Organizational Behavior (OB) | Chapter 7 - Teams in Organizations (Multiple Choice Questions)

The FIRO-B theory deals with ____________ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity

(a) membership compatibilities

The best size for a problem-solving team is usually ____________ members. (a) no more than 3 or 4 (b) 5 to 7 (c) 8 to 10 (d) around 12 to 13

(b) 5 to 7

Self-managing teams ____________. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs

(b) largely eliminate the need for a traditional supervisor

It is during the ____________ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration

(b) norming

The Ringlemann effect describes ____________. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs

(b) social loafing

Task characteristics, reward systems, and team size are all ____________ that can make a difference in group effectiveness. (a) group processes (b) group dynamics (c) group inputs (d) human resource maintenance factors

(c) group inputs

Members of a team tend to become more motivated and better able to deal with conflict during the ____________ stage of team development. (a) forming (b) norming (c) performing (d) adjourning

(c) performing

The team effectiveness equation states: team effectiveness ____________ (process gains process losses). (a) nature of setting (b) nature of task (c) quality of inputs (d) available rewards.

(c) quality of inputs

When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ____________. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma

(c) status incongruence

Members of a multinational task force in a large international business should probably be aware that ____________ might initially slow the progress of the team in meeting its task objectives. (a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics

(c) the diversity-consensus dilemma

Which statement about self-managing teams is correct? (a) They can improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They should operate without any team leaders. (d) They should let members plan their own work schedules.

(d) They should let members plan their own work schedules.

When a team member engages in social loafing, one of the recommended strategies for dealing with this situation is to ____________. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability

(d) better define member roles to improve individual accountability

When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ____________. (a) relationships (b) goals (c) processes (d) control

(d) control

When a team of people is able to achieve more than what its members could by working individually, this is called ____________. (a) distributed leadership (b) consensus (c) team viability (d) synergy

(d) synergy

An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____________. (a) coordination (b) harmony (c) creativity (d) team viability

(d) team viability