13

112. In her meeting with her workgroup, Yolanda thanks each person who contributes an idea and finds something good to say about it. Yolanda is acting in the ________ role. A) encourager B) standard setter C) harmonizer D) compromiser E) collaborator

A

95. __________ is (are) a "we feeling" that binds group members together. A) Groupthink B) Group cohesiveness C) Norms D) Roles E) Loafing

B

118. Negative conflict is sometimes called __________ conflict: A) functional B) aggressive C) apathetic D) dysfunctional E) intermittent

D

125. Michelle, a manager, tells Alejandro, her subordinate, that the work must be done according to procedure. Michelle is using the ________ conflict-handling style. A) avoiding B) collaborating C) compromising D) forcing E) accommodating

D

81. An airline cockpit crew is an example of a(n) A) production team. B) project team. C) product team. D) action team. E) advice team.

D

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

E

80. A stakeholder group who provides reactions to new curriculum proposals by a university faculty is an example of a(n) A) production team. B) project team. C) product team. D) action team. E) advice team.

E

15. Quality circles are teams whose members are assigned and that are integrated within the organization's structure.

False

39. Two types of team roles are assignment and maintenance

False

55. When job boundaries are unclear, conflict is likely to lessen.

False

62. Devil's advocacy is when two people or groups play opposing roles in a debate in order to understand a proposal better.

False

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

False

1. One of the suggestions for working with virtual teams is to be aware of cultural differences.

True

10. Informal groups can advance or undercut the plans of formal groups.

True

11. Informal groups can be highly productive—even more so than formal groups.

True

12. A work team may be self-managed, cross-functional, or virtual, all at the same time.

True

13. Work teams can be of four types: advice, production, project, or action.

True

46. One of the traits of groupthink is the development of better ideas.

False

of Fortune 1000 companies have created self-managed work teams.

False

14. A cross-functional team is oriented toward common objectives.

True

52. Negative conflict can get results.

True

105. Which of the following is an advantage of larger groups? A) higher morale B) more autocratic leadership is acceptable C) can take advantage of division of labor D) greater boldness E) less social loafing

C

123. The conflict-handling style in which one person allows another to have his or her own way is called A) avoiding. B) collaborating. C) compromising. D) forcing. E) accommodating.

E

67. The CEO of __________ said "you lead today by building teams and placing others first." A) Bank of America B) Sony C) Wal-Mart D) Proctor and Gamble E) General Electric

E

32. Being mutually accountable to a supervisor makes members feel mutual commitment to the team.

False

56. When time pressure increases so does conflict.

True

25. Many groups stall in stage 3, performing, of group development.

False

54. Conflict is almost inevitable in organizations structured along functional lines.

True

100. 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

101. Which of the following is a force of change outside of an organization? A) demographic characteristics B) employee problems C) employee turnover D) a change in management E) managers' behavior

A

106. Which of the following is a disadvantage of larger groups? A) lower morale B) more division of labor C) more interaction D) fewer resources E) fewer cliques

A

108. A socially determined expectation of how an individual should behave in a specific position is called a A) role. B) norm. C) rule. D) job description. E) social fit

A

111. Jacques says during his meeting with the task force, "Let's hear from those who don't agree with this choice." Jacques is performing a _________ role. A) maintenance B) task C) initiator D) coordinator E) orientor

A

121. Which of the following is a source of conflict? A) inconsistent power and influence B) loose deadlines C) strict job boundaries D) too many resources E) consistent reward systems

A

126. Rosalita sees that Khalil, her co-worker, is late again. She is angry because this causes her to handle his phone calls. When Khalil finally arrives, Rosalita decides to wait until she cools off. Rosalita is using the _______ conflict-handling style. A) avoiding B) collaborating C) compromising D) forcing E) accommodating

A

131. Role-playing criticism to test whether a proposal is workable is called A) devil's advocacy. B) groupthink. C) dialectical inquiry. D) storming. E) nonprogrammed conflict.

A

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

A

75. Which of the following is true of informal groups? A) Informal groups support the plans of formal groups. B) Informal groups have formal leaders. C) Informal groups are primarily made to solve an organization problem. D) A temporary task force is an example of an informal group. E) Members of an informal group are assigned to it by the skills they possess.

A

79. A work team that is responsible for performing day-to-day operations is called a(n) A) production team. B) project team. C) product team. D) action team. E) advice team.

A

82. Which of the following is a characteristic of a quality circle? A) advice team B) assigned membership C) emerged from self-managed teams D) high empowerment E) part of each organizational group

A

84. Who are typical members of quality circles? A) workers and supervisors B) supervisors and managers C) managers only D) outside vendors only E) customers and vendors

A

90. 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) Who's in charge? E) Can we agree on roles and work as a team?

A

91. The stage of group development at which power politics are most likely to result in open rebellion is the __________ stage. A) storming B) norming C) performing D) forming E) adjourning

A

94. During the norming stage of group development, the leader should A) help the team identify group goals and values. B) encourage members to suggest ideas. C) help people get to know each other. D) empower the members. E) give a party.

A

98. During the adjourning stage, the leader should A) celebrate rituals. B) emphasize unity. C) help members work through conflicts. D) provide opportunities for people to get to know each other. E) allow members to work on tasks.

A

107. __________ is the tendency of people to exert less effort when working in groups than when working alone. A) Gadflying B) Social loafing C) Procrastinating D) Social ignorance E) Social gadflying

B

124. _________ strives to devise solutions that benefit both parties. A) Avoiding B) Collaborating C) Compromising D) Forcing E) Accommodating

B

127. ________ is appropriate for complex issues plagued by misunderstanding. A) Avoiding B) Collaborating C) Compromising D) Forcing E) Accommodating

B

130. __________ 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

66. Which of the following promises to be a cornerstone of future management? A) increased productivity over teamwork B) teamwork C) off-shoring D) cost control over quality E) outsourcing

B

71. 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) group B) team C) unit D) self-managing work team E) quality circle

B

77. Knowledgeable workers who meet as a temporary team to solve a specific problem and then disband are called a A) quality circle. B) problem-solving team. C) cross-functional team. D) virtual team. E) work team.

B

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

B

85. Self-managed teams are groups of workers who have been given __________ for their task domains. A) group incentives B) administrative oversight C) specific procedures D) workspaces that are separated from the rest of the organization E) no technology

B

92. During the __________ stage, close relationships develop and unity and harmony emerge. A) storming B) norming C) performing D) forming E) adjourning

B

93. Group cohesiveness is a by-product of the __________ stage. A) storming B) norming C) performing D) forming E) adjourning

B

103. Which of the following is an advantage of smaller groups? A) less interaction; more work accomplished B) more formal team leaders C) higher morale D) more innovation E) the best members do more work than others

C

110. Leila works during her meeting to pull together the ideas of her committee members into a coherent whole. Leila is performing a ___________ role. A) maintenance B) relationship-oriented C) task D) social E) harmonizing

C

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

C

116. The blind unwillingness of a cohesive group to consider alternatives is called A) paradigm paralysis B) social loafing C) groupthink D) dialectical inquiry E) devil's advocacy

C

117. To prevent groupthink, a manager should A) reinforce how good the group is. B) never admit errors to outsiders. C) bring outsiders into the group regularly. D) encourage everyone to "get with the team." E) express high confidence in the group's decisions.

C

69. Teamwork A) improves quality and decreases productivity. B) improves workplace cohesiveness and reduces speed. C) improves speed and decreases costs. D) increases costs and improves cohesiveness. E) increases internal competition and increases speed.

C

76. 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

83. Which of the following is a characteristic of a self-managed team? A) advice team B) voluntary membership C) team bonuses are used D) no empowerment E) outside the organizational structure

C

87. When using a self-managed team, a manager should A) create the team within the existing structure. B) create lucrative individual bonuses. C) allow members to hire their own co-workers. D) provide training for supervisors and team members. E) provide elaborate retreats for team discussions.

C

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

C

99. 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 challenges the group to resolve its political battles. D) the work gets done. E) the focus generally is on social loafing.

C

more product using the same amount of raw materials than comparable GE workforces elsewhere. This is an example of A) increased speed B) reduced costs C) increased productivity D) improved workplace cohesiveness E) improved quality

C

109. A __________ role consists of behavior that concentrates on getting the team's work done. A) maintenance B) social C) relationship-oriented D) task E) compromising

D

115. Which of the following is a way managers can enhance team cohesiveness? A) having a relatively large team B) assigning members randomly to teams C) giving every group member a vital "piece of the action" D) allowing off-the-job social events E) providing team members precise instructions for the task at hand

D

120. The relationship between the level of conflict and workgroup performance is A) the higher the conflict, the higher the performance. B) the higher the conflict, the lower the performance. C) conflict is unrelated to the level of performance. D) more conflict raises performance up to a point; then increased conflict lowers performance. E) less conflict raises performance up to a point; then increased conflict raises performance.

D

122. Sheila works closely with Wayne on many projects, and they are often in conflict. Sheila starts new projects by creating careful plans and beginning immediately. Wayne believes in being open-minded to new ideas, and works frantically at the last minute. Their team conflict most likely stems from A) time pressure. B) communication failure. C) ambiguous jurisdictions. D) personality clashes. E) inconsistent goals.

D

129. Which of the following conditions would suggest that constructive conflict should be stimulated? A) Managers want to achieve work objectives. B) The group adapts to change. C) Managers are in charge of self-managed teams. D) There is high employee turnover. E) There is a high level of energy and commitment.

D

65. 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

68. Men's Wearhouse fired a salesman who wasn't sharing walk-in customer traffic, and total clothing sales volume among all salespeople (who work on commission) increased significantly. Which of the following workplace improvements does this example best suggest? A) increased speed B) reduced costs C) improved quality D) reduced destructive internal competition E) decreased productivity

D

97. During the performing stage, 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

of their bonuses based on how well they worked with peers and in 3 years had record profits. The cause of the profit increase is most likely an example of A) increased speed. B) reduced costs. C) moderate productivity. D) improved workplace cohesiveness. E) improved quality.

D

102. Which of the following is a consideration in building a group into an effective team? A) norms B) groupthink C) performance goals and feedback D) size E) All of the above are considerations in building a group into an effective team.

E

104. Which of the following is a disadvantage of smaller groups? A) more formal team leaders B) work distribution given to all group members regardless of skill C) greater boldness D) more chances taken E) less knowledge

E

113. Which of the following is a reason to enforce norms? A) to clarify role expectations B) to help the group survive C) to emphasize the group's important values D) to help individuals avoid embarrassing situations E) to do all of the above

E

119. Workgroups with too much conflict are characterized by A) dissatisfaction. B) political infighting. C) lack of teamwork. D) turnover. E) all of the above.

E

128. Pat and Dale are both managers at ABC Company. Pat wants to decorate the office in light blue, and Dale wants to decorate in tan. This issue is important to Pat, but not to Dale. Dale should adopt a(n) ________ conflict-handling style. A) avoiding B) collaborating C) compromising D) forcing E) accommodating

E

64. Which of the following is the best way to manage virtual teams? A) When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. B) Because you don't have face-to-face contact, it is best to relay instructions via phone. C) Require each team member to keep their own personal record of the work that's been done as a team. D) Because someone on a global team is likely working around the clock, it's acceptable to call any team member at any time on a work issue. E) Meet in person regularly.

E

86. Administrative oversight given to self-managed teams can include A) planning. B) scheduling work. C) monitoring performance. D) staffing. E) all of the above.

E

89. The question that individuals ask during the storming stage of group development is A) How do I fit in? 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?

E

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

E

18. In quality circles, typically a group of 30-40 people will meet for 90-120 minutes once or twice a month, with management listening to presentations and the important payoff for members usually being the chance for meaningful participation and skills training.

False

2. The use of teamwork is having minimal impact on individuals and organizations in today's workplace.

False

20. When creating self-managed teams, both technical and organizational redesign are not a necessity.

False

28. Two types of changes are reactive and overactive.

False

30. Incentives are a consideration in building a group into an effective team.

False

36. People tend to exert less effort when working in groups than when working alone, and this tendency is called dysfunctional conflict.

False

37. A role is a socially determined set of rules for how an individual should behave in an organization.

False

38. A norm is a socially determined expectation of how an individual should behave in a specific position.

False

40. A maintenance role consists of behavior that concentrates on getting the team's tasks done.

False

44. One characteristic of team is stickiness, the tendency of a group or team to stick together.

False

53. A low level of conflict increases performance.

False

57. The conflict-handling style of accommodating is appropriate for complex or worsening problems.

False

60. The weakness of the "collaborating" conflict-handling technique is that it provides only a temporary fix and does not deal with the underlying problem.

False

61. Competition would NOT be considered a form of conflict.

False

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

False

7. Fifteen employees from the Springfield plant are meeting with Human Resources staff to learn about new benefits. This is an example of team commitment.

False

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

False

17. Quality circles consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

True

19. Self-managed teams are an outgrowth of a blend of behavioral science and management practice.

True

21. Forming is the process of getting oriented and getting acquainted with the group.

True

22. The "storming" stage of group development is characterized by the emergence of individual personalities and roles and conflicts within the group.

True

23. Group cohesion arises during the norming stage of group development.

True

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

True

26. Norming is a stage that generally does not last long.

True

27. A leader can help ease the transition of a group after adjourning by rituals celebrating "the end" and "new beginnings."

True

29. Both individuals and teams prefer to have measurable goals as well as feedback about their performance.

True

3. According to Peter Drucker, organizations of tomorrow will be flatter, information based, and centered around teamwork.

True

31. The purpose of a team needs to be defined in terms of specific, measurable goals.

True

33. The team size that is the most workable is 5 to 12 members.

True

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

True

35. Larger teams are more apt to tolerate autocratic leadership.

True

4. Effective teamwork can result in significant improvements in organizational productivity.

True

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

True

42. Norms are seldom discussed openly, and have a powerful influence on group and organizational behavior.

True

43. One of the reasons norms are enforced is to help the group survive.

True

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

True

47. Allowing criticism of ideas should help prevent groupthink.

True

48. Conflict is an enduring, normal part of the workplace.

True

49. Certain kinds of conflict can be beneficial for organizations.

True

5. A group typically is managed, while a team is self-directed.

True

50. Constructive conflict is also known as functional conflict or cooperative conflict.

True

51. Organizations with too little conflict tend to be plagued by indecision and missed deadlines.

True

58. Compromising is a conflict-handling style most appropriate when both parties to a conflict have equal power.

True

59. The conflict-handling style of "forcing" is also known as "dominating".

True

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

True