Deck 10: Subgroups and Multi-Teams

Question 1

Competition for scarce,desired resources can lead to egocentric perceptions of fairness.For example,when the law firm Weil Gotshal made dramatic staff cuts,partners made pitches behind the backs of colleagues with ties to a client and formed ________ within the firm to garner clients,resources,work,and power.

A)homogeneity-based subgroups
B)resource-based subgroups
C)knowledge-based subgroups
D)identity-based subgroups

Answer 1

B

Question 2

People who don't feel respected by their team are ________.Conversely,respected members of organizational groups that have low status and prestige are the most likely to ________.

A)high in social comparison; be self-serving and competitive
B)not as loyal or committed to their team; donate their time to their team to improve its image
C)high in realistic conflict; be high in symbolic conflict
D)high in ethnocentrism; stereotype

Answer 2

B

Question 3

Teams that are underbounded have ________; in contrast,teams that are overbounded have ________.

A)leaders that are present; leaders that are absent
B)leaders that are absent; leaders that are present
C)many external ties,but cannot bring its members together; high loyalty but an inability to integrate with others
D)high internal loyalty,but cannot integrate with others outside the team; many external ties,but cannot bring its members together

Answer 3

C

Question 4

In a diverse team,a "faultline" refers to cases in which:

A)a team tends to find fault or blame in the other team members rather than their own behavior.
B)group members fall into two distinct,non-overlapping subgroups usually based on demographic characteristics (such as male vice-presidents and female clerical workers).
C)group members make more extreme judgments of demographically dissimilar group members than is actually warranted.
D)a homogenous group does not allow a diverse member to join the group.

Question 5

Which of the following is NOT a characteristic of organizational founding teams?

A)They influence organizational development.
B)They create new organizational communities and populations.
C)They are sequestered from the general organizational environment.
D)When they disband,they can create a large amount of employment volatility.

Question 6

What is a common operational characteristic of probing teams?

A)They concentrate on their internal processes,and simply inform others of what they are doing.
B)They have little outside contact,and make decisions about how to serve its customers from within.
C)They are tasked with letting others outside the team know what they are doing after they have made decisions.
D)They actively tailor their communications to suit the needs,interests,and objectives of the organization.

Question 7

A situational example of a multi-team system is:

A)two teams interface directly and interdependently toward the accomplishment of shared goals.Although the teams pursue different proximal goals,they share at least one common goal.
B)a diverse network that crosses organizational boundaries and functional areas to achieve a common goal.
C)a team that is sequestered from the larger corporate environment to accomplish a security-sensitive goal.
D)a team that concentrates on their internal processes,and informs others in a public way of their goal progress.

Question 8

At a car maker,one engineer who works on the layout of the dashboard in their newest SUV regularly sits in on the weekly meetings of the engine design team to share and gather information for his team.In this situation,the engineer is acting as a ________ for his team.

A)gatekeeper
B)supervisor
C)liaison
D)producer

Question 9

Whether a deliberate choice by a leader,or ostracized by the organization,________ are sequestered from the rest of the company,often for security or intellectual reasons.

A)surveying teams (example-a company that takes customer votes on which products to be offered at retail)
B)broadcasting teams (example-an internal affairs department)
C)x-teams - (example-two market competitors teaming up to achieve a shared goal)
D)informing teams - (example-the scientific team that developed the atomic bomb)

Question 10

The typical cycle of an x-team involves which order of these processes?

A)Exploration,exploitation,exportation
B)Exportation,exploration,exploitation
C)Exploitation,exploration,exportation
D)Exploration,exportation,exploitation

Question 11

________ occurs when people who are not directly harmed by a rival group seek retribution against members of that out-group,who were not the original perpetrators of the initial attack on the in-group.

A)Vicarious retribution
B)Team discontinuity effect
C)Extremism
D)Collective narcissism

Question 12

In regard to post-merger behavior,people who belong to high-status premerger groups are ________ to identify with the new group,and ________ to show bias against their post-merger group.

A)less likely; more likely
B)more likely; less likely
C)less likely; less likely
D)more likely; more likely

Question 13

US Sen.Thad Cochran of Mississippi and Sen.Lindsey Graham of South Carolina serve on several subcommittees together - most notably the subcommittees on Defense and on Homeland Security.Both senators are members of the Republican Party and also share membership on the larger umbrella committee that oversees the budget distributions for other subcommittees within the Senate.The term that describes the type of team integration described in Sen.Cochran's and Sen.Graham's example is best termed:

A)liaison.
B)management team.
C)instrumental ties.
D)overlapping memberships.

Question 14

________ occurs when a team tends to empathize less with out-group members versus their in-group members and to feel pleasure when seeing out-group members dealing with painful situations.

A)Homophily
B)Collective narcissism
C)Intergroup empathy bias
D)Failed memory

Question 15

There are four types of integration structures for integrating multiple teams: management teams,representative integrating teams,individual integrating roles,and improvement teams.Which of these team structures forges strategy and direction for multiple teams in a business unit and makes the strategic resource trade-offs among teams?

A)management teams
B)representative integrating teams
C)individual integrating roles
D)improvement teams

Question 16

Subgroups are teams within teams.A subgroup in a team like a clique,faction or social subgroup sharing some of the same value-based or social-group based identities is best termed:

A)a homogeneity-based subgroup.
B)a resource-based subgroup.
C)a knowledge-based subgroup.
D)an identity-based subgroup.

Question 17

________ are highly externally oriented; their members forge dense networks across the organization,enable rapid execution of ideas,and may sometimes find they have to cross competitive or organizational borders to achieve a shared goal.

A)Broadcasting teams
B)Marketing teams
C)X-teams
D)Surveying teams

Question 18

Consider a situation in which you are a member of a team that has little organizational support within your company.Your team competes with two other groups in your organization,a disadvantaged group (little support or resources)and an advantaged groups (lots of support and resources).The performance of the disadvantaged team changes over time,so that it becomes equal to your team's performance.Faced with this situation,the social comparison theory predicts your team will:

A)feel the identity of your team is threatened.
B)harm or discriminate against other teams when the performance of the other team decreases.
C)harm or discriminate against members of your own team when the performance of your own team decreases.
D)your team will ignore the success of the disadvantaged group and instead focus on competing with the advantaged team.

Question 19

Exhibit 10-2 in the text illustrates the progressively more inclusive ways a person can identify himself or herself within an organizational structure.At a basic level,a person might see himself or herself as an individual,but at a wider view,a person might see himself or herself as a member of a unit or a larger organizational area.Group members identify and categorize themselves in this same fashion; categorizing themselves and others in terms of in-groups and out-groups.The more narrowly a group defines itself,the more the group's behavior becomes:

A)cohesive and differentiated.
B)inclusive and extraverted.
C)competitive and self-serving.
D)cooperative and self-sacrificing.

Question 20

People consider in-groups to be people who are like themselves or who belong to the same groups; out-groups are people who are not in their group or who are members of competitor groups.The implications of in-group and out-group categorizations are all of the following behaviors EXCEPT:

A)social comparison
B)team rivalry
C)fluency
D)transgression credit

Question 21

According to the "mere contact" strategy; based on the principle that greater contact among members of different groups increases cooperation between members; for contact to be effective and reduce prejudices,all of the following need to be in place EXCEPT:

A)social and institutional support.
B)acquaintance potential.
C)equal status.
D)within group friendships.

Question 22

________ teams concentrate on their internal processes and simply inform others what they are doing.They often have little outside contact,instead this type of team makes decision about how to serve its customers from within and lets others outside the team know what they are doing after they have already made decisions.

A)Probing teams
B)Informing teams
C)X-Teams
D)Parading teams

Question 23

Most people underestimate their status in groups and team members who seek to enhance their status within the group are rewarded because they bring energy to the group's process and as a consequence,are well-liked by the group.

Question 24

When groups use apology in the face of intergroup conflict,which is the least likely result of that apology?

A)Decreased likelihood of forgiveness
B)Increased anger
C)Increased trust of the out-group
D)Increased desire for retribution

Question 25

People typically prefer groups composed of 10-12 members and rarely choose to team with groups of less than two to three members.

Question 26

The negative relationship between group faultlines and performance can be reversed or minimized when groups in the organization are aligned with respect to their:

A)institutional backing.
B)geographic location.
C)results orientation.
D)diversity.

Question 27

The process of exchange,termed "perspective taking," is one in which an in-group member puts themselves in an out-group member's place.The effects of perspective taking are not always positive on in-group member's views of out-group members and depend on the extent to which a person identifies with their in-group.Therefore,which of the following scenarios would be most likely to lead in-group members to respond more negatively toward out-group members?

A)An in-group's exposure to information related to an out-group's heterogeneity in terms of their positive and negative characteristics.
B)An in-group member discloses the hardships of an out-group member and expresses the out-group's collective need for support during the out-group individual's recovery.
C)An in-group is highly group oriented,putting the good of the group over the desires of individuals.
D)An in-group's exposure to the positive characteristics of an exclusive sub-group within the out-group.

Question 28

Team members tend to forgive serious transgression/mistakes by in-group leaders but not by other fellow team members or by the leaders of out-groups.

Question 29

In organizations,high-status groups are perceived to possess agency; whereas low-status groups are perceived to lack agentic characteristics.To make up for their lack of status,which of the following actions are low-status,but highly respected groups likely to do?

A)Devote time to improving their personal image
B)Compensatory favoritism
C)Avoid competition with out-groups
D)Look to change jobs

Question 30

People consider two types of cues when assessing status and forming their expectations of team members; real status and pseudostatus.An example of real status is ________; an example of pseudostatus is ________.

A)experience with a task; gender
B)gender; experience with a task
C)gender; ethnicity
D)experience with a task; a title in an organization

Question 31

Members of teams that highly identify with their group,but are part of disadvantaged groups,want to talk about commonalities between groups,whereas highly identified members of advantaged groups generally prefer to talk about power.

Question 32

When people believe that they provide less value to the group,they often prefer a lower status rank.

Question 33

Prototypical members of groups feel secure about their membership in the group,whereas peripheral representative have a less certain position.Because peripheral representatives are uncertain,they are more likely to do all of the following EXCEPT:

A)give credit for an idea to another peripheral member.
B)recall more information.
C)exhibit greater sensitivity to emotional expressions.
D)be more attentive and responsive to information in their environment.

Question 34

A team that has a large representational gap has:

A)success in enticing other team members to adopt their position.
B)a majority of members who privately agree with the minority.
C)disagreements about how to approach a task and who should do what.
D)inconsistent views and mental models about the definitions of the team's problem or task.