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Q:
Identification-based trust alone cannot sustain a team's relationship, because it relies on deterrence.
Q:
Knowledge-based trust offers a low level of potential and is more unstable because it is exploratory in its nature.
Q:
Knowledge-based trust is confidence in one's own ability or knowledge.
Q:
Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.
Q:
Of the three types of trust, only calculative trust is not based on perception.
Q:
Trust refers to positive expectations one person has toward another person in low-risk situations.
Q:
When highly cohesive teams have norms that conflict with organizational goals, team performance is reduced.
Q:
Teams tend to have more cohesion when entry to the team is restricted.
Q:
Team cohesiveness decreases with increased interaction because there are more chances for conflicts to emerge.
Q:
To maximize cohesiveness, the team should be as small as possible without jeopardizing its ability to accomplish the task.
Q:
Diversity among team members often makes it more difficult for teams to become cohesive.
Q:
Team members do not conform to team norms unless other team members apply reinforcement or punishment.
Q:
Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members.
Q:
Some team-building interventions clarify the team's performance goals and increase the team's motivation to accomplish these goals.
Q:
Team members typically hold one or more formal roles in the team as well as roles that they informally fulfill at various times.
Q:
A role is a set of behaviors that people are expected to perform because they hold certain positions in a team and organization.
Q:
During the adjourning stage of team development, team members shift their attention away from relationships and instead focus mainly on completing the task.
Q:
Teams develop their first real sense of cohesion during the norming stage of team development.
Q:
The norming stage of team development is marked by interpersonal conflict as team members compete for leadership and other positions on the team.
Q:
Team processes in the team effectiveness model include team development, norms, cohesion, and trust.
Q:
Homogeneous teams tend to have "fault lines" that may split the team to along gender, professional, or other dimensions.
Q:
The members of a diverse team take longer to become a high-performing team.
Q:
Comforting and conflict resolution mainly assist team maintenance.
Q:
Cooperating, coordinating, and communicating are task related characteristics of effective team members.
Q:
Smaller teams have more process loss than the larger teams.
Q:
The Beswick Company has an organizational team whose members are highly interdependent, but have different goals. The organization should try to reduce the level of interdependence.
Q:
Reciprocal interdependence is the highest level of task interdependence in organizations.
Q:
Students experience sequential interdependence when they are lined up at the laser printers trying to get their assignments printed just before a class deadline.
Q:
Teams are well-suited to complex work that can be divided into more specialized roles.
Q:
Social loafing is more prevalent when the task is interesting.
Q:
Social loafing is most common in teams that are very small.
Q:
Brooks's law says that adding more people to a late software project only makes it later.
Q:
Process losses are the resources expended to develop and maintain an effective team.
Q:
Teams are better suited to simple work such as routine processing jobs than complex jobs.
Q:
Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance.
Q:
Teams typically provide poorer customer service due to interpersonal conflicts amongst the members.
Q:
Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers.
Q:
Our desire for informal groups is mostly influenced by our drive to defend.
Q:
Social identity theory provides one of the reasons why people join informal groups.
Q:
Informal groups exist primarily to complete tasks for the organization that management doesn't know about.
Q:
Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.
Q:
Employees in a department are considered a team only when they directly interact and coordinate work activities with each other.
Q:
Team members are held together by their interdependence and need for collaboration to achieve common goals.
Q:
Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.
Q:
Identify three potential constraints of team-based decision making and creativity.
Q:
Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.
Q:
Describe the distinctive features of a typical self-directed team.
Q:
What is team cohesion?
Q:
What are team norms? How are they developed in an organization?
Q:
Briefly describe the various stages in team development.
Q:
Identify and describe the "five C's" of member behavior in effective teams.
Q:
What is task interdependence?
Q:
What is social loafing? Under what circumstances does social loafing become prominent? How can it be minimized?
Q:
Identify and describe three reasons why employees join informal groups in organizational settings.
Q:
The Research and Development Team
Janet works on a team of 15 people working in research and development for a toymaker. They have weekly meetings to discuss new toy ideas. Occasionally, Janet will have a good idea that she wishes to discuss, but it takes too long for all her other teammates to finish talking that she will often just not bother to bring it up. Occasionally, there are arguments about which new project should have the most resources devoted to it, but Janet finds her coworkers always maintain respect for each other and work out a solution.
What type of meetings are these known as?
A. Brainstorming
B. Cross-functional
C. Nominal
D. Constructive
E. Innovation
Q:
(p.145) The Research and Development Team
Janet works on a team of 15 people working in research and development for a toymaker. They have weekly meetings to discuss new toy ideas. Occasionally, Janet will have a good idea that she wishes to discuss, but it takes too long for all her other teammates to finish talking that she will often just not bother to bring it up. Occasionally, there are arguments about which new project should have the most resources devoted to it, but Janet finds her coworkers always maintain respect for each other and work out a solution.
Janet's problem getting her ideas out in meetings is a problem known as:
A. groupthink.
B. evaluation apprehension.
C. team syndrome.
D. production blocking.
E. intentional sabotage.
Q:
Sunshine ManufacturingJafina works for a Sunshine Manufacturing, where her team shares a machine and materials with another team that works a different shift. Each team is responsible for ensuring that the machine is in working order and the work area is fully stocked before handing it over to the other team at shift change. While working, Jafina begins the manufacturing process, then passes her work along to her teammate, Georgia, to complete the next step of the process. After this, Georgia passes it along to Jeremy to complete the process.The way Jafina's team functions is known as:A. reciprocal interdependence.B. sequential interdependence.C. complete interdependence.D. pooled interdependence.E. collective interdependence.
Q:
Barry's Software Development Team
Barry was assigned recently to a large team working on a major software release that was taking longer than expected. Barry and the other latecomers into the project spent a month partnered with a senior programmer who went over the project in detail with them and got them up to speed. Unfortunately, this training put the project even farther behind schedule. After a few months of working on the project with so many other programmers, Barry's work output becomes noticeably lower than it was before when he was working independently.
Barry's reduced work output is most likely due to:
A. a lack of knowledge.
B. job dissatisfaction.
C. a hostile work environment.
D. social loafing.
E. lack of proper supervision.
Q:
GHI Inc.
Lorraine has worked at GHI Inc. for 14 years. GHI has a large building where each divisional unit is located on a different floor. Lorraine works on the accounting floor and belongs to the budget committee, where she met Sally from Engineering and Jonas from Receiving. This committee provides recommendations to upper management on various financial issues affecting the company. Each week, the three meet after work on Thursdays to play darts at a local pub.
The three meeting after work to play darts is an example of a(n):
A. community of practice.
B. self-directed team.
C. informal group.
D. skunkworks.
E. advisory team.
Q:
In which decision-making structure do participants typically meet, but only interact with each other during two of the three steps of the process?
A. Delphi method
B. Nominal group technique
C. Brainstorming
D. Constructive conflict
E. Electronic brainstorming
Q:
Brainstorming requires team members to:
A. openly criticize each other's ideas.
B. avoid presenting ideas that seem silly.
C. provide as many ideas as possible.
D. present only feasible ideas in discussions.
E. use formal norms of discussion.
Q:
Which of the following is not one of the effects of team efficacy?
A. Teams set more challenging goals.
B. Teams are more motivated to achieve goals.
C. Teams feel invulnerable.
D. Teams have more positive moods.
E. Teams engage in more conflict.
Q:
Team efficacy can cause team members to be _____ their decisions.
A. uncomfortable with
B. confused about
C. hesitant and doubtful about
D. more aware of the characteristics of
E. overconfident in
Q:
The degree to which team members have collective confidence in how well they work together and the likely success of their team effort is called:
A. team efficacy.
B. self-efficacy.
C. cohesion.
D. conformity.
E. team production.
Q:
Which of the following statements about evaluation apprehension in team settings is true?
A. Evaluation apprehension increases with the individual's motivation to share his or her ideas.
B. Evaluation apprehension is more likely to occur when team members formally evaluate each other's performance throughout the year.
C. Evaluation apprehension motivates team members to generate creative solutions, no matter how silly they may sound.
D. Evaluation apprehension tends to affect the discipline and functioning of team meetings.
E. Evaluation apprehension can be extremely productive if the leader is skillful and charismatic.
Q:
Production blocking and evaluation apprehension:
A. improve the creative process in teams.
B. help teams to avoid excessive conformity pressure.
C. are two ways to overcome group polarization in a team.
D. reduce the discipline of a team in group meetings.
E. hinder organizational decision making in teams.
Q:
To manage virtual teams effectively, organizations should:
A. provide documented work processes and clear objectives.
B. specify the communication technology that the teams should use.
C. avoid face-to-face contact between team members.
D. use virtual teams only for long-term projects.
E. monitor the progress of virtual teams closely and intervene quickly when problems arise.
Q:
Which of the following is not a skill or characteristic required of virtual team members?
A. Higher emotional intelligence
B. Good communication technology skills
C. Strong self-leadership skills
D. Extraverted personalities
E. Good conflict resolution skills
Q:
Which of the following is true about virtual teams?
A. People trust team members on virtual teams more easily than on face-to-face teams.
B. Cultural differences between group members can be easily overcome.
C. Virtual teams help organizational learning and globalization.
D. Surveys report higher levels of satisfaction with virtual team members than co-located team members.
E. conflict is more easily resolved in virtual teams.
Q:
Which of the following are two features that distinguish virtual teams from conventional teams?
A. Size and heterogeneity
B. Lack of co-location and dependence on information technology
C. Joint optimization and primary work unit
D. Norms and trust
E. Size and homogeneity of the team
Q:
Which of the following are described as virtual teams?A. Groups of employees who are almost (virtually) identical to each other in skills and values.B. Cross-functional groups of employees that operate across space, time and organizational boundaries.C. Formal work teams in which most members do not feel that they are really part of the team.D. Informal groups that meet only in cyberspace.E. Groups of employees from different departments who are located near each other.
Q:
Which of the following allow employees to collectively plan, organize, and control work activities with little or no direct involvement of a higher-status supervisor?
A. Gainsharing teams
B. Production teams
C. Virtual teams
D. Advisory teams
E. Self-directed teams
Q:
Self-directed teams:
A. are informal groups that exist in an organization.
B. usually exist as communities of practice.
C. consist of a group of employees who are subject to methodical supervision.
D. have substantial autonomy over the execution of a complete task.
E. have reduced member-interdependence compared to other teams.
Q:
Liam works in a team of four other accounting professionals within a company. Liam doesn't particularly agree with many of his teammates' ideas, such as leaving work early and failing to double-check some account entries. However, he works comfortably with the group because their behavior and decisions are predictable. What foundation of trust does Liam have in this team?
A. Calculus-based
B. Identification-based
C. Knowledge-based
D. Cooperative
E. Collaborative
Q:
Which of the following foundations of trust is determined mainly by the other party's predictability?
A. Calculus-based
B. Identification-based
C. Knowledge-based
D. Relational
E. Transactional
Q:
Which of the following is true about calculus-based trust?
A. It is the lowest potential trust in organizations.
B. It can sustain a team's relationship by itself.
C. It is mainly based on the other party's predictability.
D. It occurs when one party thinks, feels, and responds like the other party.
E. It is based on the knowledge of the other member's behavior.
Q:
Calculus, knowledge and identification are the three:
A. stages of team development.
B. ways to improve team cohesiveness.
C. foundations of trust in teams.
D. types of psychological contract.
E. stages of conflict among team members.
Q:
High-cohesion teams perform poorer than low-cohesion teams when:A. the team faces external competition.B. the team has more than fifteen members.C. the team leader has less knowledge and skills than the team members.D. team norms undermine the organization's performance.E. teams have tight deadlines.
Q:
When compared to people in low-cohesion teams, members of high-cohesion teams:
A. are less motivated to maintain their membership.
B. resolve conflicts swiftly and effectively.
C. are less sensitive to each other's needs.
D. are less likely to share information with each other.
E. have external locus of control.
Q:
Team cohesiveness tends to be higher when:
A. the team is large and established.
B. when entry into the team is difficult.
C. when the team has distinct fault lines.
D. when members have limited interaction.
E. external competition is limited.