Management Ch 14

_________ are groups that control decisions about the execution of a complete range of tasks. A. Management B. Quality circle C. Self-designing D. Semi-autonomous E. Autonomous

E. Autonomous

Which of the following is indicative of team leadership? A. Reacting to change B. Getting input for decisions C. Managing one-on- one D. Coordinating group effort E. Foreseeing and influencing change

E. Foreseeing and influencing change

Ladybug Corporation, a women's clothing manufacturer believes strongly in creating teams that provide new and unique fashions every year to keep Ladybug ahead of its competitors. Teams at Ladybug Corporation can be best described as a force for A. productivity. B. quality. C. speed. D. change. E. innovation.

E. Innovation

Which of the following was identified in the text as a cause for failure of a group? A. Over-training B. Not being diplomatic C. Failure of employees to give up control D. Inadequate or inappropriate compensation E. Lack of empowerment

E. Lack of empowerment

Which of the following types of teams is the most autonomous? A. Self-managing teams B. Quality circles C. Semiautonomous work group D. High-performance work teams E. Self-designing teams

E. Self-designing teams

When teams are geographically dispersed, team members tend to experience more trust and less conflict.

False

Accommodation means cooperating on behalf of the other party but not being assertive about ones own interests.

True

Another name for a self-managed team is an autonomous work group.

True

As part of a team, the gatekeeper stays abreast of current information in scientific and other fields and informs the group of important developments.

True

Cohesiveness refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another.

True

Conflict can be constructive for the organization.

True

If teams must acquire permission for every innovative idea, they will revert to making safe, traditional decisions.

True

If the task is to make a decision or solve a problem, cohesiveness can lead to poor performance.

True

If used properly, teams can be powerfully effective as a building block for organizational structure.

True

In North America semiautonomous and autonomous teams are known to improve the organizations financial and overall performance.

True

A mediator is a third party intervening to help settle a conflict between other people.

True

Which of the following is indicative of supervisory leadership? A. Conflict is contained B. Individual performance is developed C. Differences among team members are advantageous D. Change is influenced E. Input for decisions is encouraged

A. Conflict is contained

According to research, what was most cited as a barrier to team success? A. Ineffective communication B. Lack of role clarity C. Lack of trust D. Keeping morale high E. Lack of goal setting

A. Ineffective communication

___________ teams coordinate and provide directions to the sub-units under their jurisdiction and integrate work among sub-units. A. Management B. Project C. Work D. Parallel E. Quality circle

A. Management

Which of these occurs when individuals believe that their contributions are not important, that others will do the work for them, that their lack of efforts will go undetected or that they will be the lone sucker who works hard while others don't? A. Social loafing B. Social integrating C. Social conflict D. Social facilitation effect E. Loss of self-esteem

A. Social loafing

A small number of people with complementary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable is referred to as a A. team. B. quality circle. C. work force. D. work group. E. virtual team.

A. Team

Which of the following describes a work team? A. The team is responsible for making goods or doing services. B. They work to solve a particular problem. C. They are not a clear part of the formal organizational structure. D. They work on long-term projects. E. Members come from different units or jobs and are asked to do work that is not normally done.

A. The team is responsible for making goods or doing services.

Teams that make or do things like manufacture, assemble, sell or provide service are known as A. work teams. B. project teams. C. parallel teams. D. management teams. E. transnational teams.

A. Work Teams

Which of the following describes a self-managed team? A. Workers are trained to do all or most of the jobs in the unit. B. Workers rely on management decisions. C. Workers have multiple immediate supervisors. D. Workers do not report to anyone. E. Workers' compensation depends upon their team's profitability.

A. Workers are trained to do all or most of the jobs in the unit.

A key element of effective teamwork is A. commitment to a common purpose. B. adequate compensation. C. strong interpersonal skills. D. homogeneity among workers. E. communication.

A. commitment to a common purpose.

Jamie Wu really enjoys his job. His team members work hard at producing quality products but don't lose sight of one another's personal needs. Jamie knows that his attention to maintaining the group's harmonious nature is appreciated and sought when necessary. Jamie seems to be a A. team maintenance specialist. B. work process specialist. C. team leader. D. task specialist. E. team builder.

A. team maintenance specialist.

Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor and make decisions previously made by first-line supervisors are referred to as A. traditional work groups. B. self-managing teams. C. autonomous work groups. D. self-designing teams. E. virtual teams.

B. self-managing teams

Work groups composed of multinational members whose activities span multiple countries are referred to as A. self-designing teams. B. transnational teams. C. quality circles. D. transformational teams. E. virtual teams.

B. transnational teams.

Teams at The Rock Insurance have cut down the considerable amount of time it takes for a new policy to be issued. The use of teams may have caused this improvement in A. cost reduction. B. quality. C. speed. D. change. E. innovation.

C. Speed

As groups develop, they go through which of the following stages? A. Growing B. Warming C. Storming D. Regulating E. Achieving

C. Storming

Which of the following statements about group norms is true? A. They are different sets of expectations of how various individuals should behave. B. They are usually negative and destructive. C. They are shared beliefs about how the group members should think and behave within the group. D. They are positive because they are developed toward accomplishing the tasks of the organization. E. Norms about knowledge sharing hinder team performance.

C. They are shared beliefs about how the group members should think and behave within the group.

Which of the following describes a collection of people who work in the same area or have been drawn together to undertake a task? A. Division B. Working team C. Working group D. Virtual team E. Parallel team

C. Working group

The text differentiates a "real team" from a working group by the A. observable interpersonal interactions. B. extraordinary efficiencies realized. C. achievement of significant performance improvements. D. agreement on a common goal to be achieved. E. organizational structure.

C. achievement of significant performance improvements.

Groups that deteriorate over time move into a stage known as A. deteriorating. B. adjourning. C. declining. D. maturing. E. disbanding.

C. declining.

The social facilitation effect occurs because once they get to know each other, team members want to spend time together.

False

The benefits of teams are reduced when they are not A. visible. B. completely independent from other groups and teams. C. empowered. D. held to strict standards. E. given general goals.

C. empowered.

In leading a virtual team, a team leader should do which of the following? A. Use the start of each virtual meeting to review the agenda and time commitment. B. Do not allow virtual subteams to form to reduce conflict on the team. C. Hold virtual reward ceremonies. D. Avoid recognizing individual accomplishments. E. Don't waste time posting minutes of the meeting since everyone was in attendance at his/her computer.

C. Hold virtual reward ceremonies.

Which of these are voluntary groups of people drawn from various production teams who make suggestions about quality, but have no authority to make decisions or execute? A. Management teams B. Traditional work teams C. Quality circles D. Semi-autonomous work groups E. Self-designing teams

C. Quality circles

Teams within an organization can be powerfully effective in which of the following areas? A. As a force for savings B. As a force for productivity C. As a force for cost D. As a force for strategy E. As a force for consolidation

B. As a force for productivity

Skills required for team members include which of the following? A. Practical expertise B. Interpersonal skills C. Observation skills D. Leadership skills E. Motivational skills

B. Interpersonal skills

A parallel team can be best described by which of the following? A. The team is responsible for making goods or doing services. B. It works to solve a particular problem. C. It operates as an essential component of the main work structure of the organization. D. It works on long-term projects. E. Members are relieved of their usual duties while on the team.

B. It works to solve a particular problem.

Teams that operate separately from the regular work structure and exist temporarily are known as A. management teams. B. parallel teams. C. self-designing teams. D. self-managed teams. E. transnational teams.

B. Parallel Teams

Which of the following was identified in the text as a critical period in a group's development? A. The second meeting B. The midpoint between the first meeting and a deadline C. The development of individual performances D. The deadline E. The last meeting before a deadline

B. The midpoint between the first meeting and a deadline

Group cohesiveness refers to A. how attractive the group is to management. B. how motivated members are to remain in the group. C. the degree to which management influences the group. D. the quality of the group's performance. E. how homogeneous group members are.

B. how motivated members are to remain in the group.

Jack McAdams' team feels frustrated. They had forwarded many viable ideas to management for work process improvements. They were allowed to implement some ideas, others they could not but the team was seldom told why not. Most members had quit trying to contribute to the team. The team seems to have failed due to A. a lack of interpersonal skills training. B. too much responsibility. C. management's retention of control and authority. D. communication barriers. E. a lack of motivation.

C. management's retention of control and authority.

Shared beliefs about how group members should think and behave are referred to as A. cultures. B. roles. C. norms. D. religions. E. cliques.

C. norms.

Working less hard and being less productive when in a group is known as A. social facilitation. B. laziness. C. social loafing. D. compromise. E. social idleness.

C. social loafing.

The election committee that you are chairing finally seems to be getting something done. For a while, you thought nothing would be accomplished; it seemed that committee members were more interested in whose ideas were addressed rather than the quality of the ideas. People have now started to "come together" and are establishing some patterns of interaction that seem productive. The members appear to have worked through the ___________ stage and entered the __________ stage of group development. A. forming, performing B. forming, norming C. storming, norming D. storming, warming E. storming, performing

C. storming, norming

Groups that have no managerial responsibilities are known as A. transnational teams. B. autonomous work groups. C. traditional work groups. D. quality circles. E. self-designing teams.

C. traditional work groups.

The leader of a group that evolves into a team engages in which of the following? A. Direct, explain, train B. Involve, get input, develop C. Manage one-on- one, contain conflict, react to change D. Build trust, facilitate, expand capabilities E. Coordinate group effort, resolve conflict, implement change

D. Build trust, facilitate, expand capabilities

Which of the following is included in the text as a potential contribution of teams? A. Quantity B. Tempo C. Friendships among members D. Productivity E. Modernism

D. Productivity

_______ work groups make decisions about carrying our major production activities, but still get outside support for quality control and maintenance. A. Management B. Quality circle C. Self-designing D. Semi-autonomous E. Autonomous

D. Semi-autonomous

Which of the following occurs because individuals usually are more motivated when others are present, they are concerned with what others think of them and they want to maintain a positive self-image? A. Social loafing B. Social integrating C. Social conflict D. Social facilitation effect E. Loss of self-esteem

D. Social facilitation effect

Which of the following statements about roles within groups is true? A. Roles are shared beliefs of how various individuals should behave. B. All members of the group perform all of the same roles. C. The formal group leader is appointed as a task specialist. D. Task specialists keep the group moving toward its objective. E. Team maintenance specialists strive to lead the group.

D. Task specialists keep the group moving toward its objective.

Which of the following describes a project and development team? A. The team is responsible for making goods or doing services. B. They work to solve a particular problem. C. They operate as an essential component of the main work structure of the organization. D. They work on long-term projects. E. They are relieved of their usual duties while on the team.

D. They work on long-term projects.

Teams that work on long-term projects but disband once the work is completed are known as A. parallel teams. B. management teams. C. traditional work groups. D. project and development teams. E. transnational teams.

D. project and development teams.

Groups that make decisions about managing and carrying out major production activities, but still get outside support for quality control and maintenance are referred to as A. autonomous work groups. B. self-designing teams. C. transnational teams. D. semiautonomous work groups. E. traditional work groups.

D. semiautonomous work groups.

Team effectiveness is defined by which of the following? A. Relationship coaching. B. Membership is high. C. Team members are highly trained. D. Team members realize satisfaction of their family needs. E. Team members are committed to working together again.

E. Team members are committed to working together again.

Discouraging risk taking, narrowly defined jobs and having the managers determine and plan the work, are all components of a(n) A. virtual environment. B. working team. C. working group. D. team environment. E. traditional environment.

E. Traditional Environment

_________ create difficult challenges: building trust, cohesion, and team identity and overcoming team member isolation. A. Traditional work groups B. Self-managed teams C. Autonomous work groups D. Self-designing teams E. Virtual teams

E. Virtual teams

Which of the following is indicative of a team environment? A. Training focuses on technical skills B. Information is carefully controlled C. Cross-training is recognized as inefficient D. Risk taking is discouraged E. Workers are expected to continuously improve methods

E. Workers are expected to continuously improve methods

Sebastian Stabilio just joined a team of people from throughout his organization whose primary task is to recommend valuable uses for the scrap generated in the manufacturing process. The team meets twice per week; otherwise members work within the usual organizational structure. The team, not permanent, which Sebastian has joined, would be considered a A. work team. B. working group. C. project group. D. project team. E. parallel team.

E. parallel team.

Groups that control decisions about and execution of a complete range of tasks are referred to as A. autonomous work groups. B. quality circles. C. self-designing teams. D. transnational teams. E. semiautonomous work groups.

E. semiautonomous work groups.

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

False

A team that communicates electronically more than face to face is called an electronic team.

False

A teams general purpose should not be reduced to specific, measurable performance goals.

False

All groups follow the developmental sequence outlined in the text.

False

As a team strategy, probing involves a focus on internal relations.

False

Competing emphasizes both cooperation and assertiveness.

False

During the forming stage, group members agree on their shared goals and norms which results in closer relationships.

False

Given the availability of human resources, only large companies use teams to produce goods and services.

False

Groups provide fewer contributions to organizations than can be justified by the costs of managing them.

False

Individual members feel most important in groups that are large.

False

One major advantage of self-managed teams is that they have no managerial responsibilities.

False

Project and development teams work on short-term projects.

False

Self-designing teams are groups of artists that are brought together to design new products.

False

Self-managed teams coordinate and provide direction to the sub-units under their jurisdiction and integrate work among sub-units.

False

Self-managed teams, compared to traditionally managed teams, have more productivity but experience higher costs.

False

Semiautonomous groups are also referred to as self-managing teams.

False

Superordinate goals are higher-level goals taking priority over specific individual or group goals.

False

Team cohesiveness contributes to member satisfaction, but not to team performance.

False

Team leadership, as contrasted with supervisory or participative leadership is demonstrated by the containment of conflict.

False

Team maintenance specialists are filled by individuals who have particular job- related skills and abilities.

False

Teamwork is best motivated by tying rewards to individual performance.

False

The differing sets of expectations for how various individual team members should behave are called norms.

False

The most effective strategy for teams to stay abreast of changes and information from outside of the group is the informing strategy.

False

Janice had a difficult day. Her team, which spanned three continents, just didn't seem to appreciate and thus leverage the diversity on the team. After chatting with her mentor about the problem, she decided to post a team expertise directory and skills matrix in the virtual workspace. This likely solved her problem.

True

Members of quality circles have no authority to make decisions or execute.

True

One reason for social loafing is that individuals believe that their contributions are not important.

True

Parading means the teams strategy is to simultaneously emphasize internal team building and achieve external visibility.

True

Parallel teams operate separately from the regular work structure of the firm on a temporary basis.

True

Some customers for the teams products may be inside the organization.

True

Team effectiveness can be defined by productive output, satisfaction and commitment.

True

Teams can satisfy important personal needs for their members, such as affiliation and esteem.

True

Teams do not function in a vacuum; they are interdependent with other teams.

True

The compromise strategy for conflict resolution moderately emphasizes both cooperation and assertiveness.

True

The most likely barrier to success for a team is ineffective communication.

True

Transnational teams tend to be virtual teams.

True

Used appropriately, teams can be powerfully effective as a force for innovation, speed and cost control.

True

Work teams, when they exist, are typically a part of the formal organization structure.

True