CH. 10 Aplia

A manager who wants to give his team the highest amount of autonomy should select _____. a. self-designing teams b. semi-autonomous work groups c. self-managing teams d. reciprocal work teams e. employee involvement teams

A

Group cohesion tends to be relatively strong at the _____ stage of team development. a. norming b. conforming c. forming d. informing e. storming

A

The finance team of a start-up company has a majority of white employees. It, however, plans to hire more people from various other ethnic backgrounds in the near future. The organization is trying to increase its _____. a. team diversity b. group norms c. structural accommodation d. collectivism e. aggregated creativity

A

Which of the following statements about team compensation is generally true? a. Skill-based pay is more effective for self-directing teams performing complex tasks. b. Skill-based pay programs tend to be most effective when teams or team-based interventions, such as total quality management, are first introduced. c. Skill-based pay works best in relatively stable environments where employees can focus on improving productivity, cost savings, or quality. d. Gainsharing programs pay employees for learning additional skills or knowledge. e. In skill-based pay programs, companies share the financial value of performance gains, such as productivity increases, cost savings, or quality improvements, with their workers.

A

Which of the following statements about team training is true? a. Cross-training is less appropriate for teams of highly skilled workers. b. The most common type of training provided is training in technical skills. c. Team leaders typically do not require training. d. Organizations often overestimate the amount of training required to make teams effective. e. The most common type of training provided is training in conceptual skills.

A

Which of the following types of conflicts is most strongly associated with improvements in team performance? a. Cognitive conflict b. Horizontal conflict c. Behavioral conflict d. Vertical conflict e. Affective conflict

A

Which of the following typically happens during the storming stage of team development? a. Team members begin to work together, and different personalities and work styles clash. b. Team members engage in brainstorming. c. The comfort level of team members begins to decrease. d. Team members begin to settle into their roles as team members. e. Team members feel mutual accountability.

A

_____ are often used to develop new products, significantly improve existing products, roll out new information systems, or build new factories or offices within a specific time, following which the team members either move on to the next project or return to their functional units. a. Project teams b. Standing committees c. Traditional work groups d. Joint committees e. Virtual teams

A

_____ can be best defined as the ability to change organizational structures, policies, and practices if doing so helps teams meet their stretch goals. a. Structural accommodation b. Administrative reciprocity c. Minority domination d. Bureaucratic immunity e. Self-designing

A

In the autonomy continuum, the correct sequence, from low team autonomy to high team autonomy, is: a. traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, and self-designing teams. b. self-designing teams, traditional work groups, employee involvement teams, semi-autonomous work groups, and self-managing teams. c. employee involvement teams, traditional work groups, semi-autonomous work groups, self-managing teams, and self-designing teams. d. traditional work groups, employee involvement teams, self-managing teams, semi-autonomous work groups, and self-designing teams. e. employer-mandated teams, traditional work groups, employee involvement teams, project teams, and self-managing teams.

A - *Remember TEAM-D

A team finally matures into a fully functioning team at the _____ stage of development. a. de-storming b. performing c. de-norming d. norming e. conforming

B

An advantage of _____ is that it broadens workers' skills and increases their capabilities while also making their work more varied and interesting. a. on-the-job training b. cross-training c. niche jobs d. job enlargement e. job specialization

B

Self-managing teams are different from semi-autonomous work groups in that team members: a. offer advice and suggestions to the management, they do not have the authority to make decisions. b. manage and control all of the major tasks directly related to production of a product or service without first getting approval from management. c. control and change the design of the teams themselves, the tasks they do and how and when they do them, and the membership of the teams. d. are responsible for doing the work or executing the task, but they do not have direct responsibility or control over their work. e. have partial authority to make decisions that are typically made by supervisors and managers because their managers still play an important role.

B

Which of the following types of teams has the authority to change their composition as well as all of their tasks and work methods? a. Traditional work groups b. Self-designing teams c. Self-managing teams d. Semi-autonomous work groups e. Employee involvement groups

B

_____ are best defined as groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task. a. Ad hoc teams b. Virtual teams c. Self-managing teams d. Horizontally organized teams e. Semi-autonomous teams

B

The least amount of autonomy is found in ____. a. semi-autonomous work groups b. self-managing teams c. traditional work groups d. ad hoc committees e. autonomous teams

C

Which of the following factors is necessary for stretch goals to effectively motivate teams? a. Stonewalling b. Formalized rules and regulations c. Bureaucratic immunity d. Minority dominance e. Administrative reciprocity

C

_____ is defined as a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or improved quality, with their workers. a. Skill-based pay b. Structural accommodation c. Gainsharing d. Profit sharing e. Piecework

C

_____ is one of the disadvantages associated with the use of work teams. a. Storming behavior b. Specializing c. Social loafing d. Outsourcing e. Stonewalling

C

_____ refers to the emotional reactions that can occur when disagreements become personal rather than professional. a. High cohesiveness b. Cognitive conflict c. Affective conflict d. Normative conflict e. Behavioral conflict

C

A(n) _____ is defined as a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes. a. mob b. crowd c. work crew d. work team e. organization

D

In the stages of team development, a team first moves from growth to decline during the _____ stage. a. reforming b. de-storming c. de-forming d. de-norming e. storming

D

Teams should NOT be used when: a. tasks require repeated interaction with others to complete. b. ample resources are available. c. rewards can be provided for groups. d. there is no clear, engaging purpose. e. tasks are complex.

D

A(n) _____ is defined as a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service. a. employee involvement team b. conventional work team c. self-designing team d. traditional work group e. semi-autonomous work group

E

Which of the following statements regarding cohesiveness is true? a. High group cohesiveness equates to low team motivation. b. Cohesive groups always perform better. c. Cohesive groups have trouble retaining their members. d. Cohesive groups engage in less cooperative behavior. e. Engaging in non-work activities as a team can help build cohesion.

E