OBHR 330 EXAM 2 practice questions

sequential interdependence

A form of task interdependence in which group members perform different tasks in a prescribed sequence, and members depend on only the member who comes before them in the sequence.

adjourning

The final stage of team development, during which members experience anxiety and other emotions as they disengage and ultimately separate from the team.

Forming

The first stage of team development, during which members try to get a feel for what is expected of them, what types of behaviors are out of bounds, and who's in charge.

Performing

The fourth stage of team development, during which members are comfortable working within their roles, and the team makes progress toward goals.

instrumental support

The help people receive from others that can be used to address a stressful demand directly.

Social Support

The help people receive from others when they are confronted with stressful demands.

teamwork processes

The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.

Expertise

The knowledge and skills that distinguish experts from novices.

Team composition

The mix of the various characteristics that describe the individuals who work on the tea

Bounded rationality

The notion that people do not have the ability or resources to process all available information and alternatives when making a decision.

Work responsibility

The number and importance of the obligations that an employee has to others.

Justice

The perceived fairness of an authority's decision making.

Distributive Justice

The perceived fairness of decision-making outcomes.

Procedural justice

The perceived fairness of decision-making processes.

informational justice

The perceived fairness of the communications provided to employees from authorities.

Interpersonal justice

The perceived fairness of the interpersonal treatment received by employees from authorities.

Integrity

The perception that an authority adheres to a set of acceptable values and principles.

Cognitive Coping

Thoughts used to deal with a stressful situation

personal clarification

Training in which members simply receive information regarding the roles of the other team members.

cross training

Training team members in the duties and responsibilities of their teammates.

positional rotation

Training that gives members actual experience carrying out the responsibilities of their teammates.

positional modeling

Training that involves observations of how other team members perform their roles.

affect-based trust

Trust that depends on feelings toward the authority that go beyond rational assessment.

Cognition-based trust

Trust that is rooted in a rational assessment of the authority's trustworthiness.

Dispostion-based trust

Trust that is rooted in one's own personality, as opposed to a careful assessment of the trustee's trustworthiness.

Team

Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

Financial uncertainty

Uncertainties with regard to the potential for loss of livelihood, savings, or the ability to pay expenses

consensus

Used by decision makers to attribute cause; whether other individuals behave the same way under similar circumstances.

Distinctiveness

Used by decision makers to attribute cause; whether the person being judged acts in a similar fashion under different circumstances.

consistency

Used by decision makers to attribute cause; whether this individual has behaved this way before under similar circumstances.

Satisficing

When a decision maker chooses the first acceptable alternative considered.

positive reinforcement

When a positive outcome follows a desired behavior.

Moral judgment

When an authority can accurately identify the "right" course of action.

Moral awareness

When an authority recognizes that a moral issue exists in a situation.

role overload

When an employee has too many demands to work effectively.

Role ambiguity

When an individual has a lack of direction and information about what needs to be done.

Punishment

When an unwanted outcome follows an unwanted behavior.

whistle-blowing

When employees expose illegal actions by their employer.

Behavioral modeling

When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior.

Role Conflict

When others have conflicting expectations of what an individual needs to do.

Secondary appraisal

When people determine how to cope with the various stressors they face.

Hybrid outcome interdependence

When team members receive rewards based on both their individual performance and that of the team to which they belong.

Process gain

When team outcomes are greater than expected based on the capabilities of the individual members.

Process loss

When team outcomes are less than expected based on the capabilities of the individual members.

selfserving bias

When we attribute our own failures to external factors and success to internal factors.

crisis situation

A change, sudden or evolving, that results in an urgent problem that must be addressed immediately.

escalation of commitment

A common decision-making error in which the decision maker continues to follow a failing course of action.

Work-family conflict

A form of role conflict in which the demands of a work role hinder the fulfillment of the demands in a family role (or vice versa).

pooled interdependence

A form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group's output.

reciprocal interdependence

A form of task interdependence in which group members interact with only a limited subset of other members to complete the team's work.

Boundary spanning

Interactions among team members and individuals and groups who are not part of the team.

Heuristics

Simple and efficient rules of thumb that allow us to make decisions more easily.

transactive memory

The degree to which team members' specialized knowledge is integrated into an effective system of memory for the team.

Ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms.

comprehensive interdependence

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

behavior modeling training

A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge.

Four-componet model

A model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgment, moral intent, and ethical behavior.

Corporate social responsibility

A perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society.

Learning orientation

A predisposition or attitude according to which building competence is deemed more important by an employee than demonstrating competence.

performance-prove orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others think favorably of them.

performance-avoid orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others will not think poorly of them.

Learning

A relatively permanent change in an employee's knowledge or skill that results from experience.

Work Team

A relatively permanent team in which members work together to produce goods and/or provide services.

Management team

A relatively permanent team that participates in managerial-level tasks that affect the entire organization.

puncatuated equilibrium

A sequence of team development during which not much gets done until the halfway point of a project, after which teams make necessary changes to complete the project on time.

continuous reinforcement

A specific consequence follows each and every occurrence of a certain behavior.

rational decision making model

A step-by-step approach to making decisions that is designed to maximize outcomes by examining all available alternatives.

Training

A systematic effort by organizations to facilitate the learning of job-related knowledge and behavior.

Parallel team

A team composed of members from various jobs within the organization that meets to provide recommendations about important issues.

project team

A team formed to take on one-time tasks, most of which tend to be complex and require input from members from different functional areas.

Virtual team

A team in which the members are geographically dispersed, and interdependent activity occurs through e-mail, web conferencing, and instant messaging.

action team

A team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging.

nominal group technigue

A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with the group.

brainstorming

A team process used to generate creative ideas.

potency

A team state reflecting the degree of confidence among team members that the team can be effective across situations and tasks.

cohesion

A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself.

similarity-attraction approach

A theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them.

Transactional theory of stress

A theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions and appraisals.

social identity theory

A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with.

value in diversity problem solving approach

A theory that supports team diversity because it provides a larger pool of knowledge and perspectives.

production blocking

A type of coordination loss resulting from team members having to wait on each other before completing their own part of the team task.

social loafing

A type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes.

Leader-staff teams

A type of team that consists of members who make recommendations to the leader who is ultimately responsible for team decisions.

Multiple team membership

A work arrangement in which employees are assigned to multiple teams simultaneously

Which of the following is an example of a function of an action team? A. Marko and Aleks lead the clean-up effort when their company's warehouse is hit by a tornado. B. Ava and Mary divide the tasks associated with filing dental records in their office. C. Leah and Chaz form a committee to purchase new lights for the company parking lot. D. Cruz and Lucas work to improve the durability of the solar panels their company makes. E. Tayshawn and Britta correspond via electronic means to coordinate sales campaigns in two cities.

A. Marko and Aleks lead the clean-up effort when their company's warehouse is hit by a tornado.

Which of the following types of teams generally requires a full-time commitment from team members? A. a work team B. an action team C. a project team D. a management team a parallel team

A. a work team

According to the value in diversity problem-solving approach A. diversity in teams is beneficial because it provides for a larger pool of knowledge from which a team can draw as it carries out its work. B. diversity in teams is not beneficial if the problems to be solved are unfamiliar to the team members. C. surface-level diversity is less likely to lead to team cohesion than deep-level diversity is. D. deep-level diversity in teams is less likely to lead to productive outcomes than surface-level diversity is. E. diversity in teams is beneficial because it allows the individual team members to accept differences between people and work together.

A. diversity in teams is beneficial because it provides for a larger pool of knowledge from which a team can draw as it carries out its work.

Eisha is an independent graphic designer who works with a number of advertising agencies. She used to charge by the hour, but she has now switched to charging by the ad. In other words, she has moved from a _________blank schedule. A. fixed interval to a fixed ratio B. fixed interval to a variable ratio C. variable interval to a fixed ratio D. variable interval to a continuous E. variable interval to a variable ratio

A. fixed interval to a fixed ratio

What is the result of process gain? A. useful resources and capabilities that did not exist before the team created them B. the use of time and energy that could otherwise be devoted to task activity C. disagreement among members about the team's task D. loss in team productivity when team members do not work as hard as they could E. members having to wait on one another before they can do their part of the team task

A. useful resources and capabilities that did not exist before the team created them

Tristan's supervisor, Kim, agrees with her employees that an unfair work schedule has been instituted by the department manager. No one is happy. Kim assures the employees that she will discuss the issue with the department manager as soon as possible. However, every time Kim has an opportunity to raise those concerns with the manager, Kim always backs down and does not mention the unfair scheduling. It is likely the employees will begin to lose faith in the supervisor's _________blank. A.integrity B.ability C.ethics D.reputation E.social exchange

A.integrity

An individual could argue that smashing a window to save a dog trapped in a hot car is defensible and ethical. This rationale is based on which of the following principles? A.the ethics of rights B.the ethics of duties C.egoism D.utilitarianism E.virtue ethics

A.the ethics of rights

Yina, Shakita, and Iris work in different teams at First Note Acoustics. Yina's team ensures that all the raw materials, machinery, tools, and other production equipment are available to employees around the clock. Any procurement needs must be addressed to Yina, who also takes part in high-level decisions regarding the number of units to be produced and exported. Shakita works as part of a team of nine members who concentrate on daily production; they also ensure that quality checks are done and inspect each other's work. Iris is the operations manager, who works for three hours in the production department and spends the rest of her time assisting management as an internal consultant on manufacturing issues. Her input is crucial in improving the production process. Shakita is part of a(n) _________blank team. A.work B.action C.project D.parallel E.management

A.work

Hierarchical sensitivity

The degree to which the team leader effectively weighs the recommendations of the members.

Team Processes

The different types of activities and interactions that occur within a team as the team works toward its goals.

Moral intent

An authority's degree of commitment to the moral course of action.

intuition

An emotional judgment based on quick, unconscious, gut feelings.

climate for transfer

An organizational environment that supports the use of new skills.

negative reinforcement

An unwanted outcome is removed following a desired behavior.

Cognitive Moral development

As people age and mature, they move through several states of moral development, each more mature and sophisticated than the prior one.

stereotype

Assumptions made about others based on their social group membership.

Abby's boss, Francisco, has an unruly temper and has been known to chew out subordinates for even minor infractions. No one is safe, and employees are nervous and unhappy. Francisco's behavior is changing the workplace, and not for the better. Given what you know about trust, what is Abby most likely experiencing? A. Abby's performance and productivity is much the same and not affected by Francisco's outbursts. B. Abby is losing her ability to concentrate as she steels herself for another one of Francisco's outbursts. C. Abby is working more efficiently than ever because she knows Francisco's focus is on other employees. D. Abby's relationship with Francisco is developing into one based on vaguely defined obligations. E. Abby is confident that her productivity, abilities, and attitude will protect her from Francisco's outbursts.

B. Abby is losing her ability to concentrate as she steels herself for another one of Francisco's outbursts.

Which of the following examples best exemplifies the concept of process gain? A. Dawntell, Sam, and Hector frequently propose valuable ideas about improving employee morale to their boss, the human resources supervisor. B. Agnes, Ari, and Isla, through their combined efforts to improve efficiency as shipping and receiving clerks, achieve a higher on-time delivery rate than their coworkers. C. Joel and Eddie collaborate on devising new ways to reduce absenteeism by tossing around as many ideas as they can without criticizing or impeding each other's thought processes. Jaime and Wallace collaborate on devising new ways to reduce absenteeism by tossing around as many ideas as they can without criticizing or impeding each other's thought processes.

B. Agnes, Ari, and Isla, through their combined efforts to improve efficiency as shipping and receiving clerks, achieve a higher on-time delivery rate than their coworkers.

Which of the following situations demonstrates the connection between hindrance stressors and organizational commitment? A. Xander deals with his frustration over his boss showing favoritism to other members of his team by going for runs at lunch. B. Hilary's manager constantly makes unreasonable demands that force her to work long hours, and as a result she is looking for another job. C. When Oberon learned that a lazy coworker had been given a big raise, Oberon decided to work harder in order to earn a similar raise. D. Frida's company cuts costs by not replacing old, worn-out equipment, so she is forced to ignore the problems in order to focus on getting her work done.

B. Hilary's manager constantly makes unreasonable demands that force her to work long hours, and as a result she is looking for another job.

Laraine's team leaders challenged members to come up with a marketing campaign for the new phone they were introducing. Laraine, who studied marketing and public relations in college, reviewed numerous articles, studied the new phone thoroughly, and came up with a campaign that received good reviews from her team leaders. Her success in creating a good campaign for the new phone completely on her own reflects her A. benevolence. B. ability. C. integrity. D.trust propensity. E. morality.

B. ability

Dontell manages a shipyard with over 700 workers performing a variety of tasks. After walking through the grounds talking to the employees, he is surprised to learn that few of the workers share common goals within teams. He sees a wide variation in what people believe they are trying to accomplish. How can Dontell best resolve this issue and help his workforce find some common goals? A. by dismantling the teams so he can establish one goal for the entire facility B. by instructing his teams to create mission statements with clearly defined goals C. by making all employees trade jobs for several weeks so they have more in common D. by increasing the dependence of the teams on each other so all tasks share common goals E. by giving each worker a set amount of time to find out what their goals should be or face discipline

B. by instructing his teams to create mission statements with clearly defined goals

Layla participated in a problem-solving quiz competition among teams of coworkers. Because Layla was the most familiar with the types of problems on her quiz, her team's performance depended largely on Layla's performance. What is the type of task represented by the quiz competition? A. additive B. disjunctive C. conjunctive D. surface-level E. multiplicative

B. disjunctive

As the level of task interdependence _________blank, members must spend _________blank amounts of time communicating and coordinating with other members to complete tasks. A. decreases; similar B. increases; increasing C. increases; decreasing D. decreases; increasing E. remains the same; increasing

B. increases; increasing

Nominal group technique decreases social loafing and production blocking—problems with brainstorming—by A. making people pool their ideas in a face-to-face meeting. B. making people write down ideas on their own. C. discouraging bad ideas in the meeting. D. making people agree to one idea generated in a face-to-face meeting. E. making people speak in turns during all face-to-face meetings

B. making people write down ideas on their own.

Learning has a _________blank effect on commitment. A. moderate negative effect on performance and a moderate positive B. moderate positive effect on performance and a weak positive C. strong positive effect on performance and a strong positive D. weak negative effect on performance and a strong positive E. weak positive effect on performance and a weak negative

B. moderate positive effect on performance and a weak positive

People with a performance-avoid orientation focus on demonstrating their competence so that A. others will think favorably of them. B. others will not think poorly of them. C. they will think favorably of themselves. D. they will not think poorly of themselves. E. they will not cause others to think poorly of themselves.

B. others will not think poorly of them.

Scarlett led a team of gatherers who traveled from forest to forest collecting edible mushrooms. Team members repeatedly loaded their backpacks with mushrooms and poured the mushrooms into containers in the back of a van. At the end of the week, Scarlett took the van to a buyer and received payment for the total number of pounds of mushrooms and redistributed the money to team members. This arrangement is a form of _________blank interdependence. A. comprehensive B. pooled C. sequential D. reciprocal E. response

B. pooled

While fulfilling the ethical component of corporate social responsibility, an organization does what is right, just, and fair. This suggests that the organization has reached the _________blank level of moral development. A. preconventional B. principled C. preoperational D. conventional E. metaphysical

B. principled

Moussa, a fitness manager at the Lifestyle Martial Arts Studio, consults an alternative nutrition specialist to see if it is feasible to incorporate certain natural ointments and supplements as part of the studio's comprehensive fitness services. Moussa is performing a(n) _________blank activity of the boundary-spanning process. A. action learning B. scout C. groupthink D. ambassador E. staff validity

B. scout

Burnout

The emotional, mental, and physical exhaustion from coping with stressful demands on a continuing basis.

Juliet has just completed a 12-week training course and now is back at work. Her boss should expect that she will be A. considerably better at her job and much more committed to staying with the firm than she was 12 weeks earlier. B. somewhat better at her job and slightly more emotionally attached to the company than she was before she began her training course. C. so convinced, as a result of her training, that she knows more than she actually does that she will lose her emotional attachment to the company. D. slightly better as a worker but, due to gratitude for the opportunity to further her education, considerably more committed to her employer than she was before. E. largely unchanged, aside from a bit more knowledge with regard to her job, as compared with virtually no increase or decrease in her emotional attachment to the firm.

B. somewhat better at her job and slightly more emotionally attached to the company than she was before she began her training course.

Which of the following is not an element in cognition-based trust? A.trustworthiness B.trust propensity C.ability D.benevolence E.integrity

B.trust propensity

In 1989, Jeffrey Wigand was a scientist working for the tobacco company Brown and Williamson. When he discovered that the company was adding carcinogenic substances to increase the impact of its tobacco, he was fired from his job. In 1996, he went on the TV news show 60 Minutes to reveal this information to the public. His allegations resulted in many state lawsuits that ultimately won $368 billion in settlements against the company, along with greater scrutiny of the tobacco industry. This scenario reflects Wigand's A.preconventional moral reasoning. B.whistleblowing. C.bias suppression. D.trust propensity. E.abusive supervision.

B.whistleblowing.

Emotion-focused coping

Behaviors and cognitions of an individual intended to help manage emotional reactions to stressful demands.

problem-focused coping

Behaviors and cognitions of an individual intended to manage the stressful situation itself.

Coping

Behaviors and thoughts used to manage stressful demands and the emotions associated with the stressful demands.

variable-ratio schedule

Behaviors are reinforced after a varying number of them have been exhibited.

individualistic roles

Behaviors that benefit the individual at the expense of the team.

Team building roles

Behaviors that directly facilitate the accomplishment of team tasks.

team task roles

Behaviors that directly facilitate the accomplishment of team tasks.

groupthink

Behaviors that support conformity and team harmony at the expense of other team priorities.

tasks coordinator activities

Boundary-spanning activities that are intended to coordinate task-related issues with people or groups in other functional areas.

scout activities

Boundary-spanning activities that are intended to obtain information about technology, competitors, or the broader marketplace.

ambassador activities

Boundary-spanning activities that are intended to protect the team, persuade others to support the team, or obtain important resources for the team.

_________blank is the idea that we learn by observing the link between our voluntary behavior and the consequences that follow it. A. Learning orientation B. Selective perception C. Operant conditioning D. Social identity theory E. Contingencies of reinforcement

C. Operant conditioning

When Julia began her new job in a small office, she came in early every day to start the coffee and tidy up the counter they used as a kitchen. Initially, the others made small comments such as, "Someone cleaned up the counter. It looks good!" Those comments eventually stopped, but everyone continued to drink the coffee. After a few months, Julia stopped coming in early to get the coffee started. This is an example of A. positive reinforcement. B. punishment. C. extinction. D. negative reinforcement. E. continuous reinforcement.

C. extinction

Emotional support

The empathy and understanding that people receive from others that can be used to alleviate emotional distress from stressful demands.

Blaine's coworker, Tamika, has accused him of sexual harassment, but Blaine denies it. Although there is little evidence to support either person's claims, their supervisor, Yessi, is inclined to believe Tamika. She knows that Blaine had a DUI just a few years back, and he was once reprimanded for mismanaging company funds. Yessi's judgment is one of _________blank attribution. A. high distinctiveness resulting in an internal B. low distinctiveness resulting in an external C. low distinctiveness resulting in an internal D. low consensus resulting in an external low consensus resulting in an internal E.low consensus resulting in an internal

C. low distinctiveness resulting in an internal

Trustworthiness

Characteristics or attributes of a person that inspire trust, including competence, character, and benevolence

How do teams differ from groups? A. Teams have no limits on the number of members, whereas groups have a restricted membership. B. Members of teams work independently of each other, whereas those in groups show greater dependence on each other. C. Members of teams work toward individual goals that may or may not be related, whereas groups have a common goal. D. Members of teams interact with a specific task-related purpose in mind, whereas groups members do not. E. Teams have a no fixed duration, whereas groups last only for a specific amount of time.

D. Members of teams interact with a specific task-related purpose in mind, whereas groups members do not.

The managers at Telstar, a public relations firm, have noticed that the employees are not team players and are primarily focused on achieving individual goals. Management wants to change this attitude and works to create a reward system in which all group members would receive exactly the same outcome, regardless of their individual productivity levels, to promote their ability to work effectively in groups. Which of the following allocation norms would you recommend for this purpose? A. standard norm B. consensus norm C. equity norm D. equality norm E. propensity norm

D. equality norm

Beverly is the night manager at a motel near an interstate highway. In the early hours of the morning, a tour bus breaks down nearby, and she is inundated with more than 50 unexpected guests. Rather than go into panic mode, however, she marshals the help of one other person on duty and speeds the tour group through check-in, placing them all in rooms in less than an hour's time. Although it took some effort, the whole process went relatively smoothly for Beverly because she has checked in countless guests over the years. Handling the unexpected influx of guests involved a series of _________blank decisions for her. A. rational B. intuitive C. nonintuitive D. programmed E. nonprogrammed

D. programmed

Knowledge transfer

The exchange of knowledge between employees.

Deep level diversity

The extent to which people feel that they are truly part of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed and valued.

A psychology class has been assigned an individual case study project as well as a group project. The members of the group will receive the same grade for the group project, but they will be graded separately for their individual projects. Kari, Mihail, Sherifa, and Siti are members of one such group. Kari and Sherifa worked very hard on the group project. Mihail and Siti, however, did not contribute much to the group project because they felt that Kari and Sherifa would manage to get good grades for it. Instead, they focused their efforts on their individual projects. Which of the following answer options best exemplifies Mihail and Siti's behavior? A. motivational loss B. coordination loss C. production blocking D. social loafing E. synergy

D. social loafing

Escalation of commitment describes which of the following situations? A. when people attribute their own successes to internal factors B. when a person refuses to follow a failing course of action C. when people attribute their own failures to external factors D. when a person decides to continue to follow a failing course of action E. when people blame internal factors when judging the behavior of others

D. when a person decides to continue to follow a failing course of action

The company where Blaise, Ari, and Jabulani work has an opening for a manager, and all three of them apply. However, Blaise, who has been with the company the longest and has a business degree, received glowing recommendations from other managers and gets the job. Although Ari and Jabulani are disappointed, they most likely agree that the company's decision reflects a high level of A.trustworthiness. B.favoritism. C.authority. D.justice. E.bias.

D.justice.

nonprogrammed decisions

Decisions made by employees when a problem is new, complex, or not recognized.

programmed decisions

Decisions that are somewhat automatic because people's knowledge allows them to recognize the situation and the course of action to be taken.

Stressors

Demands that cause the stress response.

Which of the following statements concerning stress is not true? A. Different people experience the same levels of stress when confronted with the exact same situation. B. Stress is a psychological response to demands that tax or exceed a person's capacity or resources. C. Negative consequences that occur when demands tax or exceed a person's capacity or resources are called strains .D. A "stressed-out" feeling might be accompanied by headaches, stomach upsets, backaches, or sleeping difficulties. E. Demands that cause people to experience stress are called stressors

Different people experience the same levels of stress when confronted with the exact same situation.

tasks conflict

Disagreements among members about the team's task.

relationship conflict

Disagreements among team members with regard to interpersonal relationships or incompatibilities in personal values or preferences.

suface level diversity

Diversity of observable attributes such as race, gender, ethnicity, and age

Which of the following best exemplifies a benign job demand? A. The phone lines at the call center where Emily works go down at least five times a day, which makes it difficult for her to assist customers. B. Marlo has not been given clear instructions on how to prepare month-end marketing summary data and is worried about doing it wrong. C. Kaia is a school social worker, and due to budget cuts, she has been forced to shop for resources and tools on her own time and with her own money. D. Hugo, who fills orders for an online book distributor, has been told he needs to both increase the number of orders he fills per hour and reduce the number of errors he makes. E. Aaron works as a crane operator for a grocery store chain, and although it can be a challenge to load all the pallets onto trucks each night, he takes satisfaction in meeting the morning deadline.

E. Aaron works as a crane operator for a grocery store chain, and although it can be a challenge to load all the pallets onto trucks each night, he takes satisfaction in meeting the morning deadline.

Inclusion

The extent to which people feel that they are truly part of a group (or organization) and that the uniqueness that they bring to the group (or organization) is welcomed and valued.

Projection bias

The faulty perception by decision makers that others think, feel, and act the same way as they do.

Yina, Shakita, and Iris work in different teams at First Note Acoustics. Yina's team ensures that all the raw materials, machinery, tools, and other production equipment are available to employees around the clock. Any procurement needs must be addressed to Yina, who also takes part in high-level decisions regarding the number of units to be produced and exported. Shakita works as part of a team of nine members who concentrate on daily production; they also ensure that quality checks are done and inspect each other's work. Iris is the operations manager, who works for three hours in the production department and spends the rest of her time assisting management as an internal consultant on manufacturing issues. Her input is crucial in improving the production process. Yina is part of a(n) _________blank team. A. work B. action C. project D. parallel E. Management

E. Management

What does the type of team process training known as action learning do? A. let team members receive information regarding the roles of the other team members B. give team members actual experience carrying out the responsibilities of their teammates C. let team members observe how other members perform their roles D. allow team members to obtain information about technology, competitors, or the broader marketplace E. give the team the opportunity to work on an actual problem within the organization

E. give the team the opportunity to work on an actual problem within the organization

Schmidt Sporting Gear, a large athletics store, pays its employees a base salary, as well as up to a 12 percent bonus based on individual performance and up to a 5 percent bonus based on team performance. Schmidt uses a reward structure with A. parallel teams. B. management teams. C. punctuated equilibrium. D. sequential interdependence. E. hybrid outcome interdependence.

E. hybrid outcome interdependence.

A team was formed to coordinate the impending ISO accreditation process for a company over a period of six months. The team members are drawn from various departments. Which of the following types of teams does this most exemplify? A. parallel teams B. management teams C. work teams D. action teams E. project teams

E. project teams

primary appraisal

Evaluation of whether a demand is stressful and, if it is, the implications of the stressor in terms of personal goals and well-being.

Negative life events

Events such as a divorce or death of a family member that tend to be appraised as a hindrance.

Positive Life events

Events such as marriage or the birth of a child that tend to be appraised as a challenge.

Contingencies of reinforcement

Four specific consequences used by organizations to modify employee behavior.

Team building

Fun activities that facilitate team problem solving, trust, relationship building, and the clarification of role responsibilities.

communities of practice

Groups of employees who learn from one another through collaboration over an extended period of time.

Tacit knowledge

Knowledge that employees can learn only through experience.

Explicit knowledge

Knowledge that is easily communicated and available to everyone.

Mattias is looking for a part-time job. He has several acquaintances who have worked for Taco Trio, a regional restaurant chain. They tell Mattias that the company pays well, has a good company culture, and treats its employees with respect. Plus, its high-quality, affordable food, friendly atmosphere, and Friday-night specials make it popular with the public. Mattias thinks Taco Trio sounds like a good place to work and decides to fill out an application. What can you deduce based on Mattias's decision? A. Mattias trusts everything his friends say because they have never let him down. B. Mattias's trust in Taco Trio being a good place to work is disposition-based. C. Mattias's trust in Taco Trio being a good place to work is cognition-based. D. Mattias's trust in Taco Trio being a good place to work is based on emotion. E. Mattias's trust in Taco Trio being a good place to work is affect-based.

Mattias's trust in Taco Trio being a good place to work is cognition-based.

Daily Hassles

Minor day-to-day demands that interfere with work accomplishment.

Strains

Negative consequences of the stress response.

transfer of training

Occurs when employees retain and demonstrate the knowledge, skills, and behaviors required for their job after training ends.

Personal Development

Participation in activities outside of work that foster growth and learning.

Type A behvior pattern

People who tend to experience more stressors, appraise more demands as stressful, and be prone to experiencing more strains.

Behavioral coping

Physical activities used to deal with a stressful situation.

Moral principles

Prescriptive guides for making moral judgments.

motivational loss

Process loss due to team members' tendency to put forth less effort on team tasks than they could.

coordination loss

Process loss due to the time and energy it takes to coordinate work activities with other team members.

Fixed interval schedule

Reinforcement occurs at fixed time periods.

variable interval schedule

Reinforcement occurs at random periods of time.

Fixed ratio schedule

Reinforcement occurs following a fixed number of desired behaviors.

ability

Relatively stable capabilities of people for performing a particular range of related activities.

team states

Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.

Which of the following is defined as a psychological response to demands for which there is something at stake and for when coping with those demands taxes or exceeds a person's capacity or resources? A. stressors B. Type A behavior C. strains D. stress E. Type B behavior

Stress

Challenge stressors

Stressors that tend to be appraised as opportunities for growth and achievement.

Hindrance Stressors

Stressors that tend to be appraised as thwarting progress toward growth and achievement.

Additive tasks

Tasks for which the contributions from every member add up to determine team performance.

conjuncitve tasks

Tasks for which the team's performance depends on the abilities of the team's weakest link.

disjunctive tasks

Tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness.

team viability

Team commitment; the likelihood a team can work together effectively into the future.

transportable teamwork competencies

Team training that involves helping people develop general teamwork competencies that they can transport from one team context to another.

action processes

Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place.

transition processes

Teamwork processes, such as mission analysis and planning, that focus on preparation for future work in the team.

interpersonal processes

Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members.

taskwork processes

The activities of team members that relate directly to the accomplishment of team tasks.

information richness

The amount and depth of information that is transmitted in a message.

network structure

The amount and depth of information that is transmitted in a message.

Family time demands

The amount of time committed to fulfilling family responsibilities.

Role

The behavior a person is generally expected to display in a given context.

benevolence

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives.

Moral identity

The degree to which a person self-identifies as a moral person.

ability to focus

The degree to which employees can devote their attention to work.

Recovery

The degree to which energies used for coping with work demands are restored from a period of rest or relief from work.

Work Complexity

The degree to which job requirements tax or just exceed employee capabilities.

Moral attentiveness

The degree to which people chronically perceive and consider issues of morality during their experiences.

team diverstiy

The degree to which team members are different from one another.

goal interdependence

The degree to which team members have a shared goal and align their individual goals with that vision.

mental models

The degree to which team members have a shared understanding of important aspects of the team and its task.

Task interdependence

The degree to which team members interact with and rely on other team members for information, materials, and resources needed to accomplish work for the team.

staff validity

The degree to which team members make good recommendations to the team leader.

decision informity

The degree to which team members possess adequate information about their own task responsibilities.

outcome interdependence

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals.

communication

The process by which information and meaning is transferred from a sender to a receiver

Decision making

The process of generating and choosing from a set of alternatives to solve a problem.

reputation

The prominence of an organization's brand in the minds of the public and the perceived quality of its goods and services.

Stress

The psychological response to demands when there is something at stake for the individual, and where coping with these demands would tax or exceed the individual's capacity or resources.

Extinction

The removal of a positive outcome following an unwanted behavior

Storming

The second stage of team development, during which conflict occurs due to members' ongoing commitment to ideas they bring with them to the team.

Time Pressure

The sense that the amount of time allotted to do a job is not quite enough.

abusive supervision

The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact.

availability bias

The tendency for people to base their judgments on information that is easier to recall.

fundamental attribution error

The tendency for people to judge others' behaviors as being due to internal factors such as ability, motivation, or attitudes

selective perception

The tendency for people to see their environment only as it affects them and as it is consistent with their expectations.

Norming

The third stage of team development, during which members realize that they need to work together to accomplish team goals and consequently begin to cooperate.

schedules of reinforcement

The timing of when contingencies are applied or removed.

team process training

The use of team experiences that facilitates the team's ability to function and perform more effectively as an intact unit.

trust

The willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions.

social learning theory

Theory that argues that people in organizations learn by observing others.

Social exchange

Work relationships that are characterized by mutual investment, with employees willing to engage in "extra mile" sorts of behaviors because they trust that their efforts will eventually be rewarded.

Economic exchange

Work relationships that resemble a contractual agreement by which employees fulfill job duties in exchange for financial compensation.

trust propensity

a general expectation that the words, promises, and statements of individuals and groups can be relied upon

Ajani works as a sales assistant for an office furniture dealer. His daily job duties include data entry, sending invoices, and scheduling appointments for sales representatives. This suite of tasks, when they are not overly taxing or exceeding his capacity, are called A. benign job demands. B. primary appraisals. C. Type A activities. D. stressors. E. strains.

benign job demands.

A majority of all _________blank are attributable to stress-related causes. A. job layoffs B. doctor visits C. legal infractions D. health care costs E. work-related injuries

doctor visits

Hector works as an office assistant for a small, five-person software development startup. Because it is a relatively new company without extensive resources, Hectoris constantly having to deal with a lack of supplies and faulty office equipment. Whilet hese problems sometimes get him down, the co-owners of the fledgling company are his friends from college, and he looks forward to seeing them every day. In order to offset his frustration with the sometimes inadequate equipment, Hector instead celebrates the fact that he gets to work in a casual environment with friends. Hector's Approach is an example of A. emotion-focused cognitive coping. B. problem-focused cognitive coping. C. secondary appraising D. behavioral coping. E. strain mitigation

emotion-focused cognitive coping.

Benign Job demands

job demands that are not appraised as stressful

Kristen attempts to address time pressure by working harder and seeking assistance in devising a strategy for accomplishing the work more efficiently. In the example, Kristen uses A. virtual coping. B. cognitive-based coping. C. problem-focused coping. D. Type A coping mechanisms. E. organizational coping mechanisms

problem-focused coping

After a lengthy, stressful company restructuring, Julia, a project manager, took a six-week medical leave just to keep her sanity intact. This is an example of A. social support. B. recovery. C. role overload. D. personal development. E. behavioral coping

recovery

action learning

team process training in which a team has the opportunity to work on an actual problem within the organization.

moral intensity

the degree to which an issue has ethical urgency

Interpersonal justice is fostered when authorities adhere to which two particular rules? A.the propriety rule and the equity rule B.the respect rule and the accuracy rule C.the respect rule and the propriety rule D.the truthfulness rule and the respect rule E.the propriety rule and the consistency rule

the respect rule and the propriety rule