Chap10: Teams

11. What is (are) the new role(s) of managers in teams? a. Supervisors and evaluators b. Top managers c. Team members d. Technical specialists e. Coaches and facilitators

e. Coaches and facilitators

30. The start-up phase of team implementation includes which of the following? a. Frustration and confusion about the new situation b. Extreme confidence and cohesion c. Intense team loyalty d. Teams think of themselves as a unit e. Informational or "awareness" training

e. Informational or "awareness" training

9. Which of the following is not an example of cost reductions arising from team environments? a. Reduced absenteeism b. Reduced scrap c. Lower turnover d. Fewer errors e. Lower commitment

e. Lower commitment

40. Susan is the senior manager at her company. Susan made the choice to go to teams because she went to a seminar on teams, but she'll be on a two-year foreign assignment when teams are actually implemented. Which of the following is likely to occur? a. The teams will be performing well by the time she returns. b. The teams will be more broad spread than normal. c. The teams will become self-managing more quickly than normal. d. A complete organizational culture revolution is likely to occur. e. The teams are likely to fail.

e. The teams are likely to fail.

13. The positive benefits of a team-based environment include all of the following except a. enhanced performance. b. employee benefits. c. organizational enhancements. d. reduced costs. e. all of the above

e. all of the above

19. The primary job of ____ is to create new designs that will satisfy customers. a. interdisciplinary teams b. quality circles c. problem-solving teams d. work teams e. product development teams

e. product development teams

29. The draft plan, which guides the continuing work of the design teams and the first work teams, includes all of the following except a. describes roles and responsibilities of all team members. b. recommends a process for selecting team members. c. explains what training the groups will need. d. identifies which work processes will be involved. e. recommend team incentives and bonuses.

e. recommend team incentives and bonuses.

6. The best reason to create teams in an organization is because a. they can increase productivity almost immediately. b. teams are always well received by employees. c. teams are increasing in popularity. d. the competition is also implementing teams. e. teams make sense for that organization.

e. teams make sense for that organization. e. teams make sense for that organization.

16. Susan works closely with four other employees to address different issues at a customer service desk. Susan is on a a. problem-solving team. b. virtual team. c. management team. d. product development team. e. work team.

e. work team.

5. ____ is a reward system commonly found in team environments. a. Skill-based pay b. Stock options c. Commission-based pay d. Annual profit sharing e. Seniority-based pay

a. Skill-based pay

10. Which of the following is not an example of an organizational enhancement arising from team environments? a. Taller organizational hierarchy b. Quicker reaction c. Increased innovation d. Higher creativity e. Improved flexibility

a. Taller organizational hierarchy

4. What is the difference between work groups and teams with regard to job categories? a. Teams have fewer and broader job categories than groups. b. Job categories for teams and groups depend on the reward system. c. Teams and groups have the same number of job categories. d. Groups have fewer and narrower job categories than teams. e. The authority structure in teams is much more hierarchical.

a. Teams have fewer and broader job categories than groups.

25. Selection of the first site for implementing teams is crucial because a. it sets the tone for the success of the total program. b. the first site should be the one with the lowest performance. c. it should be hidden from other workers. d. location is the most important consideration in establishing teams. e. it should be a site that spans the entire organization.

a. it sets the tone for the success of the total program.

1. Teams differ from groups in that teams a. place more emphasis on concerted action than groups do. b. are usually larger than groups. c. are usually temporary. d. place little emphasis on common objectives. e. pursue multiple goals.

a. place more emphasis on concerted action than groups do.

27. The most important phase of planning the implementation to teams is a. planning the transfer of authority from management to teams. b. drafting the preliminary plan for team rewards. c. clarifying the organization's team-based mission. d. making the decision to implement teams. e. preparing the design team.

a. planning the transfer of authority from management to teams.

17. William is a member of a small group of employees from different work areas. They meet once each week to discuss and recommend solutions to workplace problems. This group is probably a(n) a. problem-solving team b. interdisciplinary team c. work team d. management team e. quality circle

a. problem-solving team

15. John is on a team with other members of his department that provides advice about how to fix different organizational quality problems. This team is probably a a. quality circle. b. product development team. c. management team. d. skills team. e. work team.

a. quality circle.

36. The two essential issues that must not be overlooked when implementing teams are a. team performance and starting at the top. b. implementation and team performance. c. starting at the top and member loyalty. d. team performance and team motivation. e. team motivation and reward systems.

a. team performance and starting at the top.

14. The cost of teams includes which of the following factors? a. the difficulty of changing to a team-based organization. b. an increase in innovation and creativity. c. adverse impact on the bottom line. d. increased social loafing. e. decreased groupthink.

a. the difficulty of changing to a team-based organization.

20. A team that never actually meets together in the same room is called a a. virtual team. b. quality circle. c. cross-functional team. d. product development team. e. management team.

a. virtual team.

22. The first thing managers should do before deciding whether to change to a team-based organization is to a. conduct a feasibility study. b. establish the leadership for the change. c. determine whether competitors are using teams. d. prepare for implementation. e. develop a steering committee.

b. establish the leadership for the change.

26. The best initial site for implementing teams is one that a. is removed from the core operations of the business. b. includes workers who accept the idea of using teams. c. is chosen to reward a successful manager d. needs the most improvement. e. includes workers from only one job category.

b. includes workers who accept the idea of using teams.

2. A team is characterized by all of the following except a. complementary skills. b. profit motive. c. mutual accountability. d. small number of people. e. commitment to a common purpose.

b. profit motive.

31. In the ____ phase of team implementation, enthusiasm runs high and the anticipation of employees is quite positive. a. self-managing teams b. start-up c. leader-centered teams d. tightly formed teams e. reality and unrest

b. start-up

12. Which of the following statements best reflects the costs of teams to organizations? a. The increased bureaucracy b. The loss of creativity c. The difficulty of changing to a team-based organization d. Increased worker compensation claims e. Increased distance between employees and top management

c. The difficulty of changing to a team-based organization

23. The person leading the change to a team-based organization must a. not be swayed by the steering committee. b. be an external consultant, so as to avoid any organizational bias. c. have a strong belief that employees want to be responsible for their work. d. allow the teams to create their own unique visions. e. make a gut-level feasibility estimate.

c. have a strong belief that employees want to be responsible for their work.

38. The last stage of planning the implementation is to write the tentative plan for the initial work teams. The draft plan includes all of the following except a. the plan recommends a process for selecting people. b. it describes roles and responsibilities. c. it explains who will be responsible for overall performance d. it explains what training the groups will need e. it lays out a preliminary master schedule for the next two or three years.

c. it explains who will be responsible for overall performance

34. During the ____ phase of team implementation, teams usually long for a system that resembles the old manager-centered organizational structure. a. tightly formed teams b. start-up c. leader-centered teams d. self-managing teams e. reality and unrest

c. leader-centered teams

18. A team that is relatively permanent and coordinates other work teams is called a(n) ____. a. Interdisciplinary teams. b. work team. c. management team. d. problem-solving team. e. quality circles.

c. management team.

21. When work teams and problem-solving teams are combined, a(n) ____ is developed. a. non-contact team. b. infrastructure team. c. product development team. d. crisis team. e. quality improvement team.

c. product development team.

24. To assist in making the decision whether to change to a team-based organization, what a steering committee does includes all of the following except a. visit with successful teams. b. explore the organization's readiness for the team environment. c. strongly advocate the use of teams. d. gather and analyze data. e. visit potential team sites.

c. strongly advocate the use of teams.

33. During the ____ phase of team implementation teams become tightly formed to the point that their internal focus can become detrimental to other teams and to the organization as a whole. a. start-up b. reality and unrest c. tightly formed teams d. leader-center teams e. self-managing teams

c. tightly formed teams

39. Implementation of self-managing work teams is a long and difficult process, often taking ____ to ____ years. a. three; four b. one; two c. four; five d. two; five e. three; five

d. two; five

37. Shortly after implementation, team performance often ____ before returning to previous levels. a. fluctuates unpredictably b. ceases completely c. increases slightly d. Declines e. dramatically increases

d. Declines

8. Why do younger workers seem to benefit from team environments? a. Supervision in teams is increased. b. Workers receive higher wages in team environments. c. Individuals receive more recognition in team environments. d. Teams give them freedom to grow and manage themselves. e. Teams increase employees' respect for authority.

d. Teams give them freedom to grow and manage themselves.

7. Why does working in teams result in enhanced performance? a. Waste and errors are spread across multiple individuals. b. Managers lower their performance standards. c. Team members spend less time in direct contact with customers. d. Teams pool individual efforts in new ways and strive for continuous improvement. e. Taller hierarchies improve communication processes.

d. Teams pool individual efforts in new ways and strive for continuous improvement.

28. The ____ is simply an expression of purpose that summarizes the long-range benefits the company hopes to gain by moving to a team environment. a. strategic plan b. the transfer of authority plan c. the design team statement d. mission statement e. none of the above

d. mission statement

32. During the ____ phase of team implementation, managers should provide encouragement, monitor performance, and sometimes protect teams from those who want to see the team fail. a. self-managing teams b. tightly formed teams c. leader-centered teams d. reality and unrest e. start-up

d. reality and unrest

35. During the ____ phase of team implementation, managers have withdrawn from the daily operations and are counseling teams. a. tightly formed teams b. start-up c. leader-centered teams d. self-managing teams e. reality and unrest

d. self-managing teams

3. Having common performance goals affects teams by a. selecting the defining purpose of the team. b. lowering commitment to the team's purpose. c. increasing team-based compensation. d. setting the tone and direction of the team. e. making the team similar to other groups and teams.

d. setting the tone and direction of the team.