Mgmt Chapter 14

works toward a one-time product, disbanding once their work is completed

A project and development team that is defined as the team that:

avoidance

A reaction to conflict that involves ignoring the problem either by doing nothing at all or by deemphasizing the disagreement is known as ____.

achievement of significant performance improvements

A real team differs from a working group in terms of the:

team

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 ____.

collaboration

A style of dealing with conflict emphasizing both cooperation and assertiveness in order to maximize both parties' satisfaction is known as ____.

competing

A style of dealing with conflict in which people focus strictly on their own wished and are unwilling to recognize the other person's concerns is known as ____.

accommodation

A style of dealing with conflict involving cooperation on behalf of the other part but not being assertive about one's own interests is referred to as ____.

informing

A team strategy that entails making decisions with the team and then telling outsiders of the team's intentions is known as:

parading

A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility is referred to as:

mediator

A third party who intervenes to help others manage their conflict is called a ____.

invoke superordinate goals

A useful strategy for encouraging collaboration when there is conflict in groups is to:

traditional work group

A(n) ____ differs from a self-managed team in that the former has no managerial responsibilities

self-managed teams

Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, and they make decisions previously made by frontline supervisors are referred to as ____.

lateral relationships are well-managed

Coordination throughout an organization improves when:

is a form of avoidance

Deemphasizing or smoothing over a disagreement:

how motivated members are to remain in the group

Group cohesiveness refers in part to:

norming

Group members agree on their shared goals and standards, and closer relationships develop in _____ process of group development.

performing

In the context of the processes of group development, the group members channel their energies into executing their tasks in ____.

advisory

Managers at a large bottling company are asked to contact the human resources department whenever they are considering discharging a troublesome employee. It is hoped that potential problems with the discharge might be avoided by speaking first with the HR staff. This type of relationship within an organization is referred to as _____ relationships.

is likely to be effective for teams that are less dependent on outside groups

Parading refers to a team's strategy that:

parallel team

Paulo just joined a team of people from different units in his organization. The team's primary task is to recommend to the top management valuable uses for the waste materials generated in the manufacturing processes. The team meets twice per week; otherwise, members work within the usual organizational structure. The temporary team that Paulo has joined is a ____.

stabilization

Prior to hiring a consultant to assist with a departmental reorganization, the department manager was required to get the project and its budget approved by two other departments: accounting and human resources. This type of requirement facilitates _____ relationships in the organization.

project and development

Scenario A. Jake works in an organization that uses teams extensively. In his new position as district manager, he will be responsible for managing several different teams: 1. He is now a member of the district manager team. This team is made up of district managers who coordinate the work of the district employees. As with all members of this team, he was included in this team when he got promoted to district manager. 2. He now supervises the salary survey team. This team is made up of employees from around the district who have been assigned to study the organization's current salary policies and recommend changes to make the organization more competitive for the best job candidates. 3. Several of Jake's employees have also been assigned to the service enhancement team, which has been formed to design new services for the organization to provide to customers. Each member of the team is selected for his or her technical expertise and knowledge. 4. Finally, the local managers in Jake's district have formed their own team, which meets each week via videoconference. They have decided to do this so that they would be able to discuss similar issues they experience in their jobs. They choose the videoconferencing method for their meetings since they are not able to meet regularly face to face From Scenario A, it can be inferred that the service enhancement team is an example of a ____ team.

management

Scenario A. Jake works in an organization that uses teams extensively. In his new position as district manager, he will be responsible for managing several different teams: 1. He is now a member of the district manager team. This team is made up of district managers who coordinate the work of the district employees. As with all members of this team, he was included in this team when he got promoted to district manager. 2. He now supervises the salary survey team. This team is made up of employees from around the district who have been assigned to study the organization's current salary policies and recommend changes to make the organization more competitive for the best job candidates. 3. Several of Jake's employees have also been assigned to the service enhancement team, which has been formed to design new services for the organization to provide to customers. Each member of the team is selected for his or her technical expertise and knowledge. 4. Finally, the local managers in Jake's district have formed their own team, which meets each week via videoconference. They have decided to do this so that they would be able to discuss similar issues they experience in their jobs. They choose the videoconferencing method for their meetings since they are not able to meet regularly face to face In scenario A, the district manager team is an example of a ____ team.

virtual

Scenario A. Jake works in an organization that uses teams extensively. In his new position as district manager, he will be responsible for managing several different teams: 1. He is now a member of the district manager team. This team is made up of district managers who coordinate the work of the district employees. As with all members of this team, he was included in this team when he got promoted to district manager. 2. He now supervises the salary survey team. This team is made up of employees from around the district who have been assigned to study the organization's current salary policies and recommend changes to make the organization more competitive for the best job candidates. 3. Several of Jake's employees have also been assigned to the service enhancement team, which has been formed to design new services for the organization to provide to customers. Each member of the team is selected for his or her technical expertise and knowledge. 4. Finally, the local managers in Jake's district have formed their own team, which meets each week via videoconference. They have decided to do this so that they would be able to discuss similar issues they experience in their jobs. They choose the videoconferencing method for their meetings since they are not able to meet regularly face to face The local managers' team that meets by videoconferencing is an example of a ____ team.

C. parallel team

Scenario A. Jake works in an organization that uses teams extensively. In his new position as district manager, he will be responsible for managing several different teams: 1. He is now a member of the district manager team. This team is made up of district managers who coordinate the work of the district employees. As with all members of this team, he was included in this team when he got promoted to district manager. 2. He now supervises the salary survey team. This team is made up of employees from around the district who have been assigned to study the organization's current salary policies and recommend changes to make the organization more competitive for the best job candidates. 3. Several of Jake's employees have also been assigned to the service enhancement team, which has been formed to design new services for the organization to provide to customers. Each member of the team is selected for his or her technical expertise and knowledge. 4. Finally, the local managers in Jake's district have formed their own team, which meets each week via videoconference. They have decided to do this so that they would be able to discuss similar issues they experience in their jobs. They choose the videoconferencing method for their meetings since they are not able to meet regularly face to face. Which of the following types of teams is exemplified by the salary survey team? A. work team B. project and development team C. parallel team D. management team E. virtual team

forming

Scenario B. Phil and few of his classmates decide to form a management club at their college. During this process the following occurs: 1. Initially, some of the interested classmates meet to decide what each wants to do in the club. They discuss various rules, and enthusiasm is high. 2. A few meetings later, things are quite different. Now individuals who put some of the original ideas on the table are fighting hard for their agendas, and tempers are flaring. Some individuals are also causing conflict in their efforts to gain leadership positions in the club; the president's job is particularly hotly contested. 3. After a few weeks of conflict, the members realize that if they don't come together, nothing will get done. The leadership roles have been decided now, and group members begin to relate better and develop a plan. 4. By the end of the first semester, the group is running smoothly. The projects are on track, members are executing their assigned tasks, and the group feels a sense of success. In Scenario B, which of the following stages of group development best describes the first meeting? A. declining B. storming C. forming D. performing E. norming

B. storming

Scenario B. Phil and few of his classmates decide to form a management club at their college. During this process the following occurs: 1. Initially, some of the interested classmates meet to decide what each wants to do in the club. They discuss various rules, and enthusiasm is high. 2. A few meetings later, things are quite different. Now individuals who put some of the original ideas on the table are fighting hard for their agendas, and tempers are flaring. Some individuals are also causing conflict in their efforts to gain leadership positions in the club; the president's job is particularly hotly contested. 3. After a few weeks of conflict, the members realize that if they don't come together, nothing will get done. The leadership roles have been decided now, and group members begin to relate better and develop a plan. 4. By the end of the first semester, the group is running smoothly. The projects are on track, members are executing their assigned tasks, and the group feels a sense of success. In which of the following stages of group formation is the club when its members are in conflict? A. declining B. storming C. forming D. performing E. norming

D. performing

Scenario B. Phil and few of his classmates decide to form a management club at their college. During this process the following occurs: 1. Initially, some of the interested classmates meet to decide what each wants to do in the club. They discuss various rules, and enthusiasm is high. 2. A few meetings later, things are quite different. Now individuals who put some of the original ideas on the table are fighting hard for their agendas, and tempers are flaring. Some individuals are also causing conflict in their efforts to gain leadership positions in the club; the president's job is particularly hotly contested. 3. After a few weeks of conflict, the members realize that if they don't come together, nothing will get done. The leadership roles have been decided now, and group members begin to relate better and develop a plan. 4. By the end of the first semester, the group is running smoothly. The projects are on track, members are executing their assigned tasks, and the group feels a sense of success. In which of the following stages of group formation is the club when members are executing their assigned tasks? A. declining B. storming C. forming D. performing E. norming

E. norming

Scenario B. Phil and few of his classmates decide to form a management club at their college. During this process the following occurs: 1. Initially, some of the interested classmates meet to decide what each wants to do in the club. They discuss various rules, and enthusiasm is high. 2. A few meetings later, things are quite different. Now individuals who put some of the original ideas on the table are fighting hard for their agendas, and tempers are flaring. Some individuals are also causing conflict in their efforts to gain leadership positions in the club; the president's job is particularly hotly contested. 3. After a few weeks of conflict, the members realize that if they don't come together, nothing will get done. The leadership roles have been decided now, and group members begin to relate better and develop a plan. 4. By the end of the first semester, the group is running smoothly. The projects are on track, members are executing their assigned tasks, and the group feels a sense of success. Which of the following stages of group formation is the club when members begin to relate and make plans? A. declining B. storming C. forming D. performing E. norming

C. social loafing

Scenario C. Mike, an employee at Minotaur Inc., is assigned a team project. He is concerned about this project because his incentive is dependent upon the team's performance. One of his team members, Dan, thinks his contributions aren't important and decides to let the others do the work. Two other team members, Tom and Paul, work hard as long as all are together, but don't work well on their own. Mike has to keep his team members motivated to improve their performance. Which of the following terms best describes Dan's behavior? A. storming B. serial position effect C. social loafing D. social facilitation effect E. reciprocal determinism

D. social facilitation effect

Scenario C. Mike, an employee at Minotaur Inc., is assigned a team project. He is concerned about this project because his incentive is dependent upon the team's performance. One of his team members, Dan, thinks his contributions aren't important and decides to let the others do the work. Two other team members, Tom and Paul, work hard as long as all are together, but don't work well on their own. Mike has to keep his team members motivated to improve their performance. Which of the following terms best describes the behaviors of Tom and Paul? A. cooptation B. virtuality C. social loafing D. social facilitation effect E. reciprocal determinism

D. compromise

Scenario D. Three coworkers are heatedly discussing what to get for the department lunch for the day. Eric wants to have Italian food, while Jared wants Mexican food. Brody says that he wants to eat something healthful, like food from a salad bar. Jared says it doesn't matter and walks away frustrated with the situation. Eric suggests to Brody that there is an Italian fast food restaurant that has salad on the menu, so they both could get some of what they want. Brody, concerned for Jared's feelings, says that they should get Mexican food. In scenario D, which of the following approaches to conflict does Eric use? A. avoidance B. collaboration C. accommodation D. compromise E. competition

C. accommodation

Scenario D. Three coworkers are heatedly discussing what to get for the department lunch for the day. Eric wants to have Italian food, while Jared wants Mexican food. Brody says that he wants to eat something healthful, like food from a salad bar. Jared says it doesn't matter and walks away frustrated with the situation. Eric suggests to Brody that there is an Italian fast food restaurant that has salad on the menu, so they both could get some of what they want. Brody, concerned for Jared's feelings, says that they should get Mexican food. Which of the following approaches to conflict does Brody use? A. avoidance B. collaboration C. accommodation D. assertiveness E. competition

A. avoidance

Scenario D. Three coworkers are heatedly discussing what to get for the department lunch for the day. Eric wants to have Italian food, while Jared wants Mexican food. Brody says that he wants to eat something healthful, like food from a salad bar. Jared says it doesn't matter and walks away frustrated with the situation. Eric suggests to Brody that there is an Italian fast food restaurant that has salad on the menu, so they both could get some of what they want. Brody, concerned for Jared's feelings, says that they should get Mexican food. Which of the following approaches to conflict does Jared use? A. avoidance B. collaboration C. accommodation D. compromise E. competition

team maintenance

Scenario E. Mark and Phil are members of a team at Purple Lotus Inc. Mark tries to keep the team moving toward accomplishing its goals, and he possesses the knowledge and skills required for carrying his team's assignments into effect. Phil provides support to the team members and often tries to comfort them, especially when they are hurt or in trouble. Mark, Phil, and the other team members believe that any new information should be shared among team members and that in turn will improve team performance. In scenario E, Phil's role in the team is an example of a ____ role.

norm

Scenario E. Mark and Phil are members of a team at Purple Lotus Inc. Mark tries to keep the team moving toward accomplishing its goals, and he possesses the knowledge and skills required for carrying his team's assignments into effect. Phil provides support to the team members and often tries to comfort them, especially when they are hurt or in trouble. Mark, Phil, and the other team members believe that any new information should be shared among team members and that in turn will improve team performance. The team's belief that sharing new information among team members will help improve the team's performance can best be described as a ____.

B. task specialist

Scenario E. Mark and Phil are members of a team at Purple Lotus Inc. Mark tries to keep the team moving toward accomplishing its goals, and he possesses the knowledge and skills required for carrying his team's assignments into effect. Phil provides support to the team members and often tries to comfort them, especially when they are hurt or in trouble. Mark, Phil, and the other team members believe that any new information should be shared among team members and that in turn will improve team performance. Which of the following best describes Mark's role in his team? A. team maintenance B. task specialist C. corporate entrepreneur D. boundary spanner E. negotiator

lack of empowerment

Several members of Ann's team feel frustrated. They had forwarded many viable concepts to management for work process improvements. A few were implemented, but most were not, and the team was not told why. Most members have quit trying to come up with innovative ideas. The team seems to have failed due to:

norms

Shared beliefs about how group members should think and behave are referred to as ____.

work

Teams that make or do things like manufacture, assemble, sell, or provide service are known as _____ teams.

parallel

Teams that operate separately form the regular work structure of a firm on a temporary basis are known as ____ teams.

project and development

Teams that work on long-term projects but disband once the work is completed are known as:

empowered

The benefits of teams are reduced when they are not ____

cohesiveness

The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another is referred to as ____.

highly cohesive group has high performance norms

The highest group performance occurs when a:

highly cohesive group with low performance norms

The worst group performance that ruins things for managements the most is likely to result from a:

C. a working 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 without achieving significant performance improvements? A. a division B. a working team C. a working group D. a virtual team E. a parallel team

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

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. Members decide for themselves the composition and tasks of the team. C. Compensation depends solely upon the team's profitability. D. Workers rely on management decisions. E. Workers have control over the design of the team.

B. the midpoint between the first meeting and a deadline

Which of the following is a critical period in a group's development because the group is particularly open to formative experiences? A. The second meeting B. The midpoint between the first meeting and a deadline C. The critique of individual performances D. The deadline E. The last meeting after a deadline

D. productivity gains

Which of the following is a way that teams can contribute to an organization? A. Elimination of conflict B. Relaxation of safety rules C. Flexible HR policies D. Productivity gains E. Modernism

E. traditional work groups

Which of the following is characterized by the absence of managerial responsibilities? A. Transactional teams B. Management teams C. Project teams D. Development work groups E. Traditional work groups

E. team members remaining committed to working together again

Which of the following is one of the three criteria that defines team effectiveness? A. Centralized decision making B. Performance appraisal and feedback C. Highly experienced team members D. Team members putting aside their personal needs E. Team members remaining committed to working together again

E. collaboration

Which of the following is the ideal approach to managing conflict when a creative solution is needed and commitment to the solution is vital to implementation? A. avoidance B. smoothing C. accommodation D. compromise E. collaboration

B. they comprise members coming from different units

Which of the following is true of parallel teams? A. They are responsible for making goods or doing services. B. They comprise members coming from different units. C. They operate as a part of the formal organizational structure. D. They work on long-term projects. E. They possess the authority to act.

A. They are responsible for making goods or providing services

Which of the following is true of work teams? A. They are responsible for making goods or providing services. B. They work to solve a particular problem that the company currently faces. C. They are not a clear part of the formal organizational structure. D. They operate separately from the regular work structure of the firm on a temporary basis. E. They comprise members from different units or jobs and are asked to do work that is not normally done.

D. social facilitation effect

Which of the following occurs in teams when individuals are concerned with what others think of them and they want to maintain a positive self-image? A. Social loafing B. Group cohesiveness C. Social conflict D. Social facilitation effect E. Cognitive dissonance

D. task specialist

Which of the following roles requires stronger job-related skills and abilities and keeps the team moving toward accomplishing its objectives? A. Team maintenance B. Boundary spanner C. Formal leadership D. Task specialist E. Technical expert

C. hold virtual reward ceremonies

Which of the following should be done by a team leader while leading a virtual team? A. Use the start of each virtual meeting to review the agenda and time commitment. B. Reduce conflict by not allowing virtual subteams to form. C. Hold virtual reward ceremonies. D. E-mail minutes only to those not able to attend via computer. E. Recognize group accomplishments rather than individual ones.

B. interpersonal

Which of the following skills are also important to teams apart from the technical or functional skills? A. Political B. Interpersonal C. Cultural D. Survival E. Counseling

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

Which of the following statements about group norms is true? A. They are defined by the board of an organization. B. They are usually negative and destructive to group cohesiveness. C. They are shared beliefs about how the group members should think and behave. D. They are attitudes that support accomplishing the tasks of an organization. E. They will hinder team performance unless they are put in writing.

D. Task specialists keep the mean moving toward achieving its objectives

Which of the following statements about roles within teams is true? A. Roles are shared beliefs of how various individuals should behave. B. The formal group leader is appointed as a task specialist. C. Team maintenance roles are filled by those with specific job-related skills. D. Task specialists keep the team moving toward achieving its objectives. E. Roles apply generally to all team members.

A. probing

Which of the following team strategies is best for teams that have a high degree of dependence on outsiders? A. Probing B. Accommodating C. Parading D. Compromising E. Informing

E. virtual teams

Which of the following types of teams faces challenges such as building trust, cohesion, and team identity, and overcoming team member isolation? A. Project and development teams B. Parallel teams C. Autonomous work teams D. Self-designed teams E. Virtual teams

E. self-designing teams

Which of the following types of teams has the most freedom in making decisions about the execution of tasks and about the team itself? A. Self-managing teams B. Parallel teams C. Traditional work groups D. High-performance work teams E. Self-designing teams

E. being a participative leader

Which of the following will help a manager create a work group that has high-performance norms and is cohesive? A. Recruiting members with varied attitudes, values, and backgrounds B. Presenting challenges from only within the team C. Trying to keep the team as large as possible D. Maintaining low entrance and socialization standards E. Being a participative leader

transnational teams

Work groups composed of members from across the globe whose activities span multiple countries are referred to as ____.

the social facilitation effect

Working harder when in a group than when working alone is known as ____

autonomous

____ work groups control decisions about and execution of a complete range of tasks and are fully responsible for an entire product or an entire part of a production process

roles

_____ are different sets of expectations for how different individuals should behave in an organization.

social loafing

_____ occurs in teams when individuals believe 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

management

_____ teams coordinate and provide directions to the subunits under their jurisdiction and integrate work among subunits.

autonomous work groups

groups that are similar to self-designing teams but without control over the design of the team or its tasks are known as:

storming

in the context of the processes of group development, hostilities and conflict arise, and people jockey for positions of power and status in ____

forming

in the context of the processes of group development, the group members attempt to lay the ground rules for the types of acceptable behavior in ____

commitment to a common purpose

the key element of effective teamwork is:

social loafing

working less hard and being less productive when in a group is known as: