Q&A Hero

Q: In team building exercises, greater emphasis is placed on how work groups get the job done than on the job itself.

Q: (p. 279) The Big Five dimension _____ is also called by its flip side: "Emotional Stability" or "Emotional Adjustment." A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: Team building experts prefer passive versus active learning.

Q: (p. 278) A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elations refers to _____. A. neuroticism B. agreeableness C. positive affectivity D. conflict avoidance E. status striving

Q: Among companies with self-managed teams, the most commonly delegated tasks are work scheduling and dealing directly with outside customers.

Q: (p. 278) Extraverted people tend to be high in: A. neuroticism. B. agreeableness. C. status striving. D. conflict avoidance. E. positive affectivity.

Q: Self-managed teams tend to have a significant impact on absenteeism or turnover.

Q: (p. 278) _____, who are more energetic and outgoing, are perceived to be more "leader like." A. Neurotics B. Hysteric individuals C. Extraverts D. Callous people E. Agreeable people

Q: Self-managed teams typically have no significant impact on job satisfaction.

Q: (p. 278) Rita can be described as an ambitious individual. She joined Atlas Corporation as a junior recruiter and wants to climb the corporate ladder to become a team leader in the future. She strives for power and influence at work. Having that goal in mind Rita storks hard to build up her reputation, makes time to interact with not only her manager but other managers as well, and lets everyone know how passionate she is about working at Atlas. In the context of the Big Five taxonomy, the personality dimension _____ best describes Rita. A. neuroticism B. agreeableness C. extraversion D. conscientiousness E. openness to experience

Q: (p. 278) _____ reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality. A. Accomplishment striving B. Status striving C. Fellowship striving D. Attainment striving E. Communion striving

Q: Self-managed teams are variously referred to as semiautonomous work groups, autonomous work groups, and super teams.

Q: (p. 278) Extraverted people prioritize _____. A. status striving B. communion striving C. accomplishment striving D. value striving E. attainment striving

Q: Cross-functionalism is a common feature of self-managed teams, in which specialists from different areas are put on the same team.

Q: Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains.

Q: (p. 278) A(n) _____ situation is an situation in which two people have only just met. A. differential exposure B. zero acquaintance C. locus of control D. ethnocentric E. uncertainty avoidance

Q: Meaningful face-to-face contact, especially during early phases of the group development process, is essential for virtual teams to perform effectively.

Q: (p. 278) Of the Big Five, _____ is the easiest to judge in zero acquaintance situations. A. openness to experience B. conscientiousness C. agreeableness D. neuroticism E. extraversion

Q: Conflict-management tends to be particularly easy for asynchronous virtual teams.

Q: (p. 277) _____ focus on "getting along," not necessarily "getting ahead." A. Conscientious people B. Agreeable people C. Neurotic people D. Diligent people E. Extraverts

Q: Internet chat rooms tend to create less work and yield better decisions than face-to-face meetings and telephone conferences.

Q: (p. 277) When a fight broke out between two workers at Leo Motors, James the manager, decided to walk away and let the situation resolve on its own. In the context of the Big Five taxonomy, the personality dimension _____ best describes James. A. neuroticism B. extraversion C. agreeableness D. openness to experience E. conscientiousness

Q: Lack of face-to-face interaction can weaken trust, communication, and accountability.

Q: (p. 277) _____ reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. A. Status striving B. Attainment striving C. Accomplishment striving D. Communion striving E. Power striving

Q: A virtual team is a physically dispersed task group that conducts its business primarily through modern information technology.

Q: (p. 277) Agreeable people prioritize _____. A. status striving B. communion striving C. accomplishment striving D. attainment striving E. power striving

Q: Teams are called parallel structures when they exist inside normal channels of authority and communication.

Q: (p. 277) People who are _____ have a built-in desire to finish work tasks, channel a high proportion of their efforts toward those tasks, and work harder and longer on task assignments. A. accomplishment strivers B. communion strivers C. status strivers D. value strivers E. power strivers

Q: A manager can enhance instrumental cohesiveness by frequently reminding group members they need each other to get the job done.

Q: (p. 277) A strong desire to achieve task-related goals as a means of expressing personality is known as _____. A. status striving B. accomplishment striving C. value striving D. curiosity E. power striving

Q: A manager can enhance socio-emotional cohesiveness by keeping the group relatively large.

Q: (p. 277) Conscientious people prioritize: A. status striving. B. communion striving. C. accomplishment striving. D. curiosity. E. power striving.

Q: Instrumental cohesiveness is a sense of togetherness based on emotional satisfaction.

Q: (p. 277) The Big Five personality dimension that has the biggest influence on job performance is _____. A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: Socio-emotional cohesiveness occurs when team members stick together because they need each other to accomplish a common goal.

Q: (p. 276) According to longitudinal studies, the two Big Five dimensions most dependent on genes are: A. conscientiousness and extraversion. B. extraversion and openness. C. agreeableness and openness. D. openness and conscientiousness. E. neuroticism and agreeableness.

Q: Cohesiveness is a process whereby a sense of "we-ness" helps a group stick together.

Q: (p. 273) The following review was made of some of the employees at The Pulse, an HR company, received after a 360 degree feedback. Jack, who was being considered for a promotion, was described as someone who is eager to learn and innovate. Alex was appreciated for his meticulous and organized work and was the one the team could depend on during crunch time. Isabelle's ability to be cooperative, accommodating, and sociable to customers who had grievances, was well acknowledged in the feedback. In the context of the Big Five taxonomy, the personality dimension _____ best describes Isabelle. A. conscientiousness B. extraversion C. intuition D. openness to experience E. neuroticism

Q: (p. 273) This scenario describes a review that some of the employees at The Pulse, an HR company, received after a 360 degree feedback. Jack, who was being considered for a promotion, was described as someone who is eager to learn and innovate. Alex was appreciated for his meticulous and organized work and was the one the team could depend on during crunch time. Isabelle's ability to be cooperative, accommodating, and sociable to customers who had grievances, was well acknowledged in the feedback. In the context of the Big Five taxonomy, the personality dimension _____ best describes Jack. A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: Trust is anchored to credibility.

Q: (p. 273) The scenario below is a review that some of the employees at The Pulse, an HR company, received after a 360 degree feedback. Jack, who was being considered for a promotion, was described as someone who is eager to learn and innovate. Alex was appreciated for his meticulous and organized work and was the one the team could depend on during crunch time. Isabelle's ability to be cooperative, accommodating, and sociable to customers who had grievances, was well acknowledged in the feedback. In the context of the Big Five taxonomy, the personality dimension _____ best describes Alex. A. conscientiousness B. extraversion C. agreeableness D. introversion E. neuroticism

Q: Actively listening to ideas of the others is an important expression of managerial respect.

Q: (p. 273) Critical, selfish, and rude are opposite traits for which personality dimension of the Big Five? A. Conscientiousness B. Extraversion C. Agreeableness D. Callousness E. Neuroticism

Q: Progressive managers believe that the risks of betrayed trust outweigh benefits of interpersonal trust.

Q: (p. 273) The day before Jackson takes an important test in school, he shows a tendency to get `````nervous, moody and insecure. In the context of the Big Five taxonomy, the personality dimension _____ best describes Jackson. A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: Interpersonal trust involves a cognitive leap that goes beyond the expectations that reason and experience alone would warrant.

Q: (p. 273) Which of these dimensions in the Big Five taxonomy is associated with the trait adjectives kind, cooperative, sympathetic, and warm? A. Conscientiousness B. Extraversion C. Agreeableness D. Openness E. Neuroticism

Q: Propensity of trust is a personality trait involving one's general willingness to trust oneself only.

Q: (p. 273) Melissa was reading her slam book from junior high, in which most of her friends described her as a dependable and reliable individual. In the context of the Big Five taxonomy, the personality dimension _____ best describes Melissa. A. conscientiousness B. openness to experience C. agreeableness D. introversion E. neuroticism

Q: Trust is defined as reciprocal faith in others' intentions and behavior.

Q: (p. 273) Which of the following is not a "dimension" of the big five taxonomy? A. Conscientiousness B. Extraversion C. Locus of control D. Openness to experience E. Neuroticism

Q: Cooperation with intergroup competition promotes higher achievement and productivity than cooperation without intergroup competition.

Q: (p. 272) Personality traits are a function of both your: A. values and beliefs. B. beliefs and environment. C. environment and genes. D. genes and perceptions. E. culture and beliefs.

Q: Cooperation is superior to competition in promoting achievement and productivity.

Q: Twin studies have shown that genetics has the most effect on which of the Big Fiver personality traits? A. Extraversion B. Conscientiousness C. Neroticism D. Openness to experience E. Agreeableness

Q: The three components of teamwork are cooperation, competition, and coordination.

Q: (p. 272) _____ are defined as recurring regularities or trends in people's responses to their environment. A. Perceptions B. Values C. Short-term orientations D. Traits E. Beliefs

Q: One of the reasons why work teams fail is that team members experience too much emphasis on results and not enough on team processes and group dynamics.

Q: (p. 272) Personality is a collection of multiple _____. A. abilities B. traits C. aptitudes D. emotions E. capacities

Q: The climate of an effective team is formal.

Q: (p. 272) _____ refers to the structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior. A. Personality B. Apophenia C. Ethnoburb D. Ethnocentrism E. Perception

Q: Team members are the sole victims of unrealistic expectations.

Q: (p. 294) Veiled purpose tests do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts.

Q: The primary threat to team effectiveness is unrealistic expectations leading to frustration, which in turn encourages members to abandon the team.

Q: (p. 294) Integrity tests typically come in two general varieties: clear purpose tests and veiled purpose tests.

Q: A competent team member encourages desirable and undesirable team conflict.

Q: (p. 294) Integrity tests are a subset of personality tests.

Q: The two criteria for work team effectiveness are performance and viability.

Q: Christina is attending a business meeting at a client's office. Some individuals are formally dressed; others are in shorts and t-shirts. The table is round instead of rectangular. There is no head to let her know who is the most important person at the meeting. There is no agenda to let her know what are the important topics today. Her personality is most likely to drive her behavior in this situation.

Q: Action teams require a high degree of specialization and a high degree of coordination with other work units.

Q: (p. 292) The persevering nature of conscientious employees prompts them to persist in a given course of action for long periods of time.

Q: Production teams require a high degree of technical specialization and a low degree of coordination with other work units.

Q: (p. 291-292) Conscientious employees are more likely to engage in day-to-day psychological and physical withdrawal behaviors.

Q: Advice teams are responsible for performing day-to-day operations.

Q: (p. 291) Conscientiousness has a moderate positive effect on performance.

Q: Work cycles of production teams are typically repeated or continuous in nature.

Q: (p. 287) Low-power distance cultures prefer that power be distributed uniformly where possible, in a more egalitarian fashion.

Q: Retail sales and customer service are some of the typical outputs of project teams.

Q: (p. 285) Artistic people tend to enjoy abstract, analytical, theory-oriented tasks.

Q: A work group team becomes a team when problem solving is not a way of life, but a part-time activity.