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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:
What is team cohesion? List the factors affecting team cohesion.
Q:
Identify and describe the "five C's" of member behavior in effective teams.
Q:
What is task interdependence? Identify the three levels of task interdependence and give an organizational example for each.
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 Manufacturing Jafina 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:
Sunshine Manufacturing Jafina 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 two teams sharing a work space and machine 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:
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. The loss of work time on the project because of the training is known as:
A. process gain.
B. the cost of doing business.
C. Brook's law.
D. mythical man-hours.
E. immeasurable results.
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:
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 budget committee is an example of a(n):
A. leadership team.
B. self-directed team.
C. advisory team.
D. task force team.
E. community of practice.
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. Lorraine works in the unit in Accounting that handles Accounts Receivable. What type of team is this most likely to be?
A. Leadership team
B. Self-directed team
C. Virtual team
D. Task force team
E. Departmental 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.
Q:
If a dysfunctional norm is very deeply ingrained in a team, the best strategy is probably to:
A. tell the group that corporate leaders are willing to tolerate the dysfunctional norm.
B. disband the group and replace it with people having more favorable norms.
C. supplement the existing group with one or two people having more favorable norms.
D. introduce rewards that support the dysfunctional norm.
E. provide direct reinforcement and punishment to the employees.
Q:
How do norms affect the behavior of team members?
A. They encourage members to try new behaviors not previously sanctioned by the team.
B. They encourage the members to think out of the box and provide innovative solutions.
C. They help the team regulate and guide the behaviors of its members.
D. They help the team move from the forming to storming stages of team development.
E. They enable team members to have complete autonomy in their functioning.
Q:
Which of the following is a major problem associated with team building activities?
A. They cannot be used to clarify the team's performance goals.
B. They do not focus on improving relations among team members.
C. Team building consists of informal activities rather than formal activities.
D. Team building attempts slow down the team development process.
E. They are used as general solutions rather than specific solutions.
Q:
A role is a set of behaviors that people are expected to perform because:
A. they need to present a certain image in their organization.
B. they hold certain positions in a team and organization.
C. of certain aptitudes and tastes that they possess.
D. of the nature and type of the team environment.
E. of the interpersonal conflicts in the team.
Q:
During the _____ stage of team development, team members shift their attention away from task orientation to a relationship focus.
A. forming
B. storming
C. norming
D. adjourning
E. performing
Q:
Which of the following generally occurs during the storming stage of team development?
A. Members learn about each other and evaluate the benefits and costs of continued membership.
B. Members shift their attention away from task orientation to a socio-emotional focus as they realize their relationship is coming to an end.
C. Members learn to coordinate their actions and become more task-oriented.
D. Members develop their first real sense of cohesion and, through disclosure and feedback, make an effort to understand and accept each other.
E. Members try to establish norms of appropriate behavior and performance standards.
Q:
A diverse team is better than a homogeneous team:
A. when designing and launching a new product or service.
B. on tasks requiring a high degree of cooperation.
C. in situations where the team must reach the performing stage of team development quickly.
D. in most organizational activities as they will have fewer conflicts.
E. if the team is working on a project that involves routine tasks.
Q:
Teams with strong fault lines:
A. experience more dysfunctional conflict within the team.
B. proceed more quickly through the team development process.
C. have team members with similar demographic and professional backgrounds.
D. have very few members in the team.
E. have better interpersonal relations.
Q:
"Fault lines" are more likely to occur when teams:
A. have very few members.
B. are involved in sequential interdependence.
C. engage in participative management.
D. are highly interdependent.
E. are diverse.
Q:
Which are the task-related characteristics in the "five C's" of effective member behaviors?
A. Comforting and communicating
B. Cooperating and conflict resolving
C. Coordinating and communicating
D. Conflict resolving and coordinating
E. Comforting and cooperating
Q:
Which of the following competencies would primarily assist team maintenance?
A. Cooperating
B. Coordinating
C. Communicating
D. Comforting
E. Concentrating
Q:
Employees with _____, in which work output is exchanged back and forth among individuals, should be organized into teams to facilitate coordination in their interwoven relationship.
A. pooled interdependence
B. reciprocal interdependence
C. counterproductive norms
D. high levels of social loafing
E. a very high level of heterogeneity
Q:
Pooled interdependence is:
A. essential for team effectiveness.
B. the same as reciprocal interdependence.
C. stronger than sequential interdependence.
D. the best way to avoid social loafing.
E. is the lowest level of interdependence.
Q:
Two company divisions produce completely different products but must seek funding from head office for a capital expansion project. The relationship between these two divisions would be best described as:
A. total interdependence.
B. sequential interdependence.
C. reciprocal interdependence.
D. anticipatory interdependence.
E. pooled interdependence.
Q:
Which of the following types of task interdependence exists among production employees working on assembly lines?
A. Sequential interdependence
B. Total independence
C. Reciprocal interdependence
D. Pooled interdependence
E. Alternate interdependence
Q:
Which of the following is not a factor that favors effective team behavior?
A. Individual rewards for contributions to the team
B. Information systems that support the team
C. Close physical layout of team members
D. Leadership that supports team behavior and structures
E. Distinctive clusters of work assigned to the team
Q:
The phenomenon that occurs when people exert less effort when working in groups than when working alone is referred to as _____.
A. team cohesiveness
B. social identity
C. pooled interdependence
D. team conformity
E. social loafing
Q:
Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:
A. minimize team cohesiveness.
B. add more roles to the team.
C. increase the risk of forming dysfunctional norms.
D. minimize social loafing.
E. minimize the process losses.
Q:
Social loafing occurs:
A. more in smaller rather than larger teams.
B. more when the task is boring than when it is interesting.
C. more in tasks with high interdependence.
D. more when employees believe the team's objective is important.
E. more among employees with collectivist rather than individualistic values.
Q:
Brooks's Law says that adding more people to a late software project only makes it later. This law is mainly referring to:
A. the lack of team cohesiveness.
B. the existence of process losses.
C. excessive team norms.
D. an unfriendly team environment.
E. the formation of informal teams.
Q:
In team dynamics, process losses are best described as:
A. productivity losses that occur when individual members need to learn a new task.
B. information lost due to imperfect communication among team members.
C. resources expended towards team development and maintenance.
D. knowledge lost when a team member leaves the organization.
E. knowledge lost when tacit knowledge is converted to structural knowledge.
Q:
Fellow team members often monitor performance more closely than a traditional supervisor. This is particularly true where the team's performance depends on:
A. technological factors.
B. the special efforts of members.
C. certain skills of members.
D. the aptitudes of members.
E. the worst performer in the group.
Q:
The drive to bond and the dynamics of social identity theory both explain why people:
A. join informal groups.
B. tend to ignore team norms whenever possible.
C. have difficulty feeling cohesive in teams.
D. engage in social loafing.
E. work better alone than in teams.
Q:
According to social identity theory:
A. teams are never as productive as individuals working alone.
B. the most effective teams have a large number of members.
C. the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams.
D. people define themselves by their group affiliations.
E. teams are less productive in performing complex tasks.
Q:
_____ provides an explanation of why people belong to informal groups.
A. Need to defend
B. Social identity theory
C. Confirmation bias
D. Social loafing
E. Cognitive dissonance
Q:
Which of the following types of teams are best known for having a champion who uses bootlegging to develop new products, services, or procedures?
A. Skunkworks
B. Communities of practice
C. Task forces
D. Informal groups
E. Production teams
Q:
Synergie Inc. formed a team to improve revenues for its service stations along major highways in Malaysia. This team, which included a service station manager, a truck driver, and four or five marketing executives, disbanded after it had reviewed the Malaysian service stations and submitted a business plan. This team is called a(n):
A. skunkworks.
B. bootleg group.
C. informal group.
D. community of practice.
E. task force.
Q:
Informal groups:
A. are initiated by the organization for special purposes.
B. exist primarily for the benefit of their members.
C. perform routine organizational goals.
D. always have a high level of interdependence.
E. perform uncommon tasks of the organization.
Q:
A task force refers to any:
A. informal group that has the same members as the permanent task-oriented group.
B. formal group whose members work permanently and spend most of their time in that team.
C. formal group whose members must be able to perform all of the tasks of the team.
D. temporary team that investigates a particular problem and typically disbands when the decision is made.
E. temporary team that has members in different locations who depend on information technologies to communicate and coordinate their work effort.
Q:
Groups are considered teams only when:
A. they operate without any supervisor.
B. everyone in the department has the same set of skills.
C. employees directly interact with each other and coordinate work activities.
D. all employees are located in the same physical area.
E. most of the employees have the same level of motivation to accomplish goals.
Q:
The nominal group technique removes the problems of evaluation apprehension and production blocking.
Q:
The nominal group technique tends to produce more and better ideas than do traditional interacting groups.
Q:
An important rule of brainstorming is that all the participants should evaluate and criticize the other team members' ideas.
Q:
Team cohesion can cause team members to suppress dissenting opinions, except when a strong team norm is related to the issue of dissent.
Q:
Evaluation apprehension is most common in meetings attended by people with different levels of status or expertise.
Q:
Production blocking refers to a constraint in team decision making that discourages employees from mentioning their ideas in front of coworkers.
Q:
In most self-directed work teams, the supervisor assigns tasks that individual team members perform.
Q:
Self-directed work teams plan, organize, and control activities with little or no direct involvement of supervisors.
Q:
The trust that new team members feel towards their teammates is fragile and easily weakened.
Q:
When people join teams, they typically have a very low level of trust in the other team members.
Q:
Identification-based trust is potentially the strongest and most robust form of trust in work relationships.
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:
Selene and Rita Selene and Rita are both engineers at a highly innovative technology company. They are both very creative people. Selene has 15 years of engineering background, a high need for achievement and strong task motivation, whereas Rita prides herself on her high openness to experience, strong self-direction and her ability to evaluate the potential usefulness of ideas. According to the characteristics of creative people, which areas are Rita's strongest?
A. Independent imagination and experience
B. Persistence and practical intelligence
C. Cognitive and practical intelligence
D. Experience and persistence
E. Intelligence and independent imagination