The principal by-product of the norming stage of team development is

-conflict.
-uncertainty.
-group cohesiveness.
-empowerment.
-adjournment.

group cohesiveness
Jamal points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. He is performing a ______ role.

-production
-relational
-task
-maintenance
-social

task
Which of the following is true of informal groups?

-Informal groups can advance or undercut the -plans of formal groups.
-Members of an informal group are assigned to it by the skills they possess.
-Informal groups are primarily created to solve an organizational problem.
-Informal groups have appointed leaders.
-A temporary committee is an example of an informal group.

Informal groups can advance or undercut the plans of formal groups.
Molly organized several teachers to discuss the school’s interior painting scheduled for the summer. They looked at several brands and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers made up a(n)

-virtual team.
-formal group.
-cross-functional team.
-informal group.
-self-managed team.

formal group
Which of the following is not characteristic of workgroups with excessive conflict?

-creativity
-political infighting
-dissatisfaction
-indecision
-lack of teamwork

creativity
Which of the following is a manifestation of excessive conflict in the workplace?

-missed deadlines
-lack of creativity
-indecision
-violence and workplace aggression
-apathy

violence and workplace aggression
When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable?

-accommodating
-collaborating
-compromising
-avoiding
-forcing

avoiding
Which of the following is not a benefit of teamwork in an organization?

-improved workplace cohesiveness
-increased stress
-increased speed
-reduced destructive internal competition
-reduced costs

increased stress
When using a self-managed team, a manager should

-delegate administrative oversight of work scheduling and customer interaction.
-control the team’s staffing and scheduling.
-offer lucrative individual bonuses.
-allow members to fire their team members.
-provide elaborate retreats for team discussions.

delegate administrative oversight of work scheduling and customer interaction.
The question the group is asking during the forming stage of group development is

-“What’s next?”
-“Why are we fighting about who does what?”
-“Can we agree on roles and work as a team?”
-“Why are we here?”
-“Can we do the job properly?”

“Why are we here?”
Which of the following is a source of intergroup conflict in the workplace?

-inconsistent goals or reward systems
-lack of diversity
-too many resources
-excessive communication
-strict job boundaries

inconsistent goals or reward systems
Administrative oversight given to self-managed teams does not typically include

-work scheduling.
-customer service.
-shop-floor procedures.
-hiring and firing.
-customer interaction.

hiring and firing.
The question that individuals ask during the norming stage of group development is

-“What do the others expect me to do?”
-“What’s my role here?”
-“How do I fit in here?”
-“What’s next?”
-“How can I best perform my role?”

“What do the others expect me to do?”
Which of the following is not considered an essential consideration in building a group into an effective team?

-unanimity
-collaboration
-trust
-roles
-norms

unanimity
Levi led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it’s over. Now Levi should

-have an awards ceremony.
-get the group disbanded quickly to free people up for new things.
-emphasize unity.
-provide opportunities for people to get to know one another better now.
-ensure those members can work on similar tasks going forward.

have an awards ceremony.
The Nordstrom department store chain emphasizes the great lengths to which it goes in customer service. By enforcing its norms for exceptional customer service, Nordstrom is seeking

-to create cohesiveness.
-to help the group survive.
-to help individuals avoid embarrassing situations.
-to clarify role expectations.
-to emphasize the organization’s important values and identity.

to emphasize the organization’s important values and identity.
Paige missed another deadline and her boss, Linda, is very upset. She will have to explain to the client again why the project is behind. Linda thinks she may say something she’ll regret if she talks to Paige about this now, so she decides to wait a while. Linda is using the ______ conflict-handling style.

-forcing
-accommodating
-compromising
-avoiding
-collaborating

avoiding
Depak’s team was not making much progress on defining a new production process. Nicole was being very uncooperative. She did not agree with Depak’s direction, and she has not completed her tasks. This team is in what stage of group development?

-norming
-adjourning
-storming
-performing
-forming

storming
Groups that make it through storming generally do so because

-the work gets done.
-the focus generally is on social loafing.
-someone wins the political battle and dominates the group.
-they develop groupthink.
-a respected member other than the leader challenges the group to resolve power struggles.

a respected member other than the leader challenges the group to resolve power struggles.
Which of the following is the best way to manage virtual teams?

-Require all team members to work on the same schedule—say, Monday through Friday, from 9 a.m. until 6 p.m.
-Make sure that the majority of your team members are junior-level staffers who have no more than a year’s tenure at the company.
-Check in regularly, but resist the urge to micromanage.
-Avoid face-to-face communication and convey information primarily through email and texts.
-Meet with each individual member of the team at least twice a week.

Check in regularly, but resist the urge to micromanage.
At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group?

-production team
-virtual team
-project team
-product team
-advice team

project team
Maneka is on a team with Larson, and they are often in conflict. Maneka likes to begin her work with careful planning and she gets started immediately. Larson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their conflict most likely stems from

-lack of trust.
-ambiguous jurisdictions.
-inconsistent goals.
-communication failure.
-clash of personality, values, and attitudes.

clash of personality, values, and attitudes.
During the forming stage of a group or team, the leader should

-establish permanent control.
-allow people to socialize and become acquainted.
-work through team conflicts.
-empower team members.
-encourage disagreement.

allow people to socialize and become acquainted.
The group development stage in which individuals test the leader’s policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

-adjourning
-storming
-performing
-forming
-norming

storming
In managing virtual workers, a manager should

-set goals that focus on team members’ personal enrichment.
-set up large teams composed of employees from different departments across the organization.
-make sure the worker is keeping to a fixed schedule of hours.
-give directions only by phone or in person.
-meet regularly, face-to-face.

meet regularly, face-to-face.
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