Deck 12: Teamwork

Question 1

In a traditional work environment,

A) most information is "management property."
B) managers and team members jointly determine and plan the work.
C) rewards are primarily based on contributions to individual and team performance.
D) measured risk taking is encouraged and supported.
E) everyone works to continuously improve methods and processes.

Answer 1

A

Question 2

A(n) ________ is a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements.

A) group
B) environment
C) team
D) system
E) sample

Answer 2

A

Question 3

An organization has decided to restructure its traditional work environment by adopting team-based approaches to work. How would this affect the organization?

A) The employees will develop an individualistic approach to work.
B) The quality of the work will decline.
C) The employees will refrain from free riding and social loafing.
D) The organization's productivity will increase.
E) The organization's costs will rise.

Answer 3

D

Question 4

In a traditional work environment,

A) everyone works to continuously improve methods and processes.
B) rewards are based on individual and team performance.
C) managers and team members jointly determine and plan the work.
D) most information is freely shared at all levels.
E) risk taking is discouraged and punished.

Question 5

A ________ is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

A) team
B) population
C) system
D) sample
E) group

Question 6

In a new team work environment,

A) managers alone determine and plan the work.
B) most information is "management property."
C) measured risk taking is encouraged and supported.
D) rewards are based solely on individual performance.
E) managers alone determine "best work methods."

Question 7

Teams can satisfy important personal needs for their members, such as affiliation and esteem.

Question 8

Self-managed teams are seldom found in manufacturing.

Question 9

Select the benefit that teams CANNOT achieve.

A) an increase in productivity
B) an improvement in quality
C) a reduction in costs
D) an analysis of staffing
E) an increase in speed

Question 10

For a cohesive group to make good decisions, it should establish a norm of constructive disagreement.

Question 11

In a new team environment,

A) everyone works to continuously improve methods and processes.
B) managers alone determine and plan the work.
C) jobs are narrowly defined.
D) cross-training is viewed as inefficient.
E) tasks and duties are narrowly defined.

Question 12

How does a group differ from a team?

A) Teams hold their members individually accountable for achieving performance improvements.
B) Groups do not require their members to interact.
C) Groups do not necessarily perform as a unit.
D) Teams usually do not require their members to agree on a common goal to be achieved.
E) Teams are usually formed of a large number of people.

Question 13

When trust is low, team members may spend more time trying to influence team dynamics to protect their own interests than performing their actual jobs.

Question 14

Identify a defining characteristic of a traditional work environment.

A) Jobs require broad skills and knowledge.
B) Rewards are based on individual and team performance.
C) Measured risk taking is encouraged and supported.
D) Managers primarily determine "best methods" related to work processes.
E) Most information is freely shared at all levels of the organization.

Question 15

In a new team work environment,

A) people work alone.
B) jobs are narrowly defined.
C) training for nonmanagers focuses on technical skills.
D) managers and team members plan together.
E) risk taking is discouraged and punished.

Question 16

Job skills learned by working in a team are not transferable to new positions.

Question 17

In a new team work environment,

A) risk taking is discouraged and punished.
B) rewards are based on individual performance and contributions to team performance.
C) most information is "management property."
D) training for nonmanagers primarily focuses on technical skills.
E) teams are created to promote groupthink among the members.

Question 18

Groups always keep progressing from one stage of team leadership to the other; they never remain at any level for a long time.

Question 19

Team-based approaches to work have generated excitement. Used appropriately, teams can be powerfully effective as a(n)

A) start-up to a large corporation.
B) building block for organization structure.
C) award-winning strategy.
D) marketing strategy.
E) alternative to evaluation.

Question 20

In a traditional work environment,

A) managers and team members jointly determine and plan the work.
B) rewards are based on individual performance.
C) jobs require broad skills and knowledge.
D) employees at all levels are involved in determining best work methods.
E) most information is freely shared at all levels.

Question 21

________ coordinate and provide directions to the subunits under their jurisdiction and integrate work among subunits.

A) Management teams
B) Focus groups
C) Interest groups
D) Parallel teams
E) Project teams

Question 22

In ________, workers are trained to do all or most of the jobs in the unit, they have no immediate supervisor, and they make decisions previously made by first-line supervisors.

A) traditional work teams
B) quality circles
C) interest groups
D) self-managed teams
E) focus groups

Question 23

________ differ from other work teams not only by being multicultural but also often by being geographically dispersed, being psychologically distant.

A) Parallel teams
B) Management teams
C) Transnational teams
D) Focus groups
E) Interest groups

Question 24

In the context of teams, ________ have no managerial responsibilities.

A) self-designing teams
B) semiautonomous work groups
C) traditional work groups
D) autonomous work groups
E) self-managed teams

Question 25

Bernard Butler, long-time CEO of Broadburn Group, said in his retirement speech, "I am delighted that we have so many young managers in our organization. Teams are prevalent and used to far greater effect than in the past. People are more involved, and they are better ________. Cooperation is higher, and the culture is one of ________, as well as producing."

A) suited for individual work; narrow tasks
B) trained; learning
C) trained; individual rewards
D) suited for individual work; individual rewards
E) trained; narrow tasks

Question 26

Work teams

A) operate separately from the regular work structure of the firm on a temporary basis.
B) typically are well defined and a clear part of the formal organizational structure.
C) are the least common types of teams found in organizations.
D) only exist in a traditional work environment.
E) are not directly involved in manufacturing or providing services, but they support other teams that are involved in these activities.

Question 27

________ have control over whom to hire, whom to fire, and what tasks the team will perform.

A) Traditional work teams
B) Autonomous work teams
C) Self-designing teams
D) Interest groups
E) Focus groups

Question 28

________ are work groups composed of multinational members whose activities span multiple countries.

A) Parallel teams
B) Transnational teams
C) Management teams
D) Focus groups
E) Interest groups

Question 29

________ make or do things like manufacture, assemble, sell, or provide service.

A) Work teams
B) Focus groups
C) Staff departments
D) Quality circles
E) Interest groups

Question 30

In ________, the first-line manager plans, organizes staffs, directs, and controls them, and other groups provide support activities, including quality control and maintenance.

A) autonomous work groups
B) self-designing teams
C) self-managed teams
D) traditional work groups
E) semiautonomous work groups

Question 31

In ________, members control decisions about and execution of a complete range of tasks-acquiring raw materials and performing operations, quality control, maintenance, and shipping.

A) focus groups
B) autonomous work groups
C) traditional work groups
D) quality circles
E) semiautonomous work groups

Question 32

A(n) ________ is based on authority stemming from hierarchical rank and is responsible for the overall performance of the business unit.

A) focus group
B) parallel team
C) interest group
D) quality circle
E) management team

Question 33

________ are voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions or execute.

A) Interest groups
B) Quality circles
C) Focus groups
D) Autonomous work groups
E) Quality control commissions

Question 34

________ have specific assignments, such as research, and members usually must contribute expert knowledge and judgment.

A) Parallel teams
B) Staff departments
C) Work teams
D) Project and development teams
E) Quality circles

Question 35

________ are physically dispersed and communicate electronically more than they do face-to-face.

A) Parallel teams
B) Interest groups
C) Focus groups
D) Management teams
E) Virtual teams

Question 36

________ work toward a one-time product, disbanding once their work is completed.

A) Staff departments
B) Line departments
C) Work teams
D) Focus groups
E) Project and development teams

Question 37

________ operate separately from the regular work structure of the firm on a temporary basis.

A) Management teams
B) Parallel teams
C) Work teams
D) Focus groups
E) Staff departments

Question 38

In ________, members often come from different units or jobs and are asked to do work that is not normally done by the standard structure.

A) functional departments
B) work teams
C) focus groups
D) parallel teams
E) management teams

Question 39

________ make decisions about managing and carrying out major production activities but still get outside support for quality control and maintenance.

A) Self-designing teams
B) Interest groups
C) Focus groups
D) Semiautonomous work groups
E) Traditional work groups

Question 40

When most people think of teams in organizations, they are thinking of ________ teams.

A) project and development
B) parallel
C) work
D) management
E) autonomous

Question 41

________ are described as different sets of expectations for how different individuals should behave.

A) Roles
B) Skills
C) Capabilities
D) Abilities
E) Attributes

Question 42

"Jin, I'm going to put you in charge of the production team for our first shift, and your team will be fully responsible for our entire production process and the products made during that shift. Your team will make decisions and be responsible for a complete range of tasks, including purchasing of materials, oversight of quality control, maintenance, and shipping." Jin will be leading a work team called

A) a traditional work group.
B) a quality circle.
C) an autonomous work group.
D) a semiautonomous work group.
E) a parallel team.

Question 43

An effective practice for building teams that are cohesive and have high-performance norms is to

A) keep the team as large as possible.
B) publicize the team's success among superiors.
C) be an autocratic leader.
D) maintain low entrance standards.
E) tie rewards to individual performance.

Question 44

Among the roles that superior team leaders perform, ________ involves seeking information from managers, peers, and specialists, and investigating problems systematically.

A) relating
B) empowering
C) scouting
D) probing
E) parading

Question 45

Toby told his boss, "Yolanda, I don't understand it. Our first team meeting went so well. But, in the second meeting, things got pretty stormy. We were all blaming each other for our lack of progress, and hostility and conflict took over. Egos rose to the surface, and people began ________. Finally, we agreed to cool off and meet again next week to agree on our shared goals."

A) jockeying for position
B) developing closer relationships
C) developing norms
D) demonstrating discipline needed to meet our deadline
E) channelling their energies into performing tasks

Question 46

A social facilitation effect can be maintained if

A) performance goals are ambiguous.
B) group members do not know each other.
C) group members believe that their lack of effort will go undetected.
D) the task is meaningful to the people working on it.
E) the culture supports individualism.

Question 47

In the ________ stage of team development, hostilities and conflict arise, and people jockey for positions of power and status.

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

Question 48

To ensure that a team is successful, it is important for the team leader to

A) seek the inputs of all members.
B) allow groupthink within the team.
C) reduce trust between its members.
D) practice supervisory leadership.
E) ensure that team members obtain permission for every innovative idea.

Question 49

The role of a management team is to

A) manufacture, assemble, or sell things.
B) coordinate and provide direction to subunits.
C) develop new products and services.
D) complete work not normally done by the standard structure.
E) follow instructions provided by first-line supervisors.

Question 50

In the ________ stage of team development, rules and roles are established that set long-lasting precedents.

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

Question 51

Tim's manager told him, "This project management role will be a real stretch for you. One of the challenges will be communicating effectively with your project team because many of them live in different countries and different time zones around the globe. Indeed, you certainly have a ________ team."

A) mono-culture
B) mono-ethnic
C) transparent
D) transnational
E) parallel

Question 52

At the ________ leadership level, the team leader handles most (if not all) of the leadership duties, including assigning tasks, making and explaining decisions, training team members, and managing members one-on-one.

A) team
B) supervisory
C) participative
D) laissez-faire
E) democratic

Question 53

In the ________ stage of team development, the group channels its energies into executing its tasks.

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

Question 54

________ are described as shared beliefs about how people should think and behave.

A) Goals
B) Tasks
C) Roles
D) Taboos
E) Norms

Question 55

In the ________ stage of team development, group members agree on their shared goals and standards, leading to the development of close relationships.

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

Question 56

In a(n) ________ leadership approach, the team leader seeks input from group members for decisions, provides assignments and experiences to develop members' skills and abilities, and coordinates group effort.

A) autocratic
B) participative
C) supervisory
D) dictatorial
E) team

Question 57

Social loafing can be avoided if

A) group members do not know each other.
B) the communication between group members is limited.
C) group members believe that others will take advantage of them.
D) clear performance goals exist.
E) the culture supports and rewards individual performance.

Question 58

"Cynthia, I don't think that your team is quite ready to have independent decision-making authority from 'top to bottom.' I will give you and your team authority to carry out major production activities, but I want you to still rely upon outside support for certain tasks, for example, quality control and maintenance." Cynthia's team will be a(n)

A) quality circle.
B) semiautonomous group.
C) autonomous group.
D) self-designing team.
E) parallel team.

Question 59

At the team leadership level, the team leader

A) focuses on broadening team capabilities through projects and assignments.
B) handles most of the leadership duties.
C) focuses primarily on developing individual performance.
D) reacts to change rather than anticipating change.
E) opposes differences within the team.

Question 60

In the context of roles of a superior team leader, relating refers to

A) seeking information from managers, peers, and specialists, and investigating problems systematically.
B) exhibiting social and political awareness, caring for team members, and building trust.
C) influencing team members, as well as obtaining external support for teams.
D) delegating authority, being flexible regarding team decisions, and coaching.
E) setting a benchmark for the team and dictating terms that will help achieve the benchmark.

Question 61

________ refers to a team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.

A) Informing
B) Probing
C) Liquidating
D) Parading
E) Crowdsourcing

Question 62

In the context of managing lateral relationships, a gatekeeper refers to a team

A) member who perceives that his or her interests are being opposed or negatively affected by another member in the same team.
B) leader who empowers team members to share information and participate in decision making.
C) member who believes that his or her individual contributions are not important for the team.
D) coach who practices supervisory leadership to lead his or her team.
E) member who keeps abreast of current developments and provides the team with relevant information.

Question 63

The function of a task specialist is to

A) reduce trust between team members.
B) facilitate groupthink among team members.
C) prevent team members from interacting with the external environment.
D) micromanage team members.
E) move the team toward accomplishment of objectives.

Question 64

Alysha thought to herself, "If we meet our team objective to solve the client's problem, we will earn a team award from our company. Now, each team member has contributed at a different level, so the team members should be rewarded differentially as well. The decisions on differential awards should be made by ________. That will result in the most valid reward allocations."

A) the manager only
B) the client
C) the company
D) the team members
E) a peer review team

Question 65

Patrick told his team, "I'm happy to report that we have been approved to earn team rewards that are tied to our team performance. That should increase our

A) motivation!"
B) autonomy!"
C) evaluations!"
D) mediation!"
E) accommodation!"

Question 66

________ would be an ineffective practice in building cohesive teams with high-performance norms.

A) Keeping the team small
B) Being a participative leader
C) Following a high degree of autocratic decision making
D) Publicizing teams' successes and achievements
E) Presenting a challenge from outside the team

Question 67

"I really admire Joel, our team leader," said Jami. "Our team has tough goals to accomplish, and Joel doesn't just supervise us, he

A) oversees our work."
B) does real work."
C) serves as a resource."
D) serves as an advocate."
E) will evaluate the final product."

Question 68

________ occurs when a tightly knit team is so cooperative that agreeing with one another's opinions and refraining from criticizing others' ideas become norms.

A) Constructive disagreement
B) Reverse mentoring
C) Groupthink
D) Cognitive dissonance
E) Brainstorming

Question 69

Leo is a part of a 20-person team. He most likely feels that he is

A) more important.
B) less important.
C) successful.
D) a participant.
E) a gopher.

Question 70

In the context of roles of a superior team leader, empowering refers to

A) setting a benchmark for the team and dictating terms that will help achieve the benchmark.
B) influencing team members, as well as obtaining external support for teams.
C) exhibiting social and political awareness, caring for team members, and building trust.
D) seeking information from managers, peers, and specialists, and investigating problems systematically.
E) delegating authority, being flexible regarding team decisions, and coaching.

Question 71

"We're finally there!" thought Maritza, division manager for LexCorp. "It's taken over a year, but my marketing team has finally gelled. The team members not only work very effectively together, they enjoy working together. And, just as importantly, they ________. Therefore, their performance, based on our numbers, is better than the performance of any other team in the company."

A) are accountable only to me
B) establish high-performance norms for the team
C) seek many new members for the team
D) set high levels of groupthink for the team
E) never disagree

Question 72

________ is a team strategy that entails making decisions with the team and then letting outsiders know of its intentions.

A) Informing
B) Parading
C) Probing
D) Liquidating
E) Divesting

Question 73

Grace admitted, "My project team never did gel. It seemed as if we were all, as individuals, working for different reasons. Some of us were focused on winning the next award from the client. Some of us were focused on bringing in the current project under budget. Some of us were focused on delivering a quality product regardless of the cost. Some of us wanted to finish on time. Some of us wanted to take as long as necessary to finish with excellence. Some of us wanted to go way beyond the client's contractual requirements." If you were Grace's manager, what would you counsel her to do so that her future teams do not have a similar experience?

A) Commit to a common purpose.
B) Place less emphasis on quality than quantity.
C) Limit team empowerment.
D) Encourage groupthink.
E) Avoid the social facilitation effect.

Question 74

________ refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another.

A) Assertiveness
B) Cohesiveness
C) Unity-of-command
D) Collectivism
E) Locus of control

Question 75

When individuals are more motivated to work hard when others are present, are concerned with what others think of them, and want to maintain a positive self-image, the phenomenon is known as

A) cognitive dissonance.
B) groupthink.
C) fundamental attribution error.
D) glass ceiling effect.
E) social facilitation effect.

Question 76

Teams with both difficult goals and specific incentives to attain them achieve the ________ performance levels.

A) lowest
B) highest
C) mid-point
D) fair
E) good

Question 77

________ are people who boost morale, give support, provide humor, or soothe hurt feelings within a group.

A) Venture capitalists
B) Category captains
C) Solicitors
D) Team maintenance specialists
E) Intrapreneurs

Question 78

"I've got a really tough problem in my business unit," said Spencer to his boss. "My marketing team is very, very tight and very cohesive. But they have unacceptably ________. As a result, they are ruining our unit's performance."

A) low-performance norms
B) high task performance
C) low relationship behavior
D) low participative behavior
E) high-performance norms

Question 79

________ typically provide the most honest, and most crucial and useful, feedback about the performance of a team.

A) External customers
B) Team leaders
C) Category captains
D) Task specialists
E) Gatekeepers

Question 80

Persuading, as one of the roles that superior team leaders perform, refers to

A) seeking information from managers, peers, and specialists, and investigating problems systematically.
B) delegating authority, being flexible regarding team decisions, and coaching.
C) exhibiting social and political awareness, caring for team members, and building trust.
D) influencing team members, as well as obtaining external support for teams.
E) micromanaging team members to ensure that they strictly follow the team norms.