For a manager, building an effective team requires work, but the payoff is _____.
a. employees who will do as you say without questioning you
b. a stronger, better-performing work unit
c. good relationships with others in the company, especially your superiors
d. more responsibilities for you and other managers
e. employees who will work overtime, often without expecting to be paid for it
b. a stronger, better-performing work unit
Although ______ are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior.
a. quality standards
b. norms
c. personality conflicts
d. work rules
e. task roles
b. norms
Which of the following is not a consideration in building a group into an effective team?
a. roles
b. seniority
c. performance goals and feedback
d. motivation through accountability
e. size
b. seniority
A committee investigating the impacts of health care reform on the organization is an example of a(n) _____.
a. informal group
b. formal group
c. organized group
d. official group
e. informal team
b. formal group
A collection of five employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their company, is known as a(n) _____.
a. group
b. informal union
c. team
d. association
e. informal organization
c. team
Which of the following is most important for the team leader to encourage during the storming stage of group and team development?
a. celebration of accomplishments
b. completing the task
c. socializing among members
d. empowerment among members
e. voicing of disagreements
e. voicing of disagreements
In ______ teams, the traditional clear-cut distinction between manager and managed is blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.
a. collaborative
b. virtual
c. self-managed
d. action
e. problem-solving
c. self-managed
The workers on the night shift at a manufacturing plant would be considered a(n) ______ team.
a. project
b. action
c. continuous improvement
d. production
e. cross-functional
d. production
The final stage of group and team development is known as _____.
a. avoidance
b. measuring
c. assessing
d. performing
e. adjourning
e. adjourning
Marcie frequently requests meetings between her team and counterparts in Portland. She often spots issues that will affect both groups and wants to work openly on coordination so there are no surprises for anyone. Marci plays a ______ role for her team.
a. leadership
b. task
c. relationship
d. maintenance
e. cohesiveness
b. task
Someone at a team meeting who says, “Let’s hear from those who oppose this plan,” is performing a ______ role.
a. task
b. social
c. maintenance
d. reorientation
e. coordinator
c. maintenance
When members of a group are friendly and tight-knit, but unable to disagree enough to properly appraise alternatives, they are said to be experiencing _____.
a. devil’s advocacy
b. the dialectic method
c. paradigm paralysis
d. groupthink
e. social loafing
d. groupthink
Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____.
a. devil’s advocacy
b. social loafing
c. storming
d. groupthink
e. norming
d. groupthink
Which of the following is not a disadvantage of larger groups?
a. more absenteeism
b. less satisfaction
c. more turnover
d. less commitment
e. more division of labor
e. more division of labor
Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a _____.
a. cluster
b. collaborative unit
c. group
d. self-managing work team
e. quality circle
c. group
All except which one of the following helps to build trust on a team?
a. delegate and listen
b. be impartial
c. be candid about limitations
d. be available and coachable
e. be unpredictable
e. be unpredictable
Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.
a. forcing or dominating
b. compromising
c. collaborating
d. avoiding
e. accommodating
a. forcing or dominating
____________ is ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict, but the needs of the other party are largely ignored.
a. Avoiding
b. Forcing or dominating
c. Problem solving
d. Accommodating
e. Compromising
b. forcing or dominating
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?
a. project team
b. advice team
c. production team
d. virtual team
e. product team
a. project team
In which of the following conditions should constructive conflict be stimulated?
a. Managers want to achieve work objectives.
b. Managers are in charge of self-managed teams.
c. There is a lot of internal competition.
d. The group is adapting to change.
e. The group seems to have inertia and be apathetic.
e. The group seems to have inertia and be apathetic.
Which of the following is a characteristic of a continuous improvement team?
a. requires assigned membership
b. functions as a built-in part of any effective organizational group
c. encourages high empowerment
d. emerges from self-managed team concept
e. serves as an advice team
e. serves as an advice team
The question individuals ask during the norming stage of group development is _____
a. “How do I fit in here?”
b. “What’s next?”
c. “What do the others expect me to do?”
d. “How can I best perform my role?”
e. “What’s my role here?”
c. “What do the others expect me to do?”
Individuals are said to be cooperating when _____.
a. they have ceased to be competitive with one another and prefer harmony
b. they have reciprocal faith in others’ intentions and behaviors
c. their efforts are systematically integrated to achieve a collective objective
d. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward
e. they have a sense of togetherness and unity
c. their efforts are systematically integrated to achieve a collective objective
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.
a. forming
b. storming
c. norming
d. adjourning
e. performing
b. storming
Tension was apparent as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake’s white-knuckled grip on his pen, and the laughter seemed to lighten the mood. Chris was acting in a ______ role.
a. task
b. social
c. production
d. relational
e. maintenance
e. maintenance
The principal by-product of the norming stage of team development is _____.
a. uncertainty
b. adjournment
c. conflict
d. empowerment
e. group cohesiveness
e. group cohesiveness
Which of the following is a disadvantage of smaller groups?
a. tendency to take unreasonable risk
b. unfair work distribution
c. autocratic leadership
d. lower morale
e. tendency to form cliques
b. unfair work distribution
When Cisco Systems told executives they would gain or lose 30% of their bonuses based on how well they worked with peers, and in three years had record profits, it _____.
a. reduced costs
b. increased speed
c. reduced destructive internal competition
d. increased productivity
e. improved workplace cohesiveness
e. improved workplace cohesiveness
The conflict-handling style in which a person neglects their own concerns and allows the concerns of another to prevail is known as _____.
a. compromising
b. avoiding
c. forcing
d. collaborating
e. accommodating
e. accommodating
Which of the following is true of informal groups?
a. Informal groups are primarily created to solve an organizational problem.
b. A temporary committee is an example of an informal group.
c. Informal groups have appointed leaders.
d. Members of an informal group are assigned to it by the skills they possess.
e. Informal groups can advance or undercut the plans of formal groups.
e. Informal groups can advance or undercut the plans of formal groups.
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 team conflict most likely stems from _____.
a. communication failure
b. inconsistent goals
c. clash of personality, values, and attitudes
d. lack of trust
e. ambiguous jurisdictions
c. clash of personality, values, and attitudes
During the ______ stage of team development, close relationships develop and unity and harmony emerge.
a. norming
b. forming
c. performing
d. storming
e. adjourning
a. norming
In all but the worst weather, Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) _____.
a. self-managed team
b. informal group
c. formal group
d. virtual team
e. continuous improvement team
b. informal group
When using a self-managed team, a manager should _____.
a. provide elaborate retreats for team discussions
b. control the team’s staffing and scheduling
c. offer lucrative individual bonuses
d. allow members to fire their team members
e. delegate administrative oversight of activities such as planning and scheduling
e. delegate administrative oversight of activities such as planning and scheduling
When Men’s Wearhouse fired a salesperson who wasn’t sharing walk-in customer traffic, and total clothing sales volume among all salespeople increased significantly, it _____.
a. improved quality
b. reduced costs
c. increased productivity
d. increased speed
e. reduced destructive internal competition
e. reduced destructive internal competition
x

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