Chapter 11 Applied Leadership

________ is two or more interacting and interdependent individuals who come together to achieve particular objectives.

A group

________ is the degree to which members are attracted to each other and are motivated to stay in the group.

Cohesiveness

________ requires management to encourage employees to share ideas and to act on what the employees suggest.

Continuous improvement

________ become more readily evident when supervisors consistently reiterate formal departmental goals and make clear which behaviors are consistent with achieving those goals.

Dysfunctional behaviors

________ pass on information to others and tend to be central links in the informal communication chain.

Emergent leaders

________ are workgroups established by the organization and given designated work assignments and established tasks.

Formal groups

________ are groups which are natural formations that appear in the work environment in response to the need for social contact.

Informal groups

________ is one of the critical obstacles that can prevent teams from becoming high performing.

Lack of trust

________ is NOT a reason employees join groups.

Money

________ is one of the appealing aspects of groups because what often cannot be achieved individually becomes possible through group action.

Power

Teams are more flexible and responsive to changing events than other forms of permanent groupings. Of the following, which is NOT one of the advantages of using teams?

Quickly offshored

If performance-related norms are low and hindering your department's performance, you can consider doing a few things. Of the following, which is NOT among those things that you should consider?

Restrict paid time off until performance improves

Which norm explains why ambitious candidates to positions of greater authority in an organization willingly take work home at night, come in on weekends, and accept transfers to cities where they would otherwise not prefer to live?

The loyalty norm

Some workgroups are more cohesive. Of the following, which is NOT one of the typical reasons for more cohesiveness?

They have a long history of working in start-ups.

Workgroups typically provide their members with explicit cues. Of the following, which is NOT one of those typical explicit cues?

Whether to join a union or not

For many people, on-the-job interactions are their primary means of fulfilling their need for ________.

affiliation

By joining a group, individuals can reduce the insecurity of "standing alone," which helps them to feel stronger, have fewer self-doubts, and ________.

be more resistant to threats.

People with ________ and those with important but scarce knowledge about the organization or technical aspects of the group's work may be emergent leaders.

charismatic traits

High-performance teams have both a ________ and a belief that the goals embody a worthwhile or important result.

clear understanding of their goals

Work teams composed of individuals from various specialties and used by many organizations are ________.

cross-functional teams

For effective performance, a team requires all of types of skills including ________.

decision-making

The strongest case for ________ is when teams are engaged in problem-solving and decision-making tasks.

diversity

The most widespread norms in organizations are related to ________.

effort and performance

Leaders frequently emerge within workgroups, yet they have no formal authority in the organization. These are known as ________.

emergent leaders

Wise supervisors should identify the ________ within workgroups and build ties with them.

emergent leaders

Some of the areas where there are differences in supervising ________ teams include conformity, status, social loafing, cohesiveness, communication, and conflict.

global

Many formal workgroups are merely individuals who sporadically interact but who ________ that requires joint efforts.

have no collective commitment

Many organizations have restructured work processes around teams because supervisors are looking for the positive synergy that will ________.

help the organization improve its performance

Broader than any specific goals, ________ have a common and meaningful purpose that provides direction, momentum, and commitment for members.

high-performing teams

Golfers don't speak while their partners are putting on the green, and employees generally don't criticize their bosses in public. These are examples of ________.

norms

A ________ recognizes the need for higher performance and is really trying hard to achieve it, but its purpose and goals need greater clarity or the team may need better coordination.

potential team

Groups can be a vehicle for fulfillment for people with a high need for ________.

power

Teams from the same department or functional area involved in efforts to improve work activities or address specific issues are ________.

problem-solving teams

A ________ is not a team, because it doesn't focus on collective performance and members have no interest in shaping a common purpose.

pseudo team

A ________ is the ultimate goal and is a unit with a set of common characteristics that lead to consistently high performance.

real team

Management's emphasis has been on creating self-managed teams. This action is ________.

redefining the supervisor's managerial role

A formal group of employees operating without a manager, but with responsibility for a complete work process or segment is a ________.

self-managed work team

Studies have shown that when teams focus only on group-level performance targets, and ignore individual contributions and responsibilities, team members often engage in ________.

social loafing

Because teams ________ when the tasks being done require multiple skills, judgment, and experience, teams are becoming the prime vehicle around which work is being designed.

typically outperform individuals

The extensive use of teams creates the potential for an organization to generate greater outputs ________.

with no increase in inputs

A ________ is merely a group of individuals who interact primarily to share information and to make decisions to help each other perform within a given area of responsibility.

working group