life.
-When the management group was deciding on their decision rules,they were in the ________ stage of group development.

Accepted Answer

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

Question 18

Refer to the Scenario below to answer the questions that follow.
The Retreat (Scenario)
The first-line managers were sent on a retreat to Niagara Falls for their inaugural strategic planning meeting.Few people knew each other,but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.Their years of complaining about the old system had dumped this new responsibility right in their lap.They had four days to become brilliant,and everyone was a little on edge.The first day,little was accomplished except for the jockeying to see who would be the official leader.Finally,Jim seemed to wrangle control and helped provide the first real direction for the group.By the second day,the group seemed to begin working well.They spent the morning deciding how they would make decisions within the group and how to manage the idea-generation process.The third and fourth days saw the new managers move amazingly quickly,with ideas flowing freely.By the end of the fourth day,they had a workable system developed,and they felt satisfied.That night they all signed the new document to be presented to the regional manager the next day.They all felt a twinge of regret at having to break up the group and return to normal work life.
-When the management team left Niagara Falls to return to their normal jobs,they had just completed the ________ stage of group development.

Accepted Answer

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

Question 19

Good communication is important in creating effective teams.

Accepted Answer

A) True 
 B)False

Question 20

Research shows that a great deal of tension and difficulty arises in global teams because of ________.

Accepted Answer

A) groupthink 
B) miscommunication 
C) diversity 
D) time zone differences 
E) conflicting priorities 
A) groupthink 
B) miscommunication 
C) diversity 
D) time zone differences 
E) conflicting priorities

Which of the following is an informal group?

All four teams at Strato have which one of the following characteristics in common with a formal group?

The ________ view of conflict argues that conflict is a natural and inevitable outcome in any group.

Which of these statements concerning cohesiveness is FALSE?

According to your textbook,effective team leaders today are best described by which of the following terms?

After Lisa and Jill had agreed on the roles,they argued over how the work should get done.This argument was based on ________ conflict.

After discussing the issue with both Celine and Raj,the president learned that Celine was proposing the change to retaliate against Raj over a personal argument.Given these personal motivations,what type of conflict is this?

Mutual trust is important in developing effective teams.

Individuals occupying thought-oriented roles ________.

Problem-solving teams consist of managers and employees from different departments or functional areas who are involved in efforts to improve work activities or to solve specific problems in the organization.

Discuss how social loafing can affect a team and how it can be combatted.

Which of the following formal groups are essentially independent groups,which,in addition to their regular duties,take on tasks such as hiring,planning,scheduling,and performance evaluations?

In the forming stage of group development the employees bond because they are faced with external threats that push the group members to work together.

Those in the company who viewed the conflict over the marketing strategy as natural and inevitable have a(n)________ view of conflict.

The ________ stage is complete when members begin to think of themselves as part of a team.

Good communication is important in creating effective teams.

Research shows that a great deal of tension and difficulty arises in global teams because of ________.

Managers and Management

Environmental Contraints on Managers

Planning and Strategic Management

Decision Making

Organizational Structure and Design

Operations Management

Human Resource Management

Leadership

Motivating Employees

Foundations of Control

Managing Innovation and Change

Filters

Exam 10: Understanding Groups and Teams

Which of the following is an informal group?

All four teams at Strato have which one of the following characteristics in common with a formal group?

The ________ view of conflict argues that conflict is a natural and inevitable outcome in any group.

Which of these statements concerning cohesiveness is FALSE?

According to your textbook,effective team leaders today are best described by which of the following terms?

After Lisa and Jill had agreed on the roles,they argued over how the work should get done.This argument was based on ________ conflict.

After discussing the issue with both Celine and Raj,the president learned that Celine was proposing the change to retaliate against Raj over a personal argument.Given these personal motivations,what type of conflict is this?

Mutual trust is important in developing effective teams.

Individuals occupying thought-oriented roles ________.

Problem-solving teams consist of managers and employees from different departments or functional areas who are involved in efforts to improve work activities or to solve specific problems in the organization.

Discuss how social loafing can affect a team and how it can be combatted.

Which of the following formal groups are essentially independent groups,which,in addition to their regular duties,take on tasks such as hiring,planning,scheduling,and performance evaluations?

In the forming stage of group development the employees bond because they are faced with external threats that push the group members to work together.

Those in the company who viewed the conflict over the marketing strategy as natural and inevitable have a(n)________ view of conflict.

The ________ stage is complete when members begin to think of themselves as part of a team.

Good communication is important in creating effective teams.

Research shows that a great deal of tension and difficulty arises in global teams because of ________.

Managers and Management

Environmental Contraints on Managers

Planning and Strategic Management

Decision Making

Organizational Structure and Design

Operations Management

Human Resource Management

Leadership

Motivating Employees

Foundations of Control

Managing Innovation and Change

Filters