CH 13

Devil's advocacy and the dialectic method are forms of programmed conflict designed to elicit different opinions without inciting people's personal feelings. T/F

True

Openness, equality, empathy, supportiveness, and positiveness are behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts. T/F

True

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. T/F

True

Personality conflicts often begin with instances of workplace incivility, or employees' lack of regard for each other which, if not curtailed, can diminish job satisfaction and organizational loyalty. T/F

True

A committee investigating the impacts of health care reform on the organization is an example of a(n) _____.

formal group

Although ______ are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior.

norms

In adjourning, conflicts are resolved, close relationships develop, and unity and harmony emerge. T/F

False A group may evolve into a team through five stages: (1) Forming is the process of getting oriented and getting acquainted. (2) Storming is characterized by the emergence of individual personalities and roles and conflicts within the group. (3) In norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. (4) In performing, members concentrate on solving problems and completing the assigned task. (5) In adjourning, members prepare for disbandment.

Members of a group that are asking "What's next?" are in the performing stage of team development. T/F

False In the final stage, adjourning, members prepare for disbandment. For the individual, the question now is "What's next?" For the team, the issue is "Can we help members transition out?"

The tendency of people to exert more effort when working in groups than when working alone is known as social loafing. T/F

False Social loafing is the tendency of people to exert less effort when working in groups than when working alone

Conflict is a perfectly normal state of affairs. T/F

True

Since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. T/F

True

Stereotyping the opposition, rationalization, and peer pressure are symptoms of groupthink. T/F

True

Teams with nine or fewer members have better interaction and morale, yet they also have fewer resources, are possibly less innovative, and may have work unevenly distributed among members. T/F

True

The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict. T/F

True

For a manager, building an effective team requires work, but the payoff is _____.

a stronger, better-performing work unit

The final stage of group and team development is known as _____.

adjourning

The workers on the night shift at a manufacturing plant would be considered a(n) ______ team.

production

In ______ teams, the traditional clear-cut distinction between manager and managed is blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.

self-managed

Which of the following is not a consideration in building a group into an effective team?

seniority

Marcie frequently requests meetings between her team and counterparts in Portland. She often spots issues that will affect both groups and wants to work openly on coordination so there are no surprises for anyone. Marci plays a ______ role for her team.

task

A collection of five employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their company, is known as a(n) _____.

team

Which of the following is most important for the team leader to encourage during the storming stage of group and team development?

voicing of disagreements