MGT 320 ch 10

role ambiguity

"just what am I supposed to be doing?"

group

2 or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person. It incorporates the concept of reciprocal influence between leaders and followers.

In comparing teams and group members, which of the following is true? A. Team members can readily identify who is/is not on the team; identifying members of a group may be more difficult. B. Group members have common goals; teams may not have the same degree of consensus about goals. C. Task interdependence typically is greater with groups than with teams. D. Group members often have more differentiated and specialized roles than team members.

A. Team members can readily identify who is/is not on the team; identifying members of a group may be more difficult.

Which of the following statements concerning the Rocket Model of Team Effectiveness is accurate? A. When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals. B. When building a new team, the first thing a leader must do is select the right kind of people. C. When building a new team, the first thing a leader must do is build buy-in for the program. D. When building a new team, the first thing a leader must do is establish expected norms.

A. When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals.

Which of the following is an authority dynamic? A. team task B. Skills and abilities C. Values and attitudes D. Information systems

A. team task

Which of the following is false concerning delegating? A. Delegation is a simple way for leaders to free themselves of time-consuming chores. B. Delegating is less frequent in higher performing businesses. C. Delegation increased the number of tasks accomplished by the work group. D. Delegation gives followers developmental opportunities.

B. Delegating is less frequent in higher performing businesses.

All of the following are principles of effective delegation except A. deciding who to delegate to. B. assigning a procedure, not an objective. C. give credit for a job well done, but take the responsibility when things go wrong. D. All of the above.

B. assigning a procedure, not an objective.

Which of the following methods was not mentioned as a way to build buy-in for the Rocket Model of Team Effectiveness? A. Develop a compelling team vision or purpose. B. Involve team members in the goal, standard, and rule-setting process. C. Leaders exhibit a high level of consideration. D. The team leader has to have a high level of credibility.

C. Leaders exhibit a high level of consideration.

Which of the following statements is not accurate concerning feedback? A. Sometimes supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere. B. Leaders may give positive feedback infrequently if they believe good performance is expected and should not be recognized. C. Research has shown that subordinates believe their leaders give more feedback than their leaders think they do. D. None of these statements is accurate.

C. leaders beleive they give more feedback than their subordinates think they do

Which of the following is not one of the components of the Rocket Model of Team Effectiveness? A. Power B. Morale C. Vision D. Buy-in

C. vision

Which of the following is not an important reason to delegate? A. Delegation strengthens your organization. B. Followers are developed by delegation. C. Time is freed up for other activities by delegation. D. All of these are important reasons to delegate.

D. All of these are important reasons to delegate.

Which of the following aspects was not mentioned concerning norms for the Rocket Model of Team Effectiveness? A. If the team or team leader is not explicit about setting the rules that govern team behavior, they will simply evolve over time. B. The decisions the team makes, the way in which it makes decisions, how often and how long the team meets, should all be driven by the team's purpose and goals. C. There are many team norms. D. All of the above were mentioned concerning norms.

D. all of the above were mentioned concerning norms

Ollieism

a highly cohesive group with members who overstep their boundaries or even violate llaws to please the leader.

what are ways that leaders can improve their feedback skills?

be helpful, be descriptive, be specific, be direct, be timely, be flexible

A person could potentially have good ___________ skills and still have poor feedback skills.

communication listening assertiveness

What may be the most important single step in teamwork (Katzenbach & Smith)

dream

control systems

education systems

A subordinate can usually be able to tell whether they are doing a good job even without feedback. True False

false

After the team norms and buy-in issues have been addressed, leaders need to work with team members to sort out the mission and talent issues. True False

false

Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers. True False

false

Morale is at the top of the Rocket Model of Team Effectiveness. True False

false

Ollieism occurs when people in a highly cohesive group become more concerned with striving for unanimity than in objectively appraising different courses of action. True False

false

Research shows that followers are generally happier when their leaders frequently delegate tasks. True False

false

Specific goals do not work as well as general goals. True False

false

Task-oriented behavior is adequate for accomplishing long-term objectives. True False

false

Team building interventions will always help remove root causes of problems. True False

false

Teams can operate effectively under one fixed type of authority over time. True False

false

The distance between members of a virtual team is unidimensional. True False

false

The four process measures of effectiveness are good leverage points for fixing a problem. True False

false

The mere opportunity to communicate electronically is sufficient to ensure teamwork. True False

false

The power component of the Rocket Model is concerned with setting common directions for the team. True False

false

To maximize the impact of feedback, people should provide feedback to groups instead of specific individuals. True False

false

Unlike morale, results are a symptom of the other components of the Rocket Model. True False

false

Social contact is better satisfied by organizations than by groups. True False

false?

Subsystem nonoptimization

for a team to do well, the individuals composing the team must sometimes not maximize their individual effort.

According to Tuckerman, _______ is the first stage teams go through.

forming

Performing

functional, interdependent roles are characteristics of this stage of group development.

authority

groups must grapple with the issues of leadership climate and competence (Ginnett's model of team leadership)

Having specific goals is closely related to having ___________ goals.

observable

person-role conflict

occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products when this behavior is inconsistent with the salesperson's values and beliefs.

groupthink

one of the disadvantages of highly cohesive group is finding that, people in such groups often become more concerned with striving for unanimity than in objectively appraising different courses of action. Possible Solution is to use independent subgroups to make recommendations.

The first requirement for a team intervention to be success is that it involves___

raising awareness

intersender role conflict

receiving conflicting information from 2 or more people about their expectations for your work behavior.

intrasender role conflict

receiving inconsistent signals about expected behavior from the same person as in, "I need this report back in 5 mins and it better be perfect".

social facilitation

refers to any time people increase their level of work due to the presence of others.

group dynamics

refers to interactions among team members, including such aspects as how they communicate with others, express feelings toward each other and deal with conflict with each other.

Goals should be...

specific and observable attainable but challenging require commitment require feedback

Forming

stage of development of groups that is characterized by polite conversation, the athering of superficial information about fellow members and low trust.

norming

stage of development of groups where the clear emergence of a leader and the development of group norms and cohesiveness are the key indicators.

process loss

the inefficiencies created by more and more people working together

norms

the informal rules that groups adopt to regulate and regularize group members' behaviors.

social loafing

the phenonmenon of reduced effort by people when they are not individually accountable for their work

At the Organizational level, the TLM model suggests that we examine ___ that may be impacting the team.

the reward system

group roles

the set of expected behaviors associated with a particular job or position.

group cohesion

the sum of forces that attract members to a group, provide resistance to leaving it and motivate them to be active in it.

An outsider to a group often is able to learn more about norms than an insider. True False

true

Design is often the most frequently omitted step in teamwork. True False

true

Easy goals do not result in high levels of performance. True False

true

Followers will seek feedback from peers if their leader is not trustworthy. True False

true

Forging a partnership is the first step in informal coaching. True False

true

Giving constructive feedback involves sharing information with another about quality and impact of that person's behavior. True False

true

Greater cohesiveness does not always lead to higher performance. True False

true

Groups are characterized by mutual interaction and reciprocal influence. True False

true

It is the follower's choice whether to hear and whether to act on feedback. True False

true

Leaders often avoid delegation because the task is a desirable one. True False

true

Making the assignment clear and specific is among the principles of effective delegation. True False

true

Norms can be imported from the organization existing outside the team. True False

true

Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization. True False

true

Supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere. True False

true

The Rocket Model of Team Effectiveness tells leaders what steps to take, and when to take them when building new teams. True False

true

Using instruments such as the Campbell Interest and Skills Survey to select personnel may help a team's effort level from an individual perspective. True False

true

With role ambiguity, the problem is lack of clarity about just what the expectations are. True False

true

task structure

variable for a team to work effectively. "does the team have a meaningful piece of work, sufficient autonomy to perform it and access to knowledge of its results?"