OB Ch9 (Quiz 6)

A ___________ is a collection of individuals who interact with each other such that one person's actions have an impact on the others.

group

Collective efficacy is a. a tendency of individuals to put in less effort when working in a group context. b. a group's perception of its ability to perform well. c. a group pressure phenomenon that increases the risk of the group making flawed decisions. d. the degree of camaraderie within the group.

B

Virtual teams represent special management challenges because of issues related to trust and communication.

True

When team members are found to be poor performers due to a lack of ability, the team is likely to try and train the individual.

True

People in high power distance countries expect unequal power distribution and greater stratification in economic, social, and political settings.

True

__________ teams are those where members are not located in the same physical place.

Virtual

Process loss is any aspect of group interaction that inhibits group functioning.

True

All of the following are barriers to effective teams EXCEPT a. overly helpful team members. b. challenges of knowing where to begin. c. poorly managed team conflict. d. poor performance of team members.

A

Boundary spanning roles include coordinator and a. consul. b. cooperator. c. contributor. d. critic.

A

Self managed teams typically have all the following goals EXCEPT a. increased profitability. b. improved quality. c. cost reduction. d. meeting deadlines.

A

The calibrator role a. keeps the team on track by suggesting any needed changes to the team's process. b. supports those with expertise toward the team's goals. c. uses good listening skills and humor to defuse tense situations. d. helps transform ideas into action.

A

To make a team contract meaningful, include all the following sections EXCEPT a. team compensation. b. team decision making. c. team performance. d. team values.

A

A group where there is a great deal of camaraderie is a group experiencing a. group action. b. cohesion. c. social loafing. d. collective efficacy.

B

An organizational behavior class has students working in teams. The teams have a final paper due. Maria's group has divided the paper up into sections making each group member responsible for one section. Maria is responsible for integrating all those sections. The group is organizing these tasks by using a. sequential interdependence. b. pooled interdependence. c. reciprocal interdependence. d. outcome interdependence.

B

Mike listens carefully to the exchanges between team members during meetings and is particularly adept at using humor to lighten any tense situations that arise between team members because of those exchanges. Mike plays the a. completer role. b. communicator role. c. cooperator role. d. calibrator role.

B

Norms are a. agreements on established ground rules, goals and roles. b. shared expectations about how things operate within a group or team. c. formal approaches to decision making in the group or team. d. measures of camaraderie in the group or team.

B

Which of the following items is not a key aspect to ensuring the success of a meeting during the course of that meeting? a. Start the meeting on time. b. Don't worry about group dynamics. c. Manage the group dynamic for full participation. d. Summarize the meeting with action items.

B

Which of the following leadership styles best serves a successful group as it has evolved to its final stages? a. director b. coordinator c. coach d. delegator

B

Because the ________ role involves gathering information from the larger organization and informing those within the organization about team goals, activities and success, it is often filled by the team manager. a. coordinator b. completer c. consul d. contractor

C

Collectivist societies a. value individual achievement over interpersonal relationships. b. have employees who adapt readily to working in different teams. c. have employees who evaluate their group members higher than their counterparts in individualistic societies do. d. value loyalty much less than individualistic societies do.

C

Research on team size suggests a. groups larger than 20 members are highly effective. b. teams with fewer members are less effective at working through differences. c. larger groups are generally required for very complex tasks. d. there is little relationship between team size and performance.

C

What was the final stage that Tuckman added to his enhanced group development model? a. forming b. norming c. adjourning d. storming

C

____________ groups have a collective identity, share a sense of purpose, work together on meaningful tasks, and establish a structured pattern of communication.

Cohesive

___________, ______________, and _______________ are three task roles in the Team Role Typology.

Contractor, creator, contributor, completer, critic

A self-directed team a. manages itself but still has a team leader and has the potential for low, medium or high autonomy. b. has a leader who resides outside the team and has the potential for low, medium or high autonomy. c. has a leader that resides outside the team and has the potential for low autonomy. d. makes all decisions internally about leadership and how the work is done and has the potential for high autonomy.

D

All of the following are examples of temporary teams EXCEPT a. cross-functional team b. product development team c. task force d. self-managed team

D

Empowerment means a. having the responsibility to reach goals. b. having the authority to reach goals. c. having the ability to make decisions. d. having the responsibility and authority to reach goals.

D

Self-managed teams a. increase the hierarchy in an organization. b. operate under goals provided by top level management and passed down through the chain of command. c. have an appointed leader, but can select individual team members. d. can be found at all levels in an organization.

D

If a variety of knowledge, skills, and abilities is needed, if feedback from different organizational groups is needed, if tasks are largely independent, and if wide cooperation is needed to achieve mutual goals, then a team is needed.

False

Research suggests that sometimes replacing a hierarchy with self-managing teams decreases control over individual workers.

False

__________ is a group pressure phenomenon that increases the risk of the group's making flawed decisions by allowing reductions in mental efficiency, reality testing and moral judgment.

Groupthink

_______________________ teams make all decisions internally about leadership and how work is done and have the potential for high autonomy.

Self-directed

_______ ___________ include agreements on established ground rules, goals and roles.

Team contracts

The _________ stage was added to Tuckman's original model and can feature participant emotions ranging from victory to grief to insecurity.

adjourning

The social role of ________________ serves to keep the team on track with regard to needed changes in team process.

calibrator

A group's perception of its ability to successfully perform well is _________ _______.

collective efficacy

Group members establish ground rules and define operating procedures during the ___________ phase of Tuckman's model.

norming

Team tasks include __________ tasks, ________ __________ tasks and _____________ tasks.

production, idea generation, problem-solving

The _______ ____________ model is a cyclical theory that suggests that change in groups occurs in radical spurts rather than incrementally over time.

punctuated equilibrium

Empowered teams have the ___________ as well as the __________ to achieve their goals.

responsibility, authority

Many groups get stuck in the _____________ phase.

storming

Tuckman's four-stage model of group development features the forming- ___________-_____________ and performing stages.

storming, norming

Empowered teams have the responsibility and authority to achieve their goals.

True

Groups with high group cohesion and high task commitment generally have high performance.

True

Norms are shared expectations about how things operate within a group or team.

True

What is the second stage in Tuckman's four-stage map of group evolution? a. norming b. storming c. forming d. performing

B

Which of the following statements regarding team size and diversity is correct? a. The more diverse the team, the more likely the team is to engage in groupthink. b. The rule of thumb for team size is between 10 and 20 members. c. Teams that believe in the value of diversity perform better than those which do not. d. Teams whose members have complementary skills are less successful than those with specialized skills.

C

A task force is a temporary team charged with addressing a specific problem or issue until it is resolved.

True

An effective way of dealing with overbearing behavior is to evaluate the balance of participation by team members.

True

The Ringelmann effect, or ________ ________ is the tendency of individuals to put in less effort when working in a group context.

social loafing

All of the following are key properties of a team EXCEPT a. compensation based on shared outcomes. b. collaborative action. c. clear simple goals. d. sacrifice for the common good.

C

Task roles include contractor, creator, and a. cooperator b. consul. c. coordinator. d. completer.

D

Generally speaking, the more cohesive a group is, the less productive it is because the preservation of individual feelings supersedes any task oriented role.

False

Groupthink is the tendency for individuals to put forth less effort when working in a group context.

False

Idea generation tasks include coming up with plans for actions and making decisions.

False

A firm's top management team often represents a variety of functional areas.

True

As a rule of thumb, a good size for a team is between two and twenty members.

True

The norming stage of group development involves the establishment of ground rules for the group and an increased commitment to other members and the group goal.

True

An effective team can be ensured when decisions are made on all of the following items but a. team composition. b. team diversity c. team size. d. All of the above.

B

Tuckman's Group Development Stage Model sequences group evolution in the following order: forming to norming to storming to performing.

False

A group is a. a collection of individuals who interact with each other such that one person's actions have an impact on the others. b. made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. c. made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. d. a cohesive coalition of people working together to achieve happiness.

A

All of the following statements are correct about top management teams EXCEPT a. Top teams are most effective when there is limited diversity in their composition. b. Top management teams generally function without formal rules for team design or structure. c. Top management teams are important for their symbolic roles. d. Top management teams make decisions on new products, markets and expansions and divestitures.

A

All of the following statements characterize a group at the storming stage EXCEPT a. the group is competent, autonomous, and insightful. b. the group's members are forming cliques c. the group members are argumentative. d. group discussions may be heated.

A

Symptoms of too much cohesion include a. failures are blamed on external factors. b. internal pressures to question the status quo. c. greater questioning of external constraints. d. tolerance for deviants.

A

__________ _____________ is where team members work independently on items and then combine their efforts for a final product while _________ ___________ is where team members work on each task simultaneously.

Pooled interdependence, reciprocal interdependence

Because the storming stage is a very chaotic one, many groups get stuck in that phase of group development.

True

Pooled interdependence is when team members work independently and combine their efforts to create the team's output.

True

Reciprocal interdependence exists when team members work on tasks simultaneously.

True

Research evidence exists to demonstrate that teams can reduce labor costs, increase product quality, and raise revenues.

True

Social roles in a group or team include cooperator, communicator, and calibrator.

True

Succession planning is the identification of future members of a top management team.

True

The difference between a self-managed and self-directed team is that the leader in the self-managed team has less decision-making responsibility.

True

The forming stage of group development involves member examination of such questions as "What will my role be?" and "Will I be accepted?

True

The meaning of teamwork differs across cultures.

True

The more diverse a team is with regard to expertise, gender, age, and background, the more likely the team is to avoid groupthink.

True

The more similar group members are with regard to age, gender, education, and skill set, the more cohesive the group will be.

True

The performing stage of group development involves attention to work content and process.

True

The punctuated equilibrium model suggests that groups remain static for long periods of time experiencing only incremental change and radical, revolutionary change occurs in brief, punctuated bursts that provide opportunity for innovation.

True

The Team Role Typology suggests that ___________ and ____________ are boundary spanning roles.

consul, coordinator

The task role of ____________ is includes "devil's advocate" behavior.

critic

Two or more individuals who are associated with one another in ways not prescribed by the formal organization are a(n) _____________ _____________.

informal group

Shared expectations of how things operate with a group or team are _________.

norms

In the _________ stage, group members can be defensive, competitive or jealous.

storming

A _________ ____________ is a temporary team that is created to address a specific problem or issue until it is resolved.

task force

A ________ is a cohesive coalition of people working together to achieve mutual goals.

team

Tuckman's forming stage is characterized by a. uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once. b. competent group members who work interdependently as part of a greater entity. c. chaos with group members exploring power and influence roles. d. high energy with group members committed to each other and the overall goal.

A

Which of the following is NOT a recommended step to take to avoid getting stuck in the storming phase of Tuckman's group development? a. Make sure to limit discussions and discussants. It is not productive to re-hash all the same points over and over. b. Do not rush the group's development. It takes time to get things right. c. Normalize conflict. Conflict is normal and can be cathartic. d. Support all group members. Do not allow anyone to feel insecure as he or she operates in the group.

A

To successfully facilitate a group, a leader needs to move through a series of leadership styles over time. Which of the following styles is the FIRST a successful group leader should exhibit? a. delegator b. director c. coordinator d. coach

B

Michael is part of an organizational behavior project group. The group decided on the overall theme of its project and individual members are now completing specific sections of the project. Michael has been e-mailing Rachel almost every day asking her opinion on various parts of his section. The group tends to sit together in class and they have even decided to go out for coffee after class next Tuesday. What phase of group development is Michael's group in? a. storming b. adjourning c. forming d. performing

D

Michael's group is very cohesive and very committed to the task at hand. What is their likely performance level? a. low performance b. high performance if they do not value performance c. average performance d. high performance if they value performance

D

NASA endured the Challenger disaster when group members conformed with top managers' decisions that launching the space shuttle in freezing temperatures was better than missing the launch window. This is an example of what group process? a. social loafing b. cohesion c. collective efficacy d. groupthink

D

Task interdependence a. exists when team members work independently and simply combine their efforts to create a team's outputs. b. refers to one individual's output becoming another's input. c. involves team members working on each task simultaneously. d. refers to the degree that team members are dependent upon one another to get information, support or materials from other team members to be effective.

D

Task roles in a group include consul, cooperator, and completer.

False

The punctuated equilibrium model proposed by Connie Gersick is a linear model.

False

How does a team differ from a group? a. A team is focused on joint goals; a group often has a collection of individual goals. b. A team involves the simple sum of independent actions of individuals; a group involves the integrated, collaborative actions of the collective of people. c. A team has personal agendas; a group has a shared vision. d. A team has compensation based upon individual outcomes; a group has compensation based upon shared outcomes.

A

Nathan's group is responsible for a presentation on their Human Resource project. The group is meeting this evening to prepare the presentation. Nathan has never prepared a presentation as part of a group before, and he is hoping that using such ________________ interdependence will not take a great deal of time because of side conversations and general camaraderie among group members. a. reciprocal b. outcome c. sequential d. pooled

A

The _____________ role in a team creates deadlines for the team, schedules production, and sequences tasks. a. contractor b. contributor c. completer d. creator

A

The superintendent of the school district is writing a new mission statement for the district. He is engaged in the _____________ role. a. creator b. contractor c. communicator d. calibrator

A

Tuckman's five stage group evolution model asks which of the following questions in the performing stage? a. Are we using appropriate information on this task? b. Will I be accepted? c. Why do I have to listen to you? d. Can you help me plan this project?

A

Which of the following is NOT correct about the nature of social roles in a team? a. If social roles are filled in a firm, groups are more prone to suffer process losses. b. If social roles are filled in a firm, groups are more cohesive. c. If social roles are filled in a firm, group members are less likely to engage in social loafing. d. If social roles are filled in a firm, group members are less likely to have biases.

A

Which of the following is a situation where a team will NOT be needed in the organization? a. Tasks to be performed are independent of one another. b. The organization benefits from shared goals. c. A variety of skills and abilities are needed. d. Wide cooperation is needed.

A

Which of the following questions might be asked during the norming stage of Tuckman's five-stage group evolution model? a. Are we using appropriate means to address differences so that conflicts can be avoided? b. Will I be successful at completing this task? c. I wonder what the other people in this group are like? d. Can you help me with this section of the project?

A

Which of the following statements is INCORRECT with regard to the concept of social loafing? a. The incidence of social loafing declines as group size increases. b. A tendency for social loafing develops when a perception of inequity in regard to rewards and/or blame arises in a group. c. Social loafing is a consistent effect across groups. d. Social loafing is a consistent effect across cultures.

A

Which of the following statements regarding Gersick's punctuated equilibrium model is INCORRECT? a. The model views group development as a linear process. b. Generally groups are static in their orientation. c. For most periods of time in groups, change is incremental. d. While disruption, chaos and conflict are seen as inevitable in a group, those events can represent opportunities for innovation.

A

Which of the following statements regarding ethics and teams is INCORRECT? a. Research demonstrates that hierarchical systems always constrain team members more than a self- managed team does. b. Self- managed teams are viewed as a technique to overcome the negative aspects of bureaucracy. c. Team pressure can be more powerful than managerial control. d. Team pressure can result in unethical behavior by team members.

A

Which of the following statements regarding power distance and teams is correct? a. People in high power distance countries expect unequal power distribution in the social, political and economic areas. b. Countries with high power distance tend to use participative decision making. c. Countries high in power distance tend to use sports metaphors more often in training than family metaphors. d. Countries with high power distance define the roles of team members very clearly.

A

Collective efficacy is influenced by all of the following factors EXCEPT a. how a person feels about the team. b. ties to the organization c. watching others. d. verbal persuasion.

B

Eduardo is the new manager of Great Corporation. He is sitting at his desk and writing down a list of steps that he can follow to create and maintain a cohesive work group. Which of the following does NOT appear on that list? a. Celebrate differences so each individual's contribution is noticed. b. Give praise sparingly; if it is given too often, it loses its luster. c. Create some regular, common rituals like Friday morning coffee. d. Let group members have choices in setting their goals.

B

Hank is part of a team doing engineering design on a new hybrid automobile. Hank's team has completed designing the vehicle. His team is now ready to hand off to another team who will be dealing with _____________ tasks. a. development b. production c. idea generation d. problem

B

Idea generation tasks a. include actually making something such as a building, product or marketing plan. b. deal with creative tasks such as brainstorming a new direction or creating a new process. c. refer to coming up with plans for actions and making decisions. d. involve team members working on each task simultaneously.

B

Jennifer has been very emphatic in her comments supporting the new addition to the product line. Christopher has been equally spirited in his opposition to the new item. Gordon and Antonio seem to be leaning to Jennifer's perspective while Marques supports Christopher. The discussion about the product has consumed the last hour of the meeting of the marketing group. At what stage of Tuckman's model does this group seem to be functioning? a. forming. b. storming. c. norming. d. performing.

B

Which of the following is NOT a fundamental factor impacting a group's cohesion? a. size b. height c. support d. stability

B

Which of the following statements is correct with regard to the forming stage of group development? a. Leadership does not matter at this stage. b. Group members are trying to learn about one another. c. Group members are cohesive and cooperative. d. Group members are trying to clarify what needs to be done and who needs to do it.

B

Which of the following statements related to fundamental factors affecting a group's cohesion is correct? a. The larger a group, the more cohesive it is likely to be. b. The more similar group members are, the more cohesive the group is likely to be. c. The more coaching group members receive, the less cohesive the group is likely to be. d. The less time a group has stayed together, the more cohesive a group is likely to be.

B

A group is a. a temporary team that addresses a specific problem or issue until it is resolved. b. a cohesive coalition of people working together to achieve mutual goals. c. a collection of individuals who interact with each other such that one person's actions have an impact on the others. d. teams where members are not located in the same physical space.

C

An informal work group is a. a collection of individuals who interact with each other such that one person's actions have an impact on the others. b. made up of managers, subordinates, or both, with close associations among group members that influence the behavior of individuals in the group. c. made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. d. a cohesive coalition of people working together to achieve mutual goals.

C

Arielle is part of a team charged with developing a new name for a product. This is a(n) ________________ task. a. development b. production c. idea generation d. problem-solving

C

Characteristics of cohesive groups include all of the following EXCEPT a. having a collective identity. b. working together on a meaningful task. c. having a random pattern of communication. d. having a desire to remain as a member of the group.

C

Eduardo always challenges team members' positions on various issues discussed in the weekly meeting. Nannette told Eduardo yesterday, "I always have to be prepared when I present ideas to our team because I know you will question everything and make us see the other side of every issue." Eduardo performs the task role of ____________________ on the team. a. creator b. contributor c. critic d. completer

C

Group members in the norming stage a. not only get the work done, but they also pay greater attention to how they are doing it. b. begin to explore their power and influence. c. find it easy to establish their own ground rules. d. try to figure out who likes whom.

C

Maria strongly disliked working in groups in college because she always felt there was someone who did not "pull his weight." However, now that she is a manager, she must organize teams in her firm. Which of the following is NOT a tip to prevent social loafing she has received from other managers in her company? a. Design and communicate to all group members how they will be evaluated. b. Assign engaging, challenging and rewarding tasks to group members. c. Choose a larger number of employees for each team. d. Define each individual's tasks in front of the group.

C

Problem solving tasks a. include actually making something such as a building, product or marketing plan. b. deal with creative tasks such as brainstorming a new direction or creating a new process. c. refer to coming up with plans for actions and making decisions. d. involve team members working on each task simultaneously.

C

Process loss a. is a group pressure phenomenon that increases the risk of the group making a flawed decision. b. is a group's perception of its ability to successfully perform well. c. refers to any aspect of group interaction that inhibits group functioning. d. is the tendency for individuals to put in less effort when working in a group context.

C

Rodney is a new project team leader. Jerome is chatting with him about some of the problems that could arise and prevent his team from being successful. Jerome offers all the following pieces of advice to overcome barriers to team success EXCEPT a. floundering often results from a lack of clear goals; clarify goals from the outset of the project. b. disagreements among team members may be the result of long simmering personality conflicts; be aware of them and be prepared to facilitate interaction between them. c. dominant personalities can only help a group; let those that are the most vocal have their say. d. poor performance by a group member could be due to a lack of ability; be prepared to train any group members needing it.

C

Teams differ by all of the following task classes EXCEPT a. production tasks. b. idea generation tasks. c. development tasks. d. problem-solving tasks.

C

The Ringelmann effect is also known as a. group cohesion. b. collective efficacy. c. social loafing. d. groupthink.

C

The special challenges that virtual teams pose for a manager include all of the following EXCEPT a. building trust with virtual team. b. not being physically seen by managers. c. nature of decision making by virtual team. d. nature of communication used with virtual team

C

Which of stage in Tuckman's forming-storming-norming-performing model is characterized by the establishment of ground rules and operating procedures and goals by group participants? a. forming b. storming c. norming d. performing

C

Which of the following is a social role? a. consul. b. coordinator. c. calibrator. d. contractor.

C

Which of the following statements regarding Gersick's study of punctuated equilibrium is correct? a. Most change in groups is characterized by periods of revolutionary chaos. b. All groups are able to readily adapt to new environments that arise due to change. c. The punctuated equilibrium model is cyclical in nature. d. Groups generally cycle through the Storming and Norming stages of group development.

C

According to Gersick's punctuated equilibrium model, groups repeatedly cycle through which two stages? a. storming and norming. b. forming and performing. c. forming and norming. d. storming and performing.

D

Analyses of companies that utilize teams indicate some impressive results. Team-based organizations tend to show all the following results but a. an increase in productivity. b. a reduction in costs. c. an increase in revenue. d. an increase in marketing.

D

Collective efficacy is a. the tendency of individuals to put in less effort when working in a group context. b. the degree of camaraderie within the group. c. any aspect of group interaction that inhibits group functioning. d. a group's perception of its ability to successfully perform well.

D

How does a group differ from a team? a. A group is a cohesive coalition of people; a team is a collection of people. b. In a group, individuals have personal agendas. In a team, personal agendas are totally suppressed. c. Groups are smaller than teams. d. A group is often a collection of people working independently on their own goals; a team is assembled to accomplish complex goals.

D

Marina is encouraging her sorority sisters to function as a cohesive group. She lists all of the following as benefits EXCEPT a. you will have greater self-confidence and self-esteem if you are a regular part of the group. b. if you are experiencing stress, as you might during finals week, you can depend on your sisters to help get you through. c. if you experience a personal tragedy or challenge, your sisters will help you cope. d. If you are part of the sorority, you do not have to attend meetings and events often because you can depend on your sisters to cover for you.

D

Outcome interdependence a. exists when team members may work independently and simply combine their efforts to create the team's output. b. involves team members working on each task simultaneously. c. refers to the degree that team members are dependent upon one another to get information, support or materials from other team members to be effective. d. is when the rewards that an individual receives depend on the performance of others.

D

The norming stage in Tuckman's model of group evolution features a. uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once. b. competent group members who work interdependently as part of a greater entity. c. chaos with group members exploring power and influence roles. d. high energy with group members committed to each other and the overall goal.

D

Which group would be the most effective from a performance standpoint? a. A group with low task commitment and low group cohesion. b. A group with high group cohesion and low task commitment. c. A group with high task commitment and low group cohesion. d. A group with high group cohesion and high task commitment.

D

Which of the following is the order Tuckman proposes for group development stages? a. forming, norming, storming, performing, and adjourning b. forming, storming, performing, norming, and adjourning c. forming, performing, storming, norming, and adjourning d. forming, storming, norming, performing, and adjourning

D

Which stage of Tuckman's group development model is characterized by general information sharing? a. storming b. norming c. performing d. forming

D

The adjourning stage of groups is seldom met with any emotional feelings or concern.

False

The appointed leader is often tested during the performing phase of group development.

False

The key properties of a true team are collaborative action, sacrifice for the common good, and compensation based upon individual outcomes.

False

A group is a cohesive coalition of people working together to achieve mutual goals while a team is a collection of individuals who interact with each other such that one person's actions have an impact on another's.

False

Collective efficacy is generally influenced by verbal persuasion, group observation, and pay level.

False

Collectivist societies value individual achievements over interpersonal relationships.

False