Ch. 13 Management
44. One characteristic of team is stickiness, the tendency of a group or team to stick together.
F
46. One of the traits of groupthink is the development of better ideas.
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61. Competition would NOT be considered a form of conflict.
F
62. Devil's advocacy is when two people or groups play opposing roles in a debate in order to understand a proposal better.
F
1. One of the suggestions for working with virtual teams is to be aware of cultural differences.
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10. Informal groups can advance or undercut the plans of formal groups.
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11. Informal groups can be highly productive—even more so than formal groups.
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6. A group is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.
T
39. Two types of team roles are assignment and maintenance
F
9. A formal group typically has no officially appointed leader, although a leader may emerge from members of the group.
F
52. Negative conflict can get results.
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59. The conflict-handling style of "forcing" is also known as "dominating".
T
15. Quality circles are teams whose members are assigned and that are integrated within the organization's structure.
F
48. Conflict is an enduring, normal part of the workplace.
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16. About 10% of Fortune 1000 companies have created self-managed work teams.
F
18. In quality circles, typically a group of 30-40 people will meet for 90-120 minutes once or twice a month, with management listening to presentations and the important payoff for members usually being the chance for meaningful participation and skills training.
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2. The use of teamwork is having minimal impact on individuals and organizations in today's workplace.
F
20. When creating self-managed teams, both technical and organizational redesign are not a necessity.
F
25. Many groups stall in stage 3, performing, of group development.
F
28. Two types of changes are reactive and overactive.
F
30. Incentives are a consideration in building a group into an effective team.
F
32. Being mutually accountable to a supervisor makes members feel mutual commitment to the team.
F
36. People tend to exert less effort when working in groups than when working alone, and this tendency is called dysfunctional conflict.
F
37. A role is a socially determined set of rules for how an individual should behave in an organization.
F
38. A norm is a socially determined expectation of how an individual should behave in a specific position.
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40. A maintenance role consists of behavior that concentrates on getting the team's tasks done.
F
53. A low level of conflict increases performance.
F
55. When job boundaries are unclear, conflict is likely to lessen.
F
57. The conflict-handling style of accommodating is appropriate for complex or worsening problems.
F
60. The weakness of the "collaborating" conflict-handling technique is that it provides only a temporary fix and does not deal with the underlying problem.
F
63. The dialectic method is the process of assigning someone to play the role of critic to voice possible objections to a proposal.
F
7. Fifteen employees from the Springfield plant are meeting with Human Resources staff to learn about new benefits. This is an example of team commitment.
F
8. A group is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
F
12. A work team may be self-managed, cross-functional, or virtual, all at the same time.
T
13. Work teams can be of four types: advice, production, project, or action.
T
14. A cross-functional team is oriented toward common objectives.
T
17. Quality circles consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.
T
19. Self-managed teams are an outgrowth of a blend of behavioral science and management practice.
T
21. Forming is the process of getting oriented and getting acquainted with the group.
T
22. The "storming" stage of group development is characterized by the emergence of individual personalities and roles and conflicts within the group.
T
23. Group cohesion arises during the norming stage of group development.
T
24. During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks.
T
26. Norming is a stage that generally does not last long.
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27. A leader can help ease the transition of a group after adjourning by rituals celebrating "the end" and "new beginnings."
T
29. Both individuals and teams prefer to have measurable goals as well as feedback about their performance.
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3. According to Peter Drucker, organizations of tomorrow will be flatter, information based, and centered around teamwork.
T
31. The purpose of a team needs to be defined in terms of specific, measurable goals.
T
33. The team size that is the most workable is 5 to 12 members.
T
34. Members of smaller teams tend to be more highly committed and satisfied.
T
35. Larger teams are more apt to tolerate autocratic leadership.
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4. Effective teamwork can result in significant improvements in organizational productivity.
T
41. A maintenance role consists of behavior that fosters constructive relationships among team members.
T
42. Norms are seldom discussed openly, and have a powerful influence on group and organizational behavior.
T
43. One of the reasons norms are enforced is to help the group survive.
T
45. Groupthink is a cohesive group's blind unwillingness to consider alternatives.
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47. Allowing criticism of ideas should help prevent groupthink.
T
49. Certain kinds of conflict can be beneficial for organizations.
T
5. A group typically is managed, while a team is self-directed.
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50. Constructive conflict is also known as functional conflict or cooperative conflict.
T
51. Organizations with too little conflict tend to be plagued by indecision and missed deadlines.
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54. Conflict is almost inevitable in organizations structured along functional lines.
T
56. When time pressure increases so does conflict.
T
58. Compromising is a conflict-handling style most appropriate when both parties to a conflict have equal power.
T