Ch. 18 - Pre-Lecture Reading

Alexis is planning to assemble a global virtual team to work on planning a new manufacturing facility in India. Which of the following is a particular challenge for virtual teams as opposed to other types of teams? Building rapport and trust among team members Selecting the most qualified members to contribute to team goals Providing the technology for team meetings Recruiting diverse team members

Building rapport and trust among team members

A _____ is composed of a manager and his or her subordinates in the formal chain of command. self-managed team functional team project team cross-functional team

functional team

The three most common types of teams include all of the following EXCEPT: self-managed teams. cross-functional teams. interaction teams. functional teams.

interaction teams.

Because Tanner would like to give the team that is forming the best chance to perform well, Tanner will stick to the size range that most agree is optimal for teams, which is: five to nine members. three to six members. one to three members. at least six members.

three to six members.

The definition of a team has three components: personal commitment, shared rewards, and humility. three or more people, self-awareness, and motivation. two or more people, regular interaction, and a shared performance goal. two or more people, personal commitment, and norms.

two or more people, regular interaction, and a shared performance goal.

_____, teams themselves, rather than managers or supervisors, take responsibility for their work, make decisions, monitor their own performance, and alter their work behavior as needed to solve problems, meet goals, and adapt to changing conditions. In vertical hierarchies When open communication is the exception rather than the rule In bossless organizations Where extrinsic rewards are most important

In bossless organizations

Which of the following two factors in a team's context influence team cohesiveness? Forming and norming Task specialists and socioemotionals Job satisfaction and storming Presence of competition and team success

Presence of competition and team success

With successful teams, the requirements for task performance and social satisfaction are met by the emergence of which of the following two types of roles?

Task specialist and socioemotional

Which of the following qualities characterizes self-managed teams? These teams are composed of manager and subordinates in the formal chain of command. These teams monitor their own performance. These teams emphasize extrinsic rewards over intrinsic rewards. Its basis is the law of effect and its outcome is behavior modification.

These teams monitor their own performance.

Within the team, Julian proposes new solutions to team problems, pulls together ideas in overviews, and asks for task-relevant facts. Julian is: filling a socioemotional role. a free rider. a task specialist. a self-manager.

a task specialist.

Jess tends to be assertive and to approach conflict with a goal of "getting my own way." Jess's style of conflict management is a(n): dominating style. compromising style. avoiding style. collaborating style.

dominating style.

The way in which conflict is expressed may determine whether there is a positive or a negative outcome. The most constructive way to express conflict is with: low directness but high intensity. high directness but low intensity. high directness and high intensity. low directness and low intensity.

high directness but low intensity.

On Lynze's team, team members are resolving differences and developing a sense of team cohesion and unity. Lynze's team is currently in the _____ stage. norming forming storming performing

norming

The productivity of highly cohesive teams is _____ management support. negatively correlated with positively correlated with neither positively nor negatively correlated with unrelated to

positively correlated with

Studies indicate that simply being around others has an energizing effect. This phenomenon is known as: synergy. quality circles. social facilitation. interpersonal innovation.

social facilitation.

Linn, a member of Steph's team, does not actively participate in and contribute to the team's work, but gets the same benefits from team membership as everyone on the team. Steph is frustrated with Linn's: communication apprehension. individual sacrifice. social loafing. cultural identity.

social loafing.

The types of team processes that can change over time and be influenced by team leaders are: size, diversity, and member roles. productive output, personal satisfaction, and the team's contribution to organizational adaptability. overall leadership, strategy, environment, culture, and systems for controlling and rewarding employees. stages of development, cohesiveness, norms, and conflict resolution.

stages of development, cohesiveness, norms, and conflict resolution.

At the most recent team meeting, three team members were arguing about whether the goal was to create a training program to increase cultural diversity or to create guidelines for human resources in hiring employees. Several other team members felt the pettiness of the arguing members to be a distraction and starting talking about the problem among themselves. Another member was trying to help everyone find common ground and get along. This team is in the _____ stage. norming forming storming performing

storming

On teams, those who initiate ideas, give opinions, seek ideas, summarize, and energize are: task specialists. socioemotionals. Type A personalities. authoritarians.

task specialists.

ATZ Technologies operates in a rapidly changing environment. In order to develop new products and services for the market, ATZ relies on _____, in which employees with diverse skills come together to apply their skills and abilities in short-term, project-based teams. a special-purpose team a functional team social facilitation a command team

a special-purpose team

With _____, rather than having defined, long-term jobs, employees with complementary skills come together and blend those skills to complete a specific project and then disband. a functional team a command team social facilitation a special-purpose team

a special-purpose team

Two members within a team are having an antagonistic interaction in which one party is attempting to block the intentions or goals of the other. This type of _____ is inevitable. distribution aggression conflict negotiation

conflict

Work team effectiveness is based on three outcomes, which include all of the following factors EXCEPT: the capacity to adapt and learn. leadership development. productive output. personal satisfaction.

leadership development.

For a team to be successful over the long run, it must be structured in a way that: maximizes racial and ethnic diversity. replaces free riders with accommodators. maintains member independence and is well managed. maintains its members' social well-being and accomplishes its task.

maintains its members' social well-being and accomplishes its task.

According to recent surveys, _____ of all organizations use virtual teams, and most managers believe the use of virtual teams _____. nearly three-quarters; will take over as the format of choice about half; has reached saturation about one-third; will grow slowly nearly half; will continue to grow

nearly half; will continue to grow

In _____, people who are experiencing some type of conflict engage in give-and-take discussions and consider various alternatives to reach a decision acceptable to both parties. the adjourning stage negotiation an accommodating style team norms

negotiation

The organizational context in which the team operates includes such matters as: overall leadership, strategy, environment, culture, and systems for controlling and rewarding employees. team development, cohesiveness, norms, and conflict to build an effective team. type of team and team composition, diversity of the team in terms of skills, and team size and roles. output, satisfaction, and the team's contribution to organizational adaptability.

overall leadership, strategy, environment, culture, and systems for controlling and rewarding employees.

An aspect of psychological safety, social sensitivity is an important part of enhancing a team's productivity. Social sensitivity involves: reaching consensus on who has the power, who the leaders are, and what the various members' roles are. increasing cohesiveness through favorable evaluation of the team by outsiders. paying attention to and asking about other team members' facial expressions, body language, and other nonverbal cues.

paying attention to and asking about other team members' facial expressions, body language, and other nonverbal cues.

A team in the _____ stage is occupied with interacting frequently and directing discussions and influence toward achieving team goals, and the leader concentrates on managing high task performance with both socioemotional and task specialist roles contributing to the team's functioning. norming performing storming adjourning

performing

Team norms are valuable because they: consist of job rotation to produce an entire product or service. monitor progress and reward members to keep the team progressing toward its goals. provide a frame of reference for what is expected and acceptable. devote personal time and energy to helping the team accomplish its activities and reach its goal.

provide a frame of reference for what is expected and acceptable.

Effective teams provide many advantages in moving an organization toward competitive advantage, including: expertise, longevity, employee interaction, value, and excellence. quality, creativity, productivity, speed, and employee satisfaction. employee involvement, communication apprehension, social interaction, communication, and productivity. advanced technology, effective metrics, employee satisfaction, organizational power, and efficiency.

quality, creativity, productivity, speed, and employee satisfaction.

In team work sessions, Marty prefers a lot of member interaction, feedback, and brainstorming, whereas Delta and Gray are uncomfortable in this setting for prolonged periods. They have asked Marty to vary the approach to work sessions to accommodate different styles, but he refuses. Delta and Gray contemplate asking to be reassigned from the team. The team leader must resolve this: communication apprehension. relationship conflict. task conflict. creative tension.

relationship conflict.

A functional team tends to be more _____, whereas a cross-functional team is more _____. vertical; horizontal limited in scope; unlimited in scope practical; creative focused; social

vertical; horizontal

A _____ is a group made up of dispersed members with the distinguishing feature of being linked primarily through telecommunications technologies. command team virtual team diverse team functional team

virtual team

Conflict that arises from miscommunications is most prevalent among: virtual teams. cross-functional teams. task forces. functional teams.

virtual teams.

Which of the following statements about the size of a team is true? As a team increases in size, it becomes harder for each member to interact with and influence the others. Most researchers say that five members is an optimal team size. Numerous studies have found that larger teams perform better. Studies show that members of larger virtual teams participate more actively and are more committed to the team.

As a team increases in size, it becomes harder for each member to interact with and influence the others.

A person's approach to handling conflict in Thomas's model is based on which of the following two major dimensions? Needy versus self-confident and satisfied versus dissatisfied Cooperative versus combative and Type A versus Type B Assertive versus unassertive and cooperative versus uncooperative Authoritarian versus interactive and task-oriented versus people-oriented

Assertive versus unassertive and cooperative versus uncooperative

Which of the following statements about balancing conflict and cooperation is true? Ideally, conflict should be avoided because it can decrease team performance and prevent a mix of opinions and ideas. Conflict that is too strong or focused on personal rather than work issues is damaging to a team's morale and productivity. The best functioning teams are highly cooperative in which people go along for the sake of harmony rather than results. A high degree of conflict leads to better decision making because multiple viewpoints are expressed.

Conflict that is too strong or focused on personal rather than work issues is damaging to a team's morale and productivity.

Achieving a win-win solution through integrative negotiation is based on four key strategies. Which of the following would NOT be included among those strategies? Listen and ask questions. Focus on current demands rather than underlying interests. Separate the people from the problem. Insist that results be based on objective standards.

Focus on current demands rather than underlying interests.

Which of the following statements about conflict is true? Bringing conflicts into the open seldom contributes toward resolving them. No level of conflict can be considered healthy. Despite what people working together in teams may believe, conflict is not inevitable. Effective conflict management has a positive impact on team cohesiveness and performance.

Effective conflict management has a positive impact on team cohesiveness and performance.

Norms begin to develop in the first interactions among members of a new team. Which of the following is NOT one of the four common ways in which norms develop? Critical events in the team's history Equal participation Carryover from other experiences Explicit statements from leaders or members

Equal participation

Which of the following statements about teams is true? Work team effectiveness is based primarily on team members' personal satisfaction. Smoothly functioning teams just happen. In organizations, effective teams are built by managers who take specific actions to help people come together and perform well as a team. Only when managers let teams define their own roles, establish norms, and set goals do teams function effectively.

In organizations, effective teams are built by managers who take specific actions to help people come together and perform well as a team.

At the first meeting of a team tasked with visioning, planning, and implementing plans for a new company headquarters, Clare wanted to highlight for everyone the requirements of teamwork. Which of the following would NOT appear among the points Clare makes? Communication of objectives and needs Willingness to sacrifice for the team Focus on a shared mission Opportunity for individual accomplishment

Opportunity for individual accomplishment

Research found that which of the following two norms were especially important to both positive team feelings and productive team output? Psychological safety and equal participation Creativity and freedom from limitation Management of task conflict and members' negotiating abilities Consistent members and meeting times and management support

Psychological safety and equal participation

Aubrey has taken on the socioemotional role within the team. Which of the following activities would her role include? Give candid feedback on others' suggestions. Ask for task-relevant facts. Stimulate the team into action. Reconcile group conflicts.

Reconcile group conflicts.

In organizations all over the world, some people love the idea of teamwork, while others hate it. Which of the following reasons best explains why teams present an opportunity rather than a dilemma for many people? Free riders often emerge within teams. People go along with others and don't express conflicting opinions for the sake of harmony. Team members have to give up their independence. Teams offer opportunities for social interaction.

Teams offer opportunities for social interaction.

Which of the following statements about teamwork is true? Teamwork requires bringing together a variety of personalities and skills to focus on a well-defined mission where individual egos provide the motivation. Trust is a crucial aspect of teamwork. Putting together a team and building teamwork are the same thing. Teamwork requires that team members be willing to collaborate while holding fast to their individual objectives.

Trust is a crucial aspect of teamwork.

During the forming stage of team development, which of the following questions is most likely to be on team members' minds? How can we share this information in a way that makes sense? What is expected of me? How do we solve this problem? Why won't they agree with me?

What is expected of me?

The CEO of the organization attends the team meeting and congratulates each member on a job well done and commends the team leader on the report the team has provided. The CEO also asks Blake to assemble and lead a team for the next phase of the development project. Current team members are experiencing the _____ stage of team development. norming forming storming adjourning

adjourning

A variety of factors may lead to conflict within teams or organizations, but a primary cause of conflict in the team setting is: cultural differences. managerial discrimination. lack of nonverbal cues. competition over resources.

competition over resources.

Shelby is negotiating with team members about where the project budget should be allocated and takes a win-lose approach based on the view that the size of the "pie" is fixed and she needs to get as much as possible for phases of the project that involve her. This type of negotiation is known as: distributive. integrative. collaborative. intense.

distributive.

Teams that produce more innovative solutions to problems are more likely to be: ethnically and nationally diverse. diverse in functional skills. functionally but not demographically diverse. more homogeneous than heterogeneous.

diverse in functional skills.

The five styles of handling conflicts, whether as an individual or a team, are: forming, storming, norming, performing, and adjourning. task-based, relationship-based, authority-based, authoritarian-based, and partnership-based. primacy, critical events, explicit statements, experience carryover, and historical. dominating, compromising, accommodating, avoiding, and collaborating.

dominating, compromising, accommodating, avoiding, and collaborating.

In _____, people don't feel safe to reveal mistakes, share concerns, or express ideas, whereas in _____, members hold one another accountable rather than relying on managers as the source of accountability. dysfunctional teams; effective teams teams; vertical structures self-managed teams; special-purpose teams functional teams; cross-functional teams

dysfunctional teams; effective teams

Asked to be on a team to revamp the company's new employee orientation and training, Jaire has several goals that would likely include all of the following EXCEPT: trust in other team members. focus on getting personal priorities included in the training. a willingness to forgo individual objectives. open communication of objectives and needs.

focus on getting personal priorities included in the training.

Team development is not random, but evolves over definitive stages. Tuckman describe these five stages, in order, as: forming, storming, norming, performing, and adjourning. forming, norming, storming, reforming, and firming. norming, disforming, performing, storming, and adjourning. storming, freeforming, conforming, performing, and reforming.

forming, storming, norming, performing, and adjourning.

A _____ refers to a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work. task specialist team norm virtual teammate free rider

free rider

Devin from Australia, Yijun from Taiwan, and Paz from Mexico are all members of a larger team that works on projects for a multinational corporation. This type of team is known as a: command team. task force. virtual team. global team.

global team.

In a conflict, Jamie is known to shout, scowl, and eye roll in aggressive or antagonistic verbal and nonverbal communication. Jamie's way of expressing conflict is: low directness-high intensity. high directness-low intensity. high directness-high intensity. low directness-low intensity.

high directness-high intensity.

As team leader, Kels is interested in increasing the level of team effectiveness. To do this, Kels commits to finding ways to meet the personal needs of team members, which determine their _____, and to motivate team members to step up their _____, which is demonstrated through meeting team goals with higher performance quality and quantity. productive output; cohesiveness satisfaction; productive output self-management; capacity to learn capacity to adapt; conflict management

satisfaction; productive output

Brett is a virtual team leader. All of the following are effective ways in which Brett can shape culture through virtual technology EXCEPT: engage members from cultures that may discourage people from sharing their ideas. share members' special experience and strengths. create a psychologically safe virtual culture. scrutinize electronic communication patterns.

scrutinize electronic communication patterns.

Regan's team has been together for several years. Its members come from several different functions within the company; it has access to whatever resources it needs; and it has decision-making authority. Its members describe feeling challenged by the tasks and an increased commitment to the organization and its work. Regan is part of a: cross-functional team. self-managed team. functional team. command team.

self-managed team.

In designing the team for greatest effectiveness and after deciding the type of team to use, a team leader should be particularly concerned with the characteristics of team composition, including: size, diversity, and member roles. norms, development, and cohesiveness. overall leadership, strategy, environment, culture, and systems for controlling and rewarding employees. productive output, personal satisfaction, and the team's contribution to organizational adaptability.

size, diversity, and member roles.

Teams with mostly _____ roles can be satisfying, but they also can be unproductive. task specialist networker open communicator

socioemotional

Team members who encourage, harmonize, reduce tensions, follow, and compromise are adopting a(n): socioemotional role. employee satisfaction role. task specialist role. diversity role.

socioemotional role.

River is considered to be a follower and fills the _____ role on the team, while Chao is a compromiser and fills the _____ role on the team. task specialist; socioemotional socioemotional; task specialist socioemotional; socioemotional task specialist; task specialist

socioemotional; task specialist

In the work team effectiveness model, good team leaders understand and manage team processes to build an effective team. These processes include: productive output, conflict resolution, personal satisfaction, and capacity to learn. reward systems, strategy, culture, environment, and leadership. leadership, team size, team diversity, and capacity to adapt and learn. stages of development, cohesiveness, norms, and conflict resolution.

stages of development, cohesiveness, norms, and conflict resolution.

As team leader, Dorian encourages each team member to participate and work through the uncertainties because he knows that unless the team can successfully move beyond this _____ stage, it may get bogged down and never achieve high performance. norming forming storming performing

storming

Two basic types of conflict that occur in teams are: storming and norming. psychological safety and equal participation. emotional expression and social sensitivity. task conflict and relationship conflict.

task conflict and relationship conflict.

The team that is responsible for the publicity of the organization's volunteer day has two members who are vehemently opposed to the other's idea of whether to financially reward all employees who take a day and volunteer for a cause they feel strongly about. This situation is characterized by: unequal participation. task conflict. relationship conflict. team success.

task conflict.

In general, research suggests that _____ can be beneficial by leading to better decision making and problem solving, whereas _____ is typically associated with negative consequences for team effectiveness. task conflict; relationship conflict the task specialist role; the socioemotional role storming; cohesiveness relationship conflict; task conflict

task conflict; relationship conflict

When members are attracted to the team and motivated to remain in it, they are said to have: a virtual team. team cohesiveness. a task specialist role. communication apprehension.

team cohesiveness.

When tasks in an organization are highly interdependent, one of the best approaches to ensuring the level of coordination, information sharing, and exchange of materials necessary for successful task accomplishment is: teams. self-awareness. a vertical hierarchy. ISO 9000 standards.

teams

In a conflict situation, when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus: the collaborating style is the best approach. presenting a low directness-low intensity approach is most effective. distributive negotiation is most appropriate. None of these answers is correct.

the collaborating style is the best approach.

According to evidence, the most critical role in determining how well teams function is: whether any of the team members is a free rider. whether people have positive or negative emotions about being part of a team. the way they are managed. what structure, whether functional or cross-functional, the team takes.

the way they are managed.