Chapter 14

1. Sue was assigned to do a team project as part of her college management course. However, she quickly learned that if she did not participate, the other team members would pick up her share. Sue is guilty of __________. a) social loafing b) malpractice c) team depression d) groupthink

a

2. An action taken by a team member that supports the emotional life of the group is called a(n) __________ activity. a) maintenance b) virtual c) task d) distributed

a

2. An unofficial group that emerges from spontaneous relationships among people with common interests is called a(n) __________. a) informal group b) virtual network c) unofficial team d) formal team

a

2. Good team managers, or leaders, can play all of the following roles EXCEPT: a) dictator. b) network facilitator. c) helpful participant. d) external coach.

a

2. In a __________ communication network, communication flows only between individual members and a hub or center point. a) centralized b) decentralized c) socialized d) virtual

a

2. Interest, friendship, and support groups are all __________. a) informal groups b) virtual networks c) unofficial teams d) formal groups

a

2. Teams that interface primarily through computer networks are called __________. a) virtual teams b) quality circles c) informal groups d) self-managed teams

a

2. The outputs of effective teams are task performance, member satisfaction, and __________. a) team viability b) team size c) conflict d) values

a

2. __________ is when any and all members contribute helpful task and maintenance activities to the team. a) Individual effort b) Distributed leadership c) Groupthink d. Storming

b

2. A group that is officially designated for a specific organizational purpose is called a(n) __________. a) informal group b) virtual network c) unofficial team d) formal team

d

2. A set of collaborative activities to gather and analyze data on a team and make changes to increase its effectiveness is called __________. a) virtual management b) team association c) leadership d) team building

d

2. __________ is a disagreement over issues of substance and/or an emotional antagonism. a) Avoidance b) Conflict c) Competition d) Opposition

b

2. The three output goals that an effective team should accomplish are task performance, member satisfaction, and __________ a)team viability. b)team responsibility. c)individual performance. d)team accountability

a

2. When a team is brought together for a specific purpose and disbands when the task is completed it is called a(n) __________. a) project team b) committee c) informal team d) support team

a

2. A group that is brought together from outside of their daily job assignments to work in a small team for a specific purpose on a continuing basis is called a(n) __________. a) project team b) committee c) informal group d) support group

b

2. All of the following are symptoms of groupthink EXCEPT: a) rationalizing unpleasant and disconfirming data. b) fearing competitors are stronger and smarter. c) self-censorship by members. d) illusions of unanimity.

b

2. In a __________ network, all members can communicate directly with each other. a) vertically integrated b) decentralized communication c) centralized d) closed

b

2. The creation of a whole that exceeds the sum of its parts is called: a) teamwork. b) synergy. c) a group. d) a formal team.

b

2. The process of people actively working together to accomplish common goals is called __________. a) delegation b) teamwork c) job sharing d) cross fertilization

b

2. The team development stage in which members begin to operate as a unit with shared rules of conduct is the __________ stage. a) storming b) norming c) performing d) forming

b

2. Which of the following is NOT a conflict management style? a) Accommodation b) Confrontation c) Collaboration d) Avoidance

b

2. Which of the following is not a stage in the team development process? a) Forming b) Storming c) Norming d) Taming

b

2. Which of these are groups of workers who meet on a regular basis with the goal of applying their expertise to continuous improvement? a) Cross-functional teams b) Employee involvement teams c) Virtual teams d) Informal groups

b

2. Which type of team achieves high levels of task performance, membership satisfaction, and future viability? a) Project team b) Effective team c) Diverse team d) Normal team

b

2. __________ conflict involves disagreements over goals, resources, rewards, policies, procedures, and job assignments. a) Emotional b) Substantive c) Physical d) Mental

b

1. A collection of people with complementary skills who regularly interact to pursue common goals is called a(n) __________. a) formal crowd b) informal group c) team d) temp committee

c

2. A __________ is a group of employees who meet periodically to discuss ways of improving work quality. a) cross functional team b) virtual team c) quality circle d) committee

c

2. A(n) ___________ activity is an action taken by a team member that directly contributes to the group's performance purpose. a) maintenance b) virtual c) task d) distributed

c

2. Advantages to virtual teams include all of the following EXCEPT: a)allowing people great distances away from each other to work in teams. b)cost and time efficiencies. c)it is harder to keep a record of team activities. d)it is easier to share lot of information.

c

2. At ABC International, Jason operates with members who come from different functional units of the organization to work on a specific task. This group/team is called which of these? a) Informal group b) Interest group c) Cross-functional team d) Vertically integrated team

c

2. Competition and compromise are forms of which type of conflict? a) Win-win b) Lose-lose c) Win-lose d) Equal

c

2. John has the tendency to avoid responsibility by free-riding in groups. This is called: a) laziness. b) redundancy. c) social loafing. d) work avoidance.

c

2. Organizations are networks of formal teams and ______________ a)social groups. b)informal teams. c)informal groups. d)project teams

c

2. Since positive performance norms are instrumental in achieving high performance, all of the following would support positive performance norms EXCEPT: a) members acting as positive role models. b) training new members in the desired behaviors. c) allowing the leader to make individual decisions to avoid conflict.

c

2. The degree to which members are attached to and motivated to remain part of a team is called __________. a) normality b) performance c) cohesiveness d) forming

c

2. The key outputs sought from effective teams include: a) communication, clear norms, and cohesion. b) goal clarity, diversity, and rewards. c) team performance, member satisfaction, and team viability. d) decisions, conflict resolution, and member interaction.

c

2. The process of choosing between alternatives is called __________. a) organizing b) groupthink c) decision making d) rationalizing

c

2. The team development stage in which total integration is achieved and members can handle complex tasks and any interpersonal conflicts is the: a) storming stage. b) adjourning stage. c) performing stage. d) norming stage.

c

2. When two or three individuals "railroad" a decision on a group, the method used was decision by: a) lack of response. b) authority rule. c) minority rule. d) majority rule.

c

2. Which of the following is the creation of a whole that is greater than the sum of its parts? a) Dysfunction b) Effort c) Synergy d) Work

c

2. _____________ teams are those whose members are quite dissimilar to one another. a) Homogeneous b) Informal c) Heterogeneous d) Project

c

2. A behavior, rule, or standard expected to be followed by the group is called a __________. a) law b) cohesive component c) decision d) norm

d

2. High performance teams typically have all of the following EXCEPT: a) clear and elevating goals. b) a result-oriented focus. c) standards of excellence in a collaborative team culture. d) little recognition for their accomplishments.

d

2. In __________, everyone withdraws and pretends that conflict doesn't really exist, hoping that it will simply go away. a) compromise b) competition c) accomodation d) avoidance

d

2. Team performance is affected by task and __________ roles. a) gatekeeping b) encouraging c) self-confessing d) maintenance

d

2. Teams that continually perform at very high levels are likely to do so because they __________. a) put in more time on the job b) have more members c) are paid more d) have synergy

d

2. Teams that have the authority to make decisions about how they share and complete their work are called __________. a) quality circles b) informal groups c) employee involvement teams d) self-managing teams

d

2. The conflict management style of __________ may be used when quick and decisive action is vital or when unpopular actions must be taken. a) accommodation b) competition c) collaboration d) avoidance

d

2. The major input categories required for effective teams are _______, nature of task, membership characteristics, and team size. a) resources b) technology c) structures d) organizational setting

d

2. The team effectiveness equation states that Effectiveness = __________ + (Process gains - Process Losses). a) Quality b) Process Effectiveness c) Process gains and losses d) Quality of inputs

d

2. The way team members work together to accomplish tasks is called __________. a) groupthink b) group diversity c) wellness d) team process

d

2. ________ teams include departments, teams, work units, and divisions. a) Informal b) Virtual c) Unofficial d) Formal

d

2. _______________ is the tendency for highly cohesive teams to lose their evaluative capabilities. a) Decision avoidance b) Communication drift c) Centralized communication d) Groupthink

d