Question 1

The four most common forms of teams are: problem-solving,self-managed,cross-functional and virtual.

Accepted Answer

A) True 
 B)False

Question 2

Discuss self-managed work teams.

Accepted Answer

Self-managed work teams are groups of em

Question 3

People who fight the team's battles are called:

Accepted Answer

A) controllers. 
B) maintainers. 
C) producers. 
D) assessors. 
A) controllers. 
B) maintainers. 
C) producers. 
D) assessors.

Question 4

Which of the following is NOT true about self-managed work teams?

Accepted Answer

A) Individuals on these teams tend to report higher levels of job satisfaction. 
B) This type of team often does not manage conflicts well. 
C) The success of self-managed teams has been uniformly positive. 
D) They sometimes have higher rates of absenteeism and turnover. 
A) Individuals on these teams tend to report higher levels of job satisfaction. 
B) This type of team often does not manage conflicts well. 
C) The success of self-managed teams has been uniformly positive. 
D) They sometimes have higher rates of absenteeism and turnover.

Question 5

Teams fit well with countries that score low on collectivism.

Accepted Answer

A) True 
 B)False

Question 6

The team effectiveness model identifies three categories of key components making up effective teams.What are these categories? Give examples of each category.

Accepted Answer

The key components making up effective t

Question 7

Discuss the advantages and disadvantages of diversity on teams.

Accepted Answer

Many of us hold the optimistic view that

Question 8

Discuss strategies an organisation might use to turn individuals into team players.

Accepted Answer

Managers have several options to turn in

Question 9

Which of the following is NOT one of the options suggested that managers have for trying to turn individuals into team players?

Accepted Answer

A) selection 
B) training 
C) rewards 
D) goals 
A) selection 
B) training 
C) rewards 
D) goals

Question 10

A work group creates positive synergy.

Accepted Answer

A) True 
 B)False

Question 11

Turnover rates are often much lower for self-managed work teams than for employees working in traditional work structures.

Accepted Answer

A) True 
 B)False

Question 12

Discuss the difference between a work group and a work team.

Accepted Answer

A work group is a group that interacts p

Question 13

In general,the most effective teams tend to have ________ members.

Accepted Answer

A) 5 
B) more than 12 
C) 5 to 9 
D) 3 
A) 5 
B) more than 12 
C) 5 to 9 
D) 3

Question 14

Kate works in an industry that is highly competitive.Her organisation recently restructured itself to compete more effectively and efficiently. Kate's organisation likely uses teams because:

Accepted Answer

A) teams are more flexible and responsive to changing events. 
B) teams can quickly assemble,deploy,refocus and disband. 
C) teams facilitate employee participation in operating decisions. 
D) all of the above. 
A) teams are more flexible and responsive to changing events. 
B) teams can quickly assemble,deploy,refocus and disband. 
C) teams facilitate employee participation in operating decisions. 
D) all of the above.

Question 15

Which of the following does NOT explain the current popularity of teams?

Accepted Answer

A) Teams are a means to increase employee motivation. 
B) Teams enable organisations to better utilise employee talents. 
C) Teams do not require employee participation in operating decisions. 
D) None of the above. 
A) Teams are a means to increase employee motivation. 
B) Teams enable organisations to better utilise employee talents. 
C) Teams do not require employee participation in operating decisions. 
D) None of the above.

Question 16

Social loafing is possible within a team because it is not possible to identify individual contributions.

Accepted Answer

A) True 
 B)False

Question 17

While problem-solving team members share ideas or suggest how work processes and methods can be improved,they rarely have the authority to unilaterally implement any of their suggestions.

Accepted Answer

A) True 
 B)False

Question 18

You have been assigned to a problem-solving team.You have never met any of the team members before,but you have been given their resumes,and it is your job to match the team members to the various roles that are needed for successful completion of your project.You have gathered the following information about the members of your team: Iris is a recent college graduate with a degree in mathematics.She is new to the company and seems eager to please but is inexperienced.James has been with the company for 15 years and has had experience in several areas within the company.He has a reputation for being well-organised and is a strong defender of the company and its policies.He always follows through and is able to coordinate the work of others.Betty is highly motivated and intelligent.She has several advanced degrees and is able to view situations from differing viewpoints.She is regarded as a good listener and as being able to coordinate and integrate.You have decided that you are willing to take on any group role that is handed to you but are more comfortable with implementation of ideas than with initiating them. James is very well suited to which role?

Accepted Answer

A) promoter 
B) maintainer 
C) controller 
D) none of the above 
A) promoter 
B) maintainer 
C) controller 
D) none of the above

Question 19

Exercises that benefit individuals to overcome difficulties in a team environment would include workshops in:

Accepted Answer

A) labour law. 
B) sexual harassment. 
C) power distance. 
D) negotiation. 
A) labour law. 
B) sexual harassment. 
C) power distance. 
D) negotiation.

Question 20

As a result of self-managed teams,supervisory positions may be eliminated.

Accepted Answer

A) True 
 B)False

The four most common forms of teams are: problem-solving,self-managed,cross-functional and virtual.

Discuss self-managed work teams.

People who fight the team's battles are called:

Which of the following is NOT true about self-managed work teams?

Teams fit well with countries that score low on collectivism.

The team effectiveness model identifies three categories of key components making up effective teams.What are these categories? Give examples of each category.

Discuss the advantages and disadvantages of diversity on teams.

Discuss strategies an organisation might use to turn individuals into team players.

Which of the following is NOT one of the options suggested that managers have for trying to turn individuals into team players?

A work group creates positive synergy.

Turnover rates are often much lower for self-managed work teams than for employees working in traditional work structures.

Discuss the difference between a work group and a work team.

In general,the most effective teams tend to have ________ members.

Kate works in an industry that is highly competitive.Her organisation recently restructured itself to compete more effectively and efficiently. Kate's organisation likely uses teams because:

Which of the following does NOT explain the current popularity of teams?

Social loafing is possible within a team because it is not possible to identify individual contributions.

While problem-solving team members share ideas or suggest how work processes and methods can be improved,they rarely have the authority to unilaterally implement any of their suggestions.

Exercises that benefit individuals to overcome difficulties in a team environment would include workshops in:

As a result of self-managed teams,supervisory positions may be eliminated.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters

Exam 9: Understanding Work Teams

The four most common forms of teams are: problem-solving,self-managed,cross-functional and virtual.

Discuss self-managed work teams.

People who fight the team's battles are called:

Which of the following is NOT true about self-managed work teams?

Teams fit well with countries that score low on collectivism.

The team effectiveness model identifies three categories of key components making up effective teams.What are these categories? Give examples of each category.

Discuss the advantages and disadvantages of diversity on teams.

Discuss strategies an organisation might use to turn individuals into team players.

Which of the following is NOT one of the options suggested that managers have for trying to turn individuals into team players?

A work group creates positive synergy.

Turnover rates are often much lower for self-managed work teams than for employees working in traditional work structures.

Discuss the difference between a work group and a work team.

In general,the most effective teams tend to have ________ members.

Kate works in an industry that is highly competitive.Her organisation recently restructured itself to compete more effectively and efficiently. Kate's organisation likely uses teams because:

Which of the following does NOT explain the current popularity of teams?

Social loafing is possible within a team because it is not possible to identify individual contributions.

While problem-solving team members share ideas or suggest how work processes and methods can be improved,they rarely have the authority to unilaterally implement any of their suggestions.

Exercises that benefit individuals to overcome difficulties in a team environment would include workshops in:

As a result of self-managed teams,supervisory positions may be eliminated.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters