Deck 12: Developing and Leading Teams: Part A

Question 1

Informal groups are created by managers to accomplish certain organizational goals.

Answer 1

False

Question 2

A friendship group evolves informally to meet its members' personal security,esteem,and belonging needs.

Answer 2

True

Question 3

Most managers believe that close-knit informal groups have only desirable effects on an organization.

Answer 3

False

Question 4

Groups may be classified according to their primary goals in an organization as open or closed groups.

Question 5

In Learning From Experience: Boeing's Development of Teams and Their Leaders,the first officer in the presented scenario warned that the plane was flying too high and too fast,but the captain brushed him off.

Question 6

A closed group develops out of the day-to-day activities,interactions,and sentiments of the members for the purpose of meeting their social needs.

Question 7

The ability to develop,support,facilitate,and lead groups to achieve organizational goals is part of the teams identity.

Question 8

In a typical organization,friendship groups would be considered informal groups,while task groups would be considered formal groups.

Question 9

A clique is any number of people who often communicate with one another over a period of time,share goals,and are few enough so that each individual may communicate with all the others,person-to-person.

Question 10

A group is any number of people who often communicate with one another over a period of time,share goals,and are few enough so that each individual may communicate with all the others,person-to-person.

Question 11

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

Question 12

Informal groups,such as friendship groups,have only positive effects in organizations.

Question 13

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

Question 14

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

Question 15

In Learning From Experience: Boeing's Development of Teams and Their Leaders,Boeing puts high value on individual work rather than teamwork

Question 16

An organization can influence the development of informal groups through the physical layout of work,types of technology used,and leadership practices of managers.

Question 17

Dealing with conflict openly and communicating freely among team members are core characteristics of effective teams.

Question 18

The teams competency involves the ability to develop,support,facilitate,and lead groups to achieve organizational goals.

Question 19

In organizations,two basic types of groups of interest are friendship groups,which are formal groups,and task groups,which are informal groups.

Question 20

A single group in an organization may serve both friendship and task purposes.

Question 21

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.

Question 22

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

Question 23

According to the Teams Competency: Empowered Teams at W.L.Gore & Associates,each new associate is designated to work at a specific job.

Question 24

Teams do not necessarily develop in the straightforward manner depicted in the five-stage team development model;in fact,a team can fail and disband at any stage.

Question 25

Team problem solving is likely to be superior to individual problem solving when team members rely on each other.

Question 26

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.

Question 27

In the forming stage of team development,the roles of individual members are accepted and understood.

Question 28

Leaders and team members should understand all the stages of team development,although only the final stage of development can influence a team's effectiveness.

Question 29

Team empowerment is the degree to which members perceive the group as having potency,meaningfulness,power,and friendship.

Question 30

The term team empowerment refers to the degree to which its members perceive the group as having four characteristics: potency,meaningfulness,autonomy,and impact.

Question 31

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

Question 32

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

Question 33

A closed group is a small number of employees with complementary competencies who are committed to common performance goals and working relationships for which they hold themselves mutually accountable.

Question 34

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

Question 35

The storming stage of team development refers to group members sharing information,accepting different options and attempting to make decisions that may require compromise.

Question 36

Agreed-on guidelines or procedures for making decisions is not a core characteristic of effective teams.

Question 37

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

Question 38

A team whose members have effective interpersonal skills and high initial commitment to team goals could move rapidly to the performing stage.

Question 39

Managing conflict is most crucial to team development during the forming stage.

Question 40

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

Question 41

Problem-solving teams identify specific concerns in their areas of responsibility,develop potential solutions,and often are empowered to take action within defined limits.

Question 42

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

Question 43

Six of the most common types of teams in organizations today are: functional teams,problem-solving teams,diversity teams,efficiency teams,virtual teams,and global teams.

Question 44

A leader within the marketing department who wanted to use teams to handle accounts receivable on a daily basis should probably create a self-managed team.

Question 45

A virtual team is a group of individuals who collaborate through various information technologies on one or more projects while in the same location.

Question 46

Self-managed teams typically create one or more managerial levels.

Question 47

Functional,problem-solving,cross-functional,and even self-managed teams are never able to operate as virtual teams.

Question 48

Cross-functional teams bring together the knowledge and skills of people from different specialty areas to identify and solve mutual problems.

Question 49

Teams that are frequently used to foster innovation,speed,and a focus on responding to customer needs are efficiency teams.

Question 50

An efficiency team usually include employees who work together daily on similar tasks and must coordinate their efforts.

Question 51

Virtual teams primarily work across three dimensions: distance (any place),time (any time),and increasingly across organizational boundaries (members from two or more organizations).

Question 52

A self-managed team refers to members who focus on a specific issue,develop a potential solution,and are often empowered to take action within defined limits.

Question 53

Functional teams bring together the knowledge and skills of people from different specialty areas to identify and solve mutual problems.

Question 54

A cross-functional team refers to highly interdependent,competent,and empowered members who work together effectively on a daily basis to manufacture an entire product or provide an entire service to a set of customers.

Question 55

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

Question 56

A functional team usually includes employees who work together daily on similar tasks and must coordinate their efforts.

Question 57

An effective leader knows that once a team has successfully passed through the forming,storming,and norming stages,the danger of failure during the performing stage is minimal.

Question 58

Cooperation and a sense of shared responsibility develop among team members during the performing stage.

Question 59

Failure can occur at any point in the developmental sequence of a team.

Question 60

Teams that fundamentally reorganize work and change the roles of managers are problem-solving teams.

Question 61

Desktop videoconferencing systems (DVCSs)are useful to virtual teams because they allow for communication and data sharing when team members are working at different times.

Question 62

Desktop videoconferencing systems (DVCSs)are useful to virtual teams because they allow more complex communication among team members.

Question 63

In the Across Culture Competency: Alcoa's Global Virtual Team,the virtual teams had significant resources at their disposal.

Question 64

In the operation of virtual teams,the only technology that is used is Internet/Intranet systems.

Question 65

A global team has members from a variety of countries who are,therefore,often separated significantly by time,distance,culture,and native language.

Question 66

A virtual team has members from a variety of countries who are,therefore,often separated significantly by time,distance,culture,and native language.

Question 67

In the Across Culture Competency: Alcoa's Global Virtual Team,one of the difficulties in leading a global virtual team was grasping people's emotions and sentiments.

Question 68

Global teams may only operate like virtual teams.

Question 69

Among the influences on team effectiveness,context refers to factors on the internal environment of the team.

Question 70

Virtual teams primarily work across two dimensions: distance and date.

Question 71

Among the influences on team effectiveness,context may include technology,physical working conditions,management practices,and organizational rewards and punishments.

Question 72

A leader who wanted to overcome time and place limitations on teamwork should consider using cross-functional teams.

Question 73

Technology,time,and techniques are the core features of a virtual team.

Question 74

Desktop videoconferencing systems (DVCSs)are useful to virtual teams because they allow virtual teams to keep other organizational members and important external stakeholders,such as suppliers and customers,up to date on a team's progress.

Question 75

The only special challenge faced by global virtual teams is language differences.

Question 76

One of the reasons for the use of global teams is the desire to develop goods and services in a variety of countries with a minimum level of customization.

Question 77

Desktop videoconferencing systems (DVCSs)are useful to virtual teams because they allow more complex communication among team members.

Question 78

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

Question 79

Guidelines for leading teams with different time orientations include encouraging the use of time-related language such as "Wait a minute," "I'll be in touch shortly".

Question 80

Collaborative software systems are useful to virtual teams because they allow for communication and data sharing when team members are working at different times.