MGMT 301 Quiz 13 (EXAM2)

Conflict is a perfectly normal state of affairs.. True False

True Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is simply disagreement, a perfectly normal state of affairs.

Stereotyping the opposition, rationalization, and peer pressure are symptoms of groupthink. True False

True How do you know that you're in a group or team that is suffering from groupthink? Some symptoms include feelings of invulnerability and inherent morality, stereotyping of opposition, rationalization, self-censorship, and the illusion of unanimity, peer pressure, and mindguards.

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. True False

True Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

The workers on the night shift at a manufacturing plant would be considered a(n) ______ team. -production -action -project -cross-functional -continuous improvement

production Production teams are responsible for performing day-to-day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews.

In adjourning, conflicts are resolved, close relationships develop, and unity and harmony emerge. True False

False A group may evolve into a team through five stages: (1) Forming is the process of getting oriented and getting acquainted. (2) Storming is characterized by the emergence of individual personalities and roles and conflicts within the group. (3) In norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. (4) In performing, members concentrate on solving problems and completing the assigned task. (5) In adjourning, members prepare for disbandment.

Members of a group that are asking "What's next?" are in the performing stage of team development. True False

False In the final stage, adjourning, members prepare for disbandment. For the individual, the question now is "What's next?" For the team, the issue is "Can we help members transition out?"

The tendency of people to exert more effort when working in groups than when working alone is known as social loafing. True False

False Social loafing is the tendency of people to exert less effort when working in groups than when working alone.

Jeff's workgroup is having a lot of disagreement over the direction the group should take. They are involved in the __________ stage of group development. a.Forming b.Storming c.Norming d.Performing

The correct answer is "B" - storming. See previous slide.

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___________ role. a.Maintenance b.Relationship-oriented c.Task d.Social

The correct answer is "C" - task.

A stakeholder group who provides reactions to new curriculum proposals by a university faculty is an example of a(n): a.Production team b.Project team c.Action team d.Advice team

The correct answer is "D" - advice team

Personality conflicts often begin with instances of workplace incivility, or employees' lack of regard for each other which, if not curtailed, can diminish job satisfaction and organizational loyalty. True False

True Personality conflicts often begin with instances of workplace incivility, or employees' lack of regard for one another which, if not curtailed, can diminish job satisfaction and organizational loyalty.

Devil's advocacy and the dialectic method are forms of programmed conflict designed to elicit different opinions without inciting people's personal feelings. True False

True Programmed conflict is designed to elicit different opinions without inciting people's personal feelings. The method for getting people to engage in this debate of ideas is to do disciplined role playing, for which two proven methods are available: devil's advocacy and the dialectic method.

Teams with nine or fewer members have better interaction and morale, yet they also have fewer resources, are possibly less innovative, and may have work unevenly distributed among members. True False

True Teams with 9 or fewer members have better interaction and morale, yet they also have fewer resources, are possibly less innovative, and may have work unevenly distributed among members. Teams of 10 to 16 members have more resources and can take advantage of division of labor, yet less interaction, lower morale, and social loafing may characterize them

The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict. True False

True The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict.

Since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. True False

True The benefit of compromise is that it is a democratic process that seems to have no losers. However, since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated.

Openness, equality, empathy, supportiveness, and positiveness are behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts. True False

True There are five basic behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts: openness, equality, empathy, supportiveness, and positiveness.

For a manager, building an effective team requires work, but the payoff is _____. -a stronger, better-performing work unit -good relationships with others in the company, especially your superiors -employees who will work overtime, often without expecting to be paid for it -employees who will do as you say without questioning you -more responsibilities for you and other managers

a stronger, better-performing work unit As a manager, building a high-performance team requires some work, but the payoff will be a stronger, better-performing work unit.

The final stage of group and team development is known as _____. -adjourning -performing -measuring -assessing -avoidance

adjourning In the final stage, adjourning, members prepare for disbandment. Having worked so hard to get along and get something done, many members feel a compelling sense of loss. For the individual, the question now is "What's next?" For the team, the issue is "Can we help members transition out?"

A committee investigating the impacts of health care reform on the organization is an example of a(n) _____. -formal group -official group -organized group -informal group -informal team

formal group A formal group is a group established to do something productive for the organization and is headed by a leader. A formal group may be a division, a department, a work group, or a committee. It may be permanent or temporary.

Although ______ are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior. -norms -personality conflicts -quality standards -task roles -work rules

norms Norms are general guidelines or rules of behavior that most group or team members follow. Norms point up the boundaries between acceptable and unacceptable behavior. Although norms are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior

In ______ teams, the traditional clear-cut distinction between manager and managed is blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy. -problem-solving -self-managed -collaborative -virtual -action

self-managed Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. The traditional clear-cut distinction between manager and managed is being blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.

Which of the following is not a consideration in building a group into an effective team? -performance goals and feedback -motivation through accountability -size -roles -seniority

seniority The considerations in building a group into an effective team are (1) cooperation, (2) trust, and (3) cohesiveness. These are followed by (4) performance goals and feedback, (5) motivation through mutual accountability, (6) size, (7) roles, (8) norms, and (9) awareness of groupthink.

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. -maintenance -leadership -task -cohesiveness -relationship

task A task role, or task-oriented role, consists of behavior that concentrates on getting the team's tasks done. All of the following are playing task roles: coordinators, who pull together ideas and suggestions; orienteers, who keep teams headed toward their stated goals; initiators, who suggest new goals or ideas; and energizers, who prod people to move along or accomplish more.

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) _____. -group -association -informal union -team -informal organization

team A team is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Which of the following is most important for the team leader to encourage during the storming stage of group and team development? -empowerment among members -socializing among members -celebration of accomplishments -voicing of disagreements -completing the task

voicing of disagreements In the storming stage, the leader should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals.