MGT 3013 Chapter 13 Practice

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed

A. Personality

In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition.

A. The group seems to be apathetic.

Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size

A. Trust

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

A. Unfair work distribution

Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

A. avoiding

Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.

A. devil's advocacy.

Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.

A. groupthink.

Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward.

A. have an awards ceremony.

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

A. maintenance

Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic

A. negative

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

A. norming

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

A. roles

______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

B. Collaborating

Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

B. Indecision

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

B. Less commitment

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

B. Programmed conflict

Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

B. To create a written document of behavioral guidelines for new employees.

________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness

B. Trust

Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals.

B. a personality clash.

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

B. accommodating.

Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology

B. administrative oversight

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

B. collaborating

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.

B. conflict.

A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group.

B. formal group.

When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.

B. groupthink.

In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

B. informal group.

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

B. norming

Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.

B. problem-solving team.

Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production

B. task

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership.

C. Use some form of team compensation.

To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions.

C. bring in outside experts for fresh perspectives.

In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen.

C. concentrate on solving problems.

Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels.

C. conflict is at a moderate level.

A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force.

C. cross-functional team.

Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

C. maintenance

Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating E. adjourning.

C. social loafing.

A _______ 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 accountable. A. cross-functional team B. group C. team D. panel E. formal group

C. team

Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.

C. their efforts are systematically integrated to achieve a collective objective.

During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?"

D. "Can we do the job properly?"

The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"

D. "What do the others expect me to do?"

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing

D. Able to take advantage of division of labor

Which of the following is most likely to be considered an action team? A. A group of scientists working on a new cancer drug. B. All workers on the night shift of a plastics manufacturing facility. C. An advisory council on teacher development for a school district. D. An airline cockpit crew. E. An information-technology improvement task force.

D. An airline cockpit crew.

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

D. Avoiding

Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming

D. Storming

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

D. To emphasize the group's important values.

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

D. Violence

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team.

D. action team.

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions.

D. allow members to hire their own coworkers.

Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

D. forcing

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.

D. groupthink.

In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly.

D. meet regularly, face to face.

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.

D. production team.

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.

D. status differences.

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

D. task

Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination

E. Better interaction and coordination

Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics.

E. Emphasizing members' common characteristics.

______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

E. Group cohesiveness

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

E. Inconsistent goals

______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method

E. The dialectic method

Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

E. accommodating

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility

E. credibility

Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.

E. formal group.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group.

E. group.

The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming

E. storming

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team.

E. virtual team.

The tendency of a group or team to stick together is known as cooperation

FALSE

Two types of team roles are task and stability

FALSE Two types of team roles are task and maintenance

Formal communication is the essence of a team, and what differentiates it from a group

FALSE "The essence of a team is common commitment," say Katzenbach and Smith. "Without it, groups perform as individuals; with it, they become a powerful unit of collective performance."

Research finds that the majority of workplace learning occurs in formal groups.

FALSE A 2-year study by the Center for Workplace Development found that 70% of workplace learning is informal.

Conflict is the dramatic and often violent clash of opposing forces that lacks a simple resolution that would be satisfactory to all parties

FALSE Conflict, an enduring feature of the workplace, is a process in which one party perceives that its interests are being opposed or negatively affected by another party. It includes subtle, non-violent forms like opposition, criticism, and arguments.

Members of smaller teams tend to be more highly committed and satisfied

TRUE

Managers of virtual workers should arrange for them to meet regularly

TRUE One suggestion for managing virtual workers is to meet regularly. Human contact still matters. If possible, launch the team with a face-to-face meeting. When possible, schedule periodic and regular meetings where all team members can discuss current projects and telecommuters can catch up on office gossip.

Quality circles are now known as continuous improvement teams

TRUE Self-managed teams have emerged out of what were called quality circles, now known as continuous improvement teams.

The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?"

A. "Why are we here?"

Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B. When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock.

A. Focus on what is accomplished, not hours or locations.

Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem.

A. Informal groups can advance the plans of formal groups.

At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

A. Project team

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers

A. Workers and supervisors

Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party.

A. helping the team identify group goals and values.

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning

A. storming

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment.

B. A type of advice team.

Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

B. Decreased stress

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.

B. allow people to socialize.

Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

C. Reforming

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.

C. group cohesiveness.

Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing.

C. implementing change.

Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing.

C. someone besides the leader challenges the group to resolve power struggles.

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

FALSE A group is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

A maintenance crew is an example of an action team

FALSE A maintenance crew is a production team, responsible for performing day-to-day operations.

A team created to broaden the information base for managerial decisions is known as a recommendation team

FALSE Advice teams are created to broaden the information base for managerial decisions. Examples are committees, review panels, advisory councils, employee involvement groups, and continuous improvement teams.

When job boundaries are ambiguous, employees are less possessive, and conflict is likely to be minimized

FALSE Ambiguous jurisdictions are problematic. When job boundaries or task responsibilities are unclear, that can often lead to conflict.

A positive outcome of groupthink is the development of more alternative ideas

FALSE Among the decision-making defects that can arise from groupthink is the reduction in alternative ideas. The principal casualty of groupthink is a shrinking universe of ideas. Decisions are made based on few alternatives. Once preferred alternatives are decided on, they are not reexamined, and, of course, rejected alternatives are not reexamined.

One important characteristic of teams is integration, the tendency of a group or team to stick together.

FALSE An important characteristic of teams is cohesiveness, the tendency of a group or team to stick together. This is the familiar sense of togetherness or "we-ness" you feel, for example, when you're a member of a volleyball team, a fraternity or a sorority, or a company's sales force.

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group

FALSE An informal group is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership.

While individuals prefer to have measurable goals as well as feedback about their performance, this is not required for teams since goals and feedback can be generated from within

FALSE As an individual, you no doubt prefer to have measurable goals and to have feedback about your performance. The same is true with teams. Teams are individuals organized for a collective purpose that needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing.

Avoiding it is never an appropriate response to conflict

FALSE Avoiding involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict. It is not appropriate for difficult or worsening problems.

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor

FALSE Being mutually accountable to other members of the team rather than to a supervisor makes members feel mutual trust and commitment—a key part in motivating members for team effort

When parties to a conflict have deeply rooted, opposing value systems, the most appropriate method to handle the conflict is collaboration

FALSE Collaborating strives to devise solutions that benefit both parties. Collaboration is appropriate for complex issues plagued by misunderstanding. It is inappropriate for resolving conflicts rooted in opposing value systems.

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.

FALSE Communication is important, but so is consideration. Team members should know what times are appropriate to call one another (think time zones here) and what days (considering cultural, family, or work schedules) are off-limits. Make sure everyone is reachable during normal business hours, as via phone, e-mail, fax, or chat.

Problem-solving teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems

FALSE Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

The dialectic method is the process of assigning someone to play the role of critic to voice possible objections to a proposal

FALSE Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.

Group cohesion arises during the forming stage of group development

FALSE Group cohesiveness, a "we" feeling binding group members together, is the principal by-product of stage 3, norming.

Conflict is naturally avoided when organizations are structured along functional lines

FALSE It's natural for people in functional organizations to be pursuing different objectives and to be rewarded accordingly, but this means that conflict is practically built into the system.

Many groups stall in the performing stage of group development

FALSE Many groups stall in stage 2 (storming) because power politics may erupt into open rebellion.

Over 20 years ago, Peter Drucker predicted that the future organization would be organized around teamwork, but that has yet to occur

FALSE More than 20 years ago, management philosopher Peter Drucker predicted that future organizations would not only be flatter and information-based but also organized around teamwork—and that has certainly come to pass.

About 25% of Fortune 1000 companies use some form of self-managed work teams

FALSE More than 75% of Fortune 1000 companies have created self-managed work teams.

One of the primary reasons norms are enforced is to leverage the group's power with management

FALSE Norms tend to be enforced by group or team members for four reasons: to help the group survive, to clarify role expectations, to help individuals avoid embarrassing situations, and to emphasize the group's important values and identity.

Organizations with too much conflict tend to be plagued by apathy and missed deadlines

FALSE Organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

Job modeling is a socially determined set of rules for how an individual should behave in an organization

FALSE Roles are socially determined expectations of how individuals should behave in a specific position.

While quality is usually improved by using teamwork in an organization, productivity typically suffers because teamwork is time consuming

FALSE Teamwork is now the cornerstone of progressive management for many reasons, as Table 13.1 shows. Benefits of teamwork include both improved quality and increased productivity.

Another name for functional conflict is productive conflict

FALSE The good kind of conflict is constructive conflict, which benefits the main purposes of the organization and serves its interests. There are some situations in which this kind of conflict—also called functional conflict or cooperative conflict—is considered advantageous.

The norming stage of team development is a lengthy and painful one

FALSE The norming stage generally does not last long. Here the leader should emphasize unity and help identify team goals and values.

Speed of resolution is the primary benefit of using the collaborating conflict-handling style

FALSE The strength of collaborating is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time-consuming. The advantage of forcing is speed: It can get results quickly.

Twenty-five new employees from across the Kendall Automotive Technologies organization are attending an orientation, receiving information about company policies, and filling out various forms. These employees comprise a team

FALSE These employees are a group-two or more freely interacting individuals who share collective norms, share collective goals (attending orientation), and have a common identity (employees from Martin Ranch).

Generally speaking, the optimal team size is considered to be 12 to 15 members

FALSE Whereas in some flat-organization structures groups may consist of 30 or more employees, teams seem to range in size from 2-16 people, with those of 5-12 generally being the most workable and 5-6 considered optimal.

Creating self-managed teams in the workplace has a very positive effect on job satisfaction and organizational commitment

FALSE Self-managed teams have been found to have a positive effect on productivity and attitudes of self-responsibility and control

A cross-functional team is staffed with specialists pursuing a common objective

TRUE

A leader should ease the transition of an adjourning group with rituals celebrating "the end" and "new beginnings."

TRUE

A maintenance role consists of behavior that fosters constructive relationships among team members

TRUE

A team is a small group of people with complementary skills who are committed to a common purpose and performance goals

TRUE

According to research, negative conflict can have positive effects on performance

TRUE

Allowing criticism of ideas helps prevent groupthink

TRUE

An example of a task role is an initiator, someone who suggests new goals or ideas

TRUE

Certain kinds of conflict can be beneficial for organizations

TRUE

Competition is a form of conflict

TRUE

Devil's advocacy is a method used to induce programmed conflict

TRUE

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks

TRUE

Groupthink is a cohesive group's blind unwillingness to consider alternatives

TRUE

In the storming stage of group development, the leader should encourage members to work through their conflicts about tasks and goals

TRUE

Informal groups can be highly productive, even more so than formal groups

TRUE

Larger teams are more likely than small ones to have formal and autocratic leadership

TRUE

Managers can stimulate cohesiveness in teams by encouraging people to have face-to-face exchanges at work

TRUE

Norms point up the boundaries between acceptable and unacceptable behavior among group or team members

TRUE

People tend to exert less effort when working in groups than when working alone, a tendency known as social loafing

TRUE

Performance in the workplace is maximized with a moderate level of conflict

TRUE

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power

TRUE

The process of getting oriented and getting acquainted with the group is known as the forming stage of team development

TRUE

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem

TRUE

When resources are scarce, conflict is more likely

TRUE

When creating self-managed teams, both technical and organizational redesign are necessary.

TRUE Self-managed teams may require special technology and structural redesign of the organization must take place because self-managed teams are an integral, not patched on, part of the organization.

Among the benefits of teamwork is the reduction of destructive internal competition

TRUE Teamwork is now the cornerstone of progressive management for many reasons, as Table 13.1 shows. Benefits of teamwork include the reduction of destructive internal competition.

In the workplace, informal groups can undercut the plans of formal groups

TRUE The formal organization may make efforts to work toward a goal, but these attempts may be sabotaged through the informal networks of workers who meet and gossip over lunch pails and after-work beers.

A work team may be self-managed, cross-functional, virtual, or even all of these at the same time

TRUE The various types of teams are not mutually exclusive