Final Chapter 13, Chapter 11, Chapter 13: Groups & Teams, Chapter 13 Admin Mgmt, Chapter 12, CHAPTER 12: 3370 MGT EXAM 3
During the performing stage of team development, the group answers the question _____
"Can we do the job properly?" During the performing stage the group asks, "Can we do the job properly?"
The question individuals ask during the norming stage of group development is _____
"What do the others expect me to do?" In the third stage, norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. For individuals, the main issue is "What do the others expect me to do?"
The question the group is asking during the forming stage of group development is _____
"Why are we here?" For the group, the question in the forming stage is "Why are we here?"
The most essential considerations in building a group into an effective team are
1) collaboration, (2) trust, (3) performance goals and feedback, (4) motivation through mutual accountability and interdependency, (5) composition, (6) roles, and (7) norms.
Five Basic Behaviors to Help You Better Handle Conflict
1. Openness State your views openly and honesty, not trying to disguise the real object of your disagreement. Look at the conflict as a way to better understand the situation and find a solution. Concentrate on identifying the problem and taking a problem-solving approach. 2. Equality Treat the other's status and ideas as equal to yours, allowing that person time to completely express his or her opinions. Evaluate all ideas fairly and logically, without regard to ownership. 3. Empathy Try to experience the other person's feelings and point of view, showing you are truly listening by using such expressions as "I appreciate how you feel. ..." 4. Supportiveness Let the other person know you want to find a resolution that will benefit you both. Describe the specifics you have difficulty understanding, without evaluating or judging them. Support the other person's position when it makes sense to do so. 5. Positiveness Be positive about the other person and your relationship. Express your willingness to work toward a resolution that will be feasible for everyone.
gainsharing
A Scanlon plan is a type of ______ compensation plan.
pay for performance
A sales commission is an example of a ______ compensation plan.
Reactions
A simple model of motivation does not include which of the following?
Task Significance
A technician who is responsible for keeping a hospital's electronic equipment in working order has higher ____________ than a person wiping down cars in a carwash.
Terrence is a supervisor working with Sophie on a project. He continually discounts her contributions, ideas, and often criticizes her. Terrence is engaging in: A) workplace incivility. B) in-group thinking. C) conflict management. D) devil's advocacy. E) quid pro quo harassment.
A) workplace incivility. Feedback: Learning Objective: 11-02 Topic: Major Forms of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 290 Explanation: Workplace incivility is defined as low-intensity deviant behavior intended to harm the target person in ways that violate norms of mutual respect.
make sure pay levels, policies, and working conditions are reasonable
According to Herzberg's theory, the first thing managers of employees who dislike their jobs should do is to _____.
neither satisfied or dissatisfied
According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are _____.
motivating
According to Herzberg's two-factor theory, only ______ factors can make employees satisfied with their jobs.
Relationships
According to Herzberg, which of the following is an example of a hygiene factor?
The work itself
According to Herzberg, which of the following is an example of a motivating factor?
taking attention away from real work
According to goal-setting theory, goal setting helps motivate you by doing all the following except _____.
power
According to the acquired needs theory, the desire to influence others is part of the need for _____.
_____ refers to avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration. Answers: Smoothing Alternative dispute resolution Value-added negotiation Dissention Preferential conflict settlement
Alternative dispute resolution Response Feedback: The intent of alternative dispute resolution (ADR), according to a pair of Canadian labor lawyers, is that it "uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches (such as unilateral decision making or litigation)."
In ____, disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses. Answers: Arbitration Mediation Peer review Facilitation Conciliation
Arbitration Response Feedback: Disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses.
Which of the following is not a factor to help achieve team cohesiveness?
Assign a large team of 16 to 20. Factors to help achieve cohesiveness: (1) Keep the team small. (2) Encourage members' interaction and cooperation. (3) Emphasize members' common characteristics. (4) Strive for a favorable public image to enhance the team's prestige. (5) Give each member a stake in the team's success, or a "piece of the action." (6) Point out threats from competitors to enhance team togetherness. (7) Ensure performance standards are clear, and regularly update members on team goals. (8) Frequently remind members they need each other to get the job done. (9) Direct each member's special talents toward the common goals. (10) Recognize each member's contributions.
The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called _____.
Autonomy
five conflict-handling styles, or techniques, a manager can use for handling disagreements with individuals.
Avoiding - The benefit of this approach is that it buys time in unfolding and ambiguous situations. The weakness is that it provides only a temporary fix and sidesteps the underlying problem. Accommodating - The advantage of accommodating is that it encourages cooperation. The weakness is that once again it's only a temporary fix that fails to confront the underlying problem. Forcing - The advantage of forcing is speed: It can get results quickly. The disadvantage is that in the end it doesn't resolve personal conflict—if anything, it aggravates it by breeding hurt feelings and resentment. Compromising - The benefit of compromise is that it is a democratic process that seems to have no losers. However, since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. Collaborating - The strength of problem solving is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time-consuming. Nevertheless, problem solving is usually the best approach for dealing with groups and teams of people.
There are five conflict-handling styles, or techniques, a manager can use for handling disagreements with individual:
Avoiding—"Maybe the Problem Will Go Away" Avoiding is ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict. It is not appropriate for difficult or worsening problems. The benefit of this approach is that it buys time in unfolding and ambiguous situations. The weakness is that it provides only a temporary fix and sidesteps the underlying problem. Accommodating—"Let's Do It Your Way" An accommodating manager is also known as a "smoothing" or "obliging" manager. Accommodating is allowing the desires of the other party to prevail. As one writer describes it, "An obliging [accommodating] person neglects his or her own concern to satisfy the concern of the other party."100 Accommodating may be an appropriate conflict-handling strategy when it's possible to eventually get something in return or when the issue isn't important to you. It's not appropriate for complex or worsening problems. The advantage of accommodating is that it encourages cooperation. The weakness is that once again it's only a temporary fix that fails to confront the underlying problem. Forcing—"We Have to Do It My Way" Also known as "dominating," forcing is simply ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict, but the needs of the other party are largely ignored. Forcing is appropriate when an unpopular solution must be implemented and when it's not important that others be committed to your viewpoint. The advantage of forcing is speed: It can get results quickly. The disadvantage is that in the end it doesn't resolve personal conflict—if anything, it aggravates it by breeding hurt feelings and resentment. Compromising—"Let's Split the Difference" In compromising, both parties give up something in order to gain something. Compromise is appropriate when both sides have opposite goals or possess equal power. But compromise isn't workable when it is used so often that it doesn't achieve results—for example, continual failure to meet production deadlines. Compromise, says one writer, sometimes represents "the mistaken idea that any agreement is better than no agreement."101 The benefit of compromise is that it is a democratic process that seems to have no losers. However, since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. Collaborating—"Let's Cooperate to Reach a Win-Win Solution That Benefits Both of Us" Problem solving, or integrating, is about collaboration. In this style, the manager strives to confront the issue and cooperatively identify the problem, generating and weighing alternatives and selecting a solution. Problem solving is appropriate for complex issues plagued by misunderstanding. It is inappropriate for resolving conflicts rooted in opposing value systems.
Which of the following is the first step involved in added-value negotiation? A) Identify options B) Clarify interests C) Design alternative packages D) Explore innovative solutions E) Select a panel of trustworthy coworkers
B) Clarify interests Feedback: Learning Objective: 11-07 Topic: Negotiating Blooms: Understand AACSB: Analytic Level of Difficulty: Medium Page: 303 Explanation: During added-value negotiation (AVN), the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship. AVN consists of these five steps: clarify interests, identify options, design alternative deal packages, select a deal, and perfect the deal.
Robbie wants to ensure that he can be eligible for the annual dance competition by attending his dance classes regularly. However, his mom has forbidden him from practice sessions until his yearly exams are over. Robbie and his mom are experiencing a(n): A) controversy. B) conflict. C) communication barrier. D) generation gap. E) ego clash.
B) conflict. Feedback: Learning Objective: 11-01 Topic: A Modern View of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 286 Explanation: Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
With regard to the alternative dispute resolution (ADR) techniques to resolve organizational conflicts, a mediator differs from an arbitrator in that the mediator: A) establishes direct communication between the disputing parties. B) does not render a decision. C) is well versed in relevant laws and case precedents. D) makes decisions that will be binding. E) remains objective.
B) does not render a decision. Feedback: Learning Objective: 11-06 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Medium Page: 301 Explanation: Unlike an arbitrator, a mediator does not render a decision. It is up to the disputants to reach a mutually acceptable decision.
In which of the following conflict-handling styles do interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution? A) Compromising B) Avoiding C) Integrating D) Obliging E) Dominating
C) Integrating Feedback: Learning Objective: 11-05 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 298 Page: 299 Explanation: According to conflict specialist Afzalur Rahim's model of the five different conflict-handling styles, in the integrating (problem solving) style, interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution.
_____ is a process in which one party perceives that its interests are being opposed or negatively affected by another party. Answers: Groupthink Conflict Ostracism Cross-functionalism Groupshift
Conflict Response Feedback: Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
Maslow's hierarchy of needs McClelland's acquired needs theory Deci and Ryan's self determination theory Herzberg's two factor theory
Content perspectives, also known as need-based perspectives, include all except which one of the following theories?
Jeremy felt that it was important to include a department head from each area of the company in the decision to purchase an additional warehouse. What type of team does Jeremy want to form?
Cross-functional designed to include members from different areas within an organization, such as finance, operations, and sales. Cross-functional teams can serve any purpose, they can be work teams or project teams, and their assignment can be long- or short-term.
A study of over 1,600 ethnic majority (in-group) and ethnic minority (out-group) students on contact hypothesis revealed that: A) any type of interaction, short of actual conflict, reduced stereotyping. B) the more the members of different groups interacted, the less intergroup conflict they experienced. C) contact over time increased the desire for social distance in the out-group. D) contact reduced the prejudice of the minority out-group on the majority in-group. E) the quality of the contacts was not as important as the time the in-group and out-group spent in contact.
D) contact reduced the prejudice of the minority out-group on the majority in-group. Feedback: Learning Objective: 11-03 Topic: Major Forms of Conflict Blooms: Understand AACSB: Reflective Thinking AACSB: Diversity Level of Difficulty: Medium Page: 293 Explanation: A study of over 1,600 ethnic majority (in-group) and ethnic minority (out-group) students from Germany, Belgium, and England revealed that contact did reduce prejudice. Those in the out-group were more reluctant to engage or contact the in-group. Moreover, contact had no effect on reducing prejudice of the minority out-group on the majority in-group.
According to a laboratory study, _____ produced more potential solutions and made better recommendations for a case problem when compared to the dialectic method. A) arbitration B) consensus decision making C) the contact method D) devil's advocacy E) unprogrammed conflict
D) devil's advocacy Feedback: Learning Objective: 11-05 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 297 Explanation: A laboratory study showed that devil's advocacy produced more potential solutions and made better recommendations for a case problem than did groups using the dialectic method.
Group
Defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity
Which of the following calls for managers to foster a structured debate of opposing viewpoints prior to making a decision? Answers: Devil's advocacy Peer review Dialectic Smoothing Arbitration
Dialectic Response Feedback: Dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision.
When using punishment, a manager should _____.
Do it in conjunction with positive reinforcement.
Which of the following alternative dispute resolution (ADR) techniques is the most difficult to implement and of high cost to a company? A) Peer review B) Conciliation C) Facilitation D) Ombudsman E) Arbitration
E) Arbitration Feedback: Learning Objective: 11-06 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 300 Page: 301 Page: 302 Explanation: The following ADR techniques represent a progression of steps third parties can take to resolve organizational conflicts. They are ranked from easiest and least expensive to most difficult and costly: facilitation, conciliation, peer review, ombudsman, mediation, and arbitration.
Which of the following situations could lead to intergroup conflict? A) Moby loudly calls his colleague Ritchie "a total dunce" during a meeting. B) Ricky continuously mimics his friend Sam who has a stuttering problem. C) David makes fun of Aaron's accent while talking to the team. D) Freya is always competing with her friend June whenever she gets the chance even if they are on different projects. E) Rose belongs to the licensing team and does not like people from other teams talking to her teammates.
E) Rose belongs to the licensing team and does not like people from other teams talking to her teammates. Feedback: Learning Objective: 11-03 Topic: Major Forms of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 292 Explanation: In-group thinking sows the seeds for intergroup conflict; in-groups view outsiders as a threat.
Traditionally, managers dealt with personality conflicts by: A) using penalties for misconduct. B) giving diversity training. C) providing constructive feedback. D) acting as caring and courteous role models. E) transferring one party.
E) transferring one party. Feedback: Learning Objective: 11-02 Topic: Major Forms of Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Medium Page: 292 Explanation: Traditionally, managers dealt with personality conflicts by either ignoring them or transferring one party. Other ways to reduce conflict and its negative effects include having an organizational culture that places a high value on respect for co-workers. This requires managers and leaders to act as caring and courteous role models and provide constructive feedback. Diversity training and penalties for misconduct also would help.
You may compare your ratio of inputs to outputs to the ratio of others at your place of employment in a process described by ______ theory.
Equity
______________ focuses on employee perceptions as to how fairly they think they are being treated compared with others.
Equity Theory
After struggling with the accounting training, Peter is unsure whether he can complete the end-of-year financial reporting with no errors in the time allotted. In this case, Peter is low on the ______ element of expectancy theory.
Expectancy
Belief that a particular level of effort will lead to a particular level of performance.
Expectancy
According to expectancy theory, the primary elements that determine how willing an employee is to work hard at tasks important to an organization, those that relate effort, performance, and outcomes, are _____.
Expectancy, Instrumentality, and valence
Team member interdependence
Extent to which team members rely on common task-related team inputs, and the amount of interpersonal interactions needed to complete the work
According to Maslow, office parties, company softball teams, and management retreats provide self-actualization needs. (True, False)
False
Reinforcement theory attempts to explain behavior change by suggesting that behavior with negative consequences tends to be repeated, whereas behavior with positive consequences tends not to be repeated. (T,F)
False
The acquired needs theory states that three needs—achievement, affiliation, and money—are the major motives determining people's behavior in the workplace. (True, False)
False
have needs beyond that of earning a paycheck
For managers, the importance of Maslow's contribution is that he showed that workers _____.
Jen's department has been assigned the task of developing new flavors for the company's line of soft drinks. This is an example of a(n) _______ group.
Formal group created to accomplish specific goals. A formal group is a group assigned by organizations or its managers to accomplish specific goals. A formal group may be a division, a department, a work group, or a committee. It may be permanent or temporary. In general, people are assigned to them according to their skills and the organization's requirements.
Which of the following actions is recommended for managers to minimize intergroup conflict? Answers: Formal resolution of difficult conflicts with the help of hired counselors. Passive withdrawal from the problem. Active suppression of the issue. Generation of ideas based on personal preference or political interests. Minimization of differences and emphasis on similarities to please the other party.
Formal resolution of difficult conflicts with the help of hired counselors. Response Feedback: Managers need to refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.
Stages of group and team development in the correct order
Forming Storming Norming Performing Adjourning
Match the stage of the group and team development with its description.
Forming - getting oriented & getting acquainted Storming - individual personalities & roles emerge Norming - conflicts resolved, relationships develop, unity emerges Performing - solving problems & completing the assigned task adjourning - preparing for disbandment
_____ conflict serves organizational interests and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. Answers: Dysfunctional Negative Personality Functional Intergroup
Functional Response Feedback: Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take.
Little or no feedback
Goal-setting theory suggests that employees can be motivated by goals that have all of the following characteristics except _____.
_______________ is a group's blind unwillingness to consider alternatives and the inability to think outside the box.
Groupthink
Teams perform better when members
Have a high tolerance for uncertainty Possess high levels of emotional stability Are diverse in their backgrounds
______ proposed that work satisfaction and dissatisfaction arise from different sets of causes.
Herzbergs Two Factor theory
Even when he started his first job, Will was not content to be just one of the employees. His boss noticed that he often coached his coworkers about ways to improve their work, even when it wasn't his job. Will probably has a _____.
High need for power.
Clint is a branch manager for a large freight company. He has noticed low morale lately, perhaps because of the cramped quarters, stricter policies, and lack of raises this year. According to Herzberg, Clint should first concentrate on _____.
Hygiene factors
resolve feelings of injustice
In equity theory, employees are motivated to _____.
clearly communicate the desired behavior
In using reinforcement, a manager should _____.
Research shows that simplified jobs lead to all the following except _____.
Increased productivity
Expectation that successful performance of the task will lead to the desired outcome.
Instrumentality
In handling conflict, Joey believes that the concerned parties must tackle the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution. Joey can be described as advocating which conflict-handling style? Answers: Obliging Integrating Dominating Avoiding Compromising
Integrating Response Feedback: Integrating is a conflict-handling style characterized by interested parties confronting the issue and cooperatively identifying the problem, generating and weighing alternatives, and selecting a solution.
Groupthink
Irvin Janis; a cohesive group's blind unwillingness to consider alternatives
What is the main consideration when using devil's advocacy to prevent groupthink in an organization? Answers: It makes people overly analytical. It is too expensive a technique to employ. It makes people move away from reality testing. It leads to an individual developing a negative reputation. It leads to escalation of commitment across multiple decisions.
It leads to an individual developing a negative reputation. Response Feedback: It is important to rotate the job of devil's advocate so no one person or group develops a strictly negative reputation
simplification; enlargement
Job ______ is the opposite of job ______.
physiological, safety, love, esteem and self- actualization
Maslow's levels of needs, in order from lowest (most basic) to highest level, are _____.
Maslow's self-actualization needs
McClelland's need for achievement corresponds most closely to _____.
What makes a self-managed team unique?
Members of the team are given administrative oversight for their task area Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains.
According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are _____.
Neither satisfied nor dissatisfied.
During which stage of group development would group cohesiveness be a factor?
Norming Groups that make it through stage 2 generally do so because a respected member other than the leader challenges the group to resolve its power struggles so something can be accomplished. Questions about authority are resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is experienced because members believe they have found their proper roles. Group cohesiveness, a "we feeling" binding group members together, is the principal by-product of stage 3
_______ are general guidelines or rules of behavior that most group or team members follow
Norms
Which of the following styles has a primary strength of encouraging cooperation, but fails to confront the underlying problem? Answers: Avoiding Integrating Compromising Dominating Obliging
Obliging Response Feedback: Obliging encourages cooperation but fails to confront the underlying problem.
Task significance
Of the following, which is not a core job characteristic?
Conflict-handling behavior with its description
Openness - stating your views honestly and concentrating on finding a solution to the problem Empathy - trying to experience the other person's feelings and point of view Supportiveness - letting the other person know you want to find a resolution that will benefit both of you Positiveness - being upbeat and expressing your willingness to work with the other person to find a resolution to the problem Equality - evaluating all ideas fairly without regard to ownership
Four Kinds of Conflict
Personality Intergroup (Inconsistent goals, ambiguous jurisdictions (when boundaries are unclear), and status differences) Multicultural Work-family
Gregor is furious with his manager because he asked Gregor to produce a sales report by the end of the day. Gregor knows he can't get all the numbers he needs until at least tomorrow because the head of sales is out of town until then. He is also sure that whenever he informs his manager of an obstacle or unrealistic goal, his manager's response is always to tell him to "get it done," which Gregor considers trite. What is the ultimate source of this conflict?
Personality conflict defined as interpersonal opposition based on personal dislike or disagreement. Such 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 team work engagement
A supervisor told a salesperson who had not made any calls to clients and therefore did not make quota, "Well, if this continues in the next 30 days, you'll probably be let go." By presenting something negative, the supervisor provides an example of _____.
Punishment
Ted's manager required him to give up his company car since he had missed sales goals for four consecutive quarters. Ted's manager used _____.
Punishment
Team composition
Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members
____________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.
Reinforcement theory
Poor Mental Health
Research shows that simplified jobs lead to all the following except _____.
In equity theory, employees are motivated to _____.
Resolve feelings of injustice and see fairness in the rewards they expect for task performance.
After three shuttle accidents in three months, one of which resulted in a critical injury to a driver, Citywide Shuttle drivers received additional training and all shuttles were retrofitted with new braking systems. This helps to satisfy which of Maslow's needs?
Safety
An accounting firm reimburses employees for tuition and fees if they complete job-related coursework with a B or better, which helps them meet which of Maslow's levels of need?
Self-actualization
Competence, autonomy, and relatedness are the primary motivations for behavior according to __
Self-determination Theory
Team
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
How to Stimulate Constructive Conflict
Spur competition among employees. Change the organization's culture and procedures. Bring in outsiders for new perspectives. Use programmed conflict.
autonomy
The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called _____.
In which of the following conditions should constructive conflict be stimulated?
The group seems to have inertia and be apathetic. Constructive conflict, if carefully monitored, can be very productive under a number of circumstances, including when your work group seems afflicted with inertia and apathy resulting in low performance, when there's a lack of new ideas and resistance to change, and when there seems to be a lot of groupthink in the work unit.
the job characteristics model
The motivating potential score (MPS) is calculated as part of using _____.
esteem
The need for status, reputation, and recognition are part of _____.
job enrichment
The process of building into a job such motivating factors as recognition and achievement is called _____.
Negative reinforcement
The process of strengthening a behavior by withdrawing something negative is called _____.
expectancy theory
The theory under which people make the choice that promises them the greatest reward if they think they can get it is _____.
Extinction
The weakening of behavior by ignoring it or making sure it is not reinforced is called _____.
process perspectives
Theories that try to understand the thought processes by which people decide how to act are called _____.
Relatedness
To achieve psychological growth, according to the self-determination theory, people need to satisfy the three innate needs: competence, autonomy, and _____.
Why are norms followed?
To help the group survive To clarify role expectations To help individuals avoid embarrassing situations To emphasize group importance and identity
recall the four reasons norms tend to be enforced by team members:
To help the group survive—"Don't do anything that will hurt us." To clarify role expectations—"You have to go along to get along." To help individuals avoid embarrassing situations—"Don't call attention to yourself." To emphasize the group's important values and identity—"We're known for being special."
According to Maslow's hierarchy of needs, taking a sabbatical leave to further personal growth is an example of the self-actualization need. (True, False)
True
According to equity theory, no matter how fair managers think the organization's policies, procedures, and reward system are, each employee's perception of those factors is what counts. (T,F)
True
According to the acquired needs theory, those who tend to seek social approval and satisfying personal relationships may have a high need for affiliation. (T,F)
True
Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging, but achievable. (T,F)
True
Punishment is the application of negative consequences to stop or change undesirable behavior. (T,F)
True
Competence
Using self-determination theory to motivate employees, at Cloud9, a data storage company, the vice chair makes 10-20 phone calls a day to thank special employees "caught doing something right." This is an example of which one of the following innate needs?
According to expectancy theory, your ______ is low if you don't think a bonus or raise is going to be big enough to justify working evenings and weekends.
Valence
The HR manager told Jim that the company pays the total health insurance costs for a family of four. As a single man, this benefit did not seem especially important to him right now. Here, Jim is low on the ______ element of the expectancy theory.
Valence
The value a worker assigns to an outcome.
Valence
help workers understand and accept the goals
When using goal-setting theory to motivate employees, managers should _____.
do it in conjunction with positive reinforcement
When using punishment, a manager should _____.
support organizational change
When workers perceive they are being treated fairly on the job, they are most likely to _____.
Goal-setting theory
Which of the following is a process perspective on motivation?
knowledgeable and skilled employees
Which of the following is not a contingency factor in the job characteristics model?
gainsharing
Which of the following is not a practice used to create a flexible workplace?
the rewards require special performance, and are thus rarely obtained
Which of the following is not an advisable criterion for an effective incentive plan?
Types of Teams
Work teams: have a clear purpose that all members share; usually permanent, and members must give their complete commitment to the team's purpose in order for the team to succeed Project teams: assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products Cross-functional teams: include members from different areas within an organization, such as finance, operations, and sales Self-managed teams: groups of workers who are given administrative oversight for their task domains Virtual teams: work together over time and distance via electronic media to combine efforts and achieve common goals
Which of the following conditions supports teamwork? Check all that apply.
Workers not feeling they are being exploited by others Work that is considered meaningful Team member interdependence reveals the extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work
Which of the following is considered to be the seeds of personality conflict? Answers: Workplace incivility Competition for limited resources Collective decision making In-group thinking Ethnocentrism
Workplace incivility Response Feedback: Personality conflict is defined as interpersonal opposition based on personal dislike and/or disagreement. Workplace incivility is considered to be the seeds of personality conflict.
job design
______ involves division of an organization's work and applies motivational theories to jobs to increase satisfaction and performance.
motivation
______ is defined as the psychological processes that arouse and direct goal-directed behavior.
Instrumentality
______ is the expectation that successful performance of the task will lead to the desired outcome.
positive reinforcement
_______ is the use of desirable consequences to strengthen a particular behavior.
Job Enlargement
__________ is the process of increasing the number of tasks in a job to increase variety and motivation
reinforcement theory
___________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.
Equity Theory
______________ focuses on employee perceptions as to how fairly they think they are being treated compared with others.
Group cohesiveness
a "we feeling" binding group members together
Groups that make it through storming generally do so because _____.
a respected member other than the leader challenges the group to resolve power struggles Groups that make it through storming generally do so because a respected member other than the leader challenges the group to resolve its power struggles so something can be accomplished.
Which of the following is an advantage of larger groups?
ability to take advantage of division of labor and more resources Teams with 10 to 16 members (large) have different advantages over small teams: more resources and the ability to take advantage of division of labor.
Larry proposed the purchase of a new Epson copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later, he realizes he does not really feel strongly about it. Amir should probably adopt a(n) ______ conflict-handling style in this matter.
accommodating Accommodating is allowing the desires of the other party to prevail. It is appropriate to let the other party have her way when the issue is not important to you and it is not complex.
During the final stage of group and team development, which is called ________, the work has been completed and members prepare for disbandment
adjourning members prepare for disbandment. Having worked so hard to get along and get something done, many members feel a compelling sense of loss. For the individual, the question now is "What's next?" For the team, the issue is "Can we help members transition out?" The leader can help ease the transition by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies, graduations, or mock funerals can provide the needed punctuation at the end of a significant teamwork project. The leader can emphasize valuable lessons learned in group dynamics to prepare everyone for future group and team efforts.
During the forming stage, the leader should _____.
allow people to socialize and become acquainted During the forming stage, leaders should allow time for people to become acquainted and to socialize.
Self-managed teams
are defined as groups of workers who are given administrative oversight for their task domains
Norms
are general guidelines or rules of behavior that most group or team members follow
Roles
are socially determined expectations of how individuals should behave in a specific position
Paige missed another deadline and her boss, Linda, is very upset. She will have to explain to the client again why the project is behind. Linda thinks she may say something she'll regret if she talks to Paige about this now, so she decides to wait awhile. Linda is using the ______ conflict-handling style.
avoiding Avoiding involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict.
When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable?
avoiding Avoiding involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict.
Conflict-handling style with its description
avoiding - ignoring or suppressing a conflict accommodating - allowing the desires of the other party to prevail forcing - ordering an outcome compromising - both parties give up something to gain something problem solving - collaborating to generate a win-win solution
Which of the following is an advantage of smaller groups?
better interaction, morale, and coordination Smaller groups have two advantages: better interaction and better morale.
One of the tactics for using conflict to stimulate cultural and procedural changes in an organization is to announce ______________.
bonuses
Maneka is on a team with Larson, and they are often in conflict. Maneka likes to begin her work with careful planning and she gets started immediately. Larson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from _____.
clash of personality, values, and attitudes Personality, values, attitudes, and experience can be so disparate that sometimes the only way to resolve individual differences like personality clashes is to separate two people. Maneka and Larson have two entirely different attitudes toward meeting deadlines.
The disadvantage of the ______ conflict-handling style is that it is very time-consuming
collaborating The strength of collaborating is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time-consuming.
Frances suggested that the marketing team prepare extra copies of the new catalog in anticipation of the upcoming convention. She knew the sales staff would need plenty of catalogs during the event. Frances is the catalyst for _______________ between two departments.
collaboration the act of sharing information and coordinating efforts to achieve a collective outcome.
Team _____________ describes the collection of jobs, personalities, values, knowledge, experience, and skills of team members.
composition
Connie's manager criticizes her for not including enough information on the report. The criticism she receives is an example of _______.
conflict
One management responsibility is to identify when to create _______________, not simply when to mitigate it.
conflict As a manager you are being paid not just to manage conflict but even to create some, where it's constructive and appropriate, in order to stimulate performance. Constructive conflict, if carefully monitored, can be very productive under a number of circumstances
Workplace performance is maximized when _____.
conflict is at a moderate level A moderate level of conflict can induce creativity and initiative, thereby raising performance. Too much or too little conflict has been shown to reduce performance.
which of the following are benefits of constructive conflict?
creating new ideas combating groupthink spurring competition among employees
Which of the following is not characteristic of workgroups with excessive conflict?
creativity Excessive conflict can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover. But work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines.
Which of the following are potential ways to build cross-cultural relationships?
develop and mentor others be sensitive to the needs of others advocate for participative leadership ---- Ways to Build Cross-Cultural Relationships 1. Be a good listener. 2. Be sensitive to others' needs. 3. Be cooperative, not overly competitive. 4. Advocate inclusive (participative) leadership. 5. Compromise rather than dominate. 6. Build rapport through conversations. 7. Be compassionate and understanding. 8. Avoid conflict by emphasizing harmony. 9. Nurture others (develop and mentor).
Rebecca asked Gavin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of _____.
devil's advocacy Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.
Jan is involved in an office debate. She plays the role of _______ _________, which involves voicing possible objections to proposals to generate critical thinking and reality testing.
devil's advocate
The process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
dialectic programmed conflict
The two basic types of negotiation are _____ and: Answers: peer review; ombudsman. arbitration; mediation. distributive; integrative. facilitation; ostracism. voluntary; mandatory.
distributive; integrative. Response Feedback: Negotiation experts distinguish between two types of negotiation—distributive and integrative.
Negative conflict that hinders the organization's performance or threatens its interests is known as _______________ conflict.
dysfunctional bad for organizations. As a manager, you need to do what you can to remove dysfunctional conflict, sometimes called negative conflict.
When building an effective team, one key aspect to motivating members through mutual accountability is to _______________.
emphasize mutual accountability to team members
Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.
forcing or dominating Forcing or dominating is simply ordering an outcome, when a manager relies on his or her formal authority and power.
a group established with a leader by an organization to accomplish specific goals is called a(n)
formal
Molly organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) _____.
formal group A formal group is a group established to do something productive for the organization and is headed by a leader.
Within the first stage of team development, called ___________, members get oriented and acquainted with each other.
forming This stage is characterized by a high degree of uncertainty as members try to break the ice and figure out who is in charge and what the group's goals are. For example, if you were to become part of a team that is to work on a class project, the question for you as an individual would be "How do I fit in here?" For the group, the question is "Why are we here?"
New governmental regulations were going to force Tyler's company to redesign its entire production system, but Tyler knew that after the work was done, his company would benefit. This demonstrates the idea of a _______________ conflict.
functional which benefits the main purposes of the organization and serves its interests.There are some situations in which this kind of conflict—also called constructive conflict or cooperative conflict—is considered advantageous.
Connor, Luke, and Mason are co-workers who meet regularly after work to talk about the latest video games on the market and strategies for improving their scores on the games. This is an example of a __________.
group (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity. different from a crowd, a transitory collection of people who don't interact with one another, such as a crowd gathering on a sidewalk to watch a fire. And it is different from an organization, such as a labor union, which is so large that members also don't interact. An example of a work group would be a collection of 10 employees meeting to exchange information about various companies' policies on wages and hours.
The principal by-product of the norming stage of team development is _____.
group cohesiveness Group cohesiveness, a "we feeling" binding group members together, is the principal by-product of stage 3, norming.
Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____.
groupthink Among the symptoms of groupthink is the illusion of unanimity and peer pressure. The illusion of unanimity is another way of saying that silence by a member is interpreted as consent. But if people do disagree, peer pressure leads other members to question the loyalty of the dissenters.
Genji sat through the meeting feeling convinced her team was misinterpreting recent marketing research, but she didn't say anything. The team leader, Peter, was her close friend, and she didn't want to disrupt the team since Peter perceived himself as very knowledgeable. Genji's team appears to be experiencing _____.
groupthink Groupthink is a cohesive group's blind unwillingness to consider alternatives. Here, team members are friendly and tight-knit, but they are unable to think "outside the box."
When members of a group are friendly and tight-knit, but unable to disagree enough to properly appraise alternatives, they are said to be experiencing _____.
groupthink Groupthink is a cohesive group's blind unwillingness to consider alternatives. In this phenomenon, group or team members are friendly and tight-knit, but they are unable to think "outside the box."
Levi led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Levi should _____.
have an awards ceremony In the final stage, adjourning, members prepare for disbandment. Having worked so hard to get along and get something done, many members feel a compelling sense of loss. The leader can help ease the transition by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies, graduations, or mock funerals can provide the needed punctuation at the end of a significant teamwork project.
Since hard feelings about group leadership and assignments had passed, Robin's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by _____.
helping the team identify group goals and values In the third stage, norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. In the norming stage the leader should emphasize unity and help identify team goals and values.
Division of labor
in which the work is divided into particular tasks that are assigned to particular workers
Which of the following is a source of intergroup conflict in the workplace?
inconsistent goals or reward systems A source of intergroup conflict is inconsistent goals or reward systems, when people pursue different objectives.
Improvements to why teamwork is important
increased productivity increased speed reduced costs improved quality reduced destructive internal competition improved workplace cohesiveness
A group formed by people whose overriding purpose is getting together for friendship or a common interest
informal
In all but the worst weather, Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) _____.
informal group An informal group is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership. An informal group may be a collection of friends who hang out with one another, such as those who take coffee breaks together.
Formal groups
is a group established to do something productive for the organization and is headed by a leader
Informal groups
is a group formed by people seeking friendship and has no officially appoieamsnted leader, although a leader may emerge form the membership
Conflict
is a process in which one party perceives that its interests are being opposed or negatively affected by another party
Dysfunctional conflict
is conflict that hinders the organization's performance or threatens its interests
Team
is defined as 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
Personality conflict
is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles
Trust
is defined as reciprocal faith in others' intentions and behaviors
Group
is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
Programmed conflict
is designed to elicit different opinions without inciting people's personal feelings
Devil's advocacy
is the process of assigning someone to play the role of critic
Dialectic method
is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal
Task roles
keep the team on track and get the work done. Consists of behavior that concentrates on getting the team's tasks done; i.e. initiator, information seeker, opinion giver, elaborator, coordinator, evaluator, recorder
According to a 1970s study, work groups that experience too little conflict tend to experience which of the following?
lack of creativity apathy Too little conflict—indolence. Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers.
Work groups, departments, or organizations experiencing too little conflict tend to be plagued by: Answers: lack of creativity. lack of teamwork. political infighting. dissatisfaction. turnover.
lack of creativity. Response Feedback: Work groups, departments, or organizations experiencing too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.
the focus of a(n) _______ role is fostering constructive relationships among team members and keeping the team together as a cohesive whole
maintenance
Tension was apparent as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to lighten the mood. Chris was acting in a ______ role.
maintenance A maintenance role is behavior that fosters constructive relationships among team members. Examples include harmonizers, those who mediate conflict through reconciliation or humor.
Someone at a team meeting who says, "Let's hear from those who oppose this plan," is performing a ______ role.
maintenance A maintenance role is behavior that fosters constructive relationships among team members. Saying, "Let's hear from those who oppose this plan," is playing a maintenance role.
A ___________ role consists of behavior that fosters constructive relationships among team members
maintenance or relationship-oriented role
Group conflict can often be reduced by making decisions on the basis of _____ rather than: Answers: a consensus; authoritative approval. authoritative approval; striving for a consensus. majority approval; striving for a consensus. randomness; authoritative approval. authoritative approval; majority approval.
majority approval; striving for a consensus. Response Feedback: Group conflict sometimes can be reduced by making decisions on the basis of majority approval rather than striving for a consensus.
Which of the following is not a disadvantage of larger groups?
more division of labor Because people are less able to see the worth of their individual contributions in large teams, they show less commitment and satisfaction and more turnover and absenteeism.
In Jack's work group, members are beginning to develop close interpersonal relationships that have led to an emerging sense of unity and harmony within the team. This is an example of the activities that will occur during the __________ stage of group development.
norming For individuals, the main issue is "What do the others expect me to do?" For the group, the issue is "Can we agree on roles and work as a team?" Note, then, that the group may now evolve into a team. Teams set guidelines related to what members will do together and how they will do it. The teams consider such matters as attendance at meetings, being late, and missing assignments as well as how members treat one another.
The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.
norming In the norming stage, teams set guidelines related to what members will do together and how they will do it. The teams consider such matters as attendance at meetings, being late, and missing assignments as well as how members treat one another.
Which of the following are potential methods to build trust in your team members?
offer support show respect show predictability
Maintenance role
or relationship-oriented role, consists of behavior that fosters constructive relationships among team members
Maintenance Roles: Keeping the Team Together
or relationship-oriented role, consists of behavior that fosters constructive relationships among team members. Maintenance roles focus on keeping team members. If someone at a team meeting says, "Let's hear from those who oppose this plan," he or she is playing a maintenance role. Examples are encouragers, who foster group solidarity by praising various viewpoints; standard setters, who evaluate the quality of group processes; harmonizers, who mediate conflict through reconciliation or humor; and compromisers, who help resolve conflict by meeting others "halfway."
Task role
or task-oriented role, consists of behavior that concentrates on getting the team's tasks done
During the _________ stage in group and team development, members concentrate on solving problems and completing the assigned tasks.
performing members concentrate on solving problems and completing the assigned task. For individuals, the question here is "How can I best perform my role?" For the group/team, the issue is "Can we do the job properly?" During this stage, the leader should allow members the empowerment they need to work on tasks.
Which of the following are considered conflict triggers?
personality conflicts multicultural conflicts intergroup conflicts (1) between personalities, (2) between groups, (3) between cultures, and (4) between work and family responsibilities.
________ conflict is designed to elicit different opinions without inciting people's personal feelings
programmed
Jonathan's team has to decide whether or not to pursue a new business opportunity in Japan. He split the team into opposing sides and has them engage in role-playing to help them consider the decision from multiple perspectives. This is an example of ______________ conflict.
programmed Designed to elicit different opinions without inciting people's personal feelings
Conflict that raises different opinions regardless of the personal feelings of the managers is called _____ conflict. Answers: personality dysfunctional contact cross-cultural programmed
programmed Response Feedback: Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.
A _________ team is a team that works to address a particular problem or specific task. Team members can come from the same or different departments.
project
A _______ team is a team that works to address a particular problem or specific task. Team members can come from the same or different departments.
project If you have ever completed a team project for a class, you have been part of a project team. Project teams at work are assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products. Members can meet just once or work together for many years, depending on the nature of the assignment, and they may meet virtually or face to face. They can come from the same or different departments or functional areas, and while serving on the project team, they continue to fulfill their primary responsibilities.
Cross-functional team
project teams; which is staffed with specialists pursing a common objective
groups often develop through ____________, or a process of alternating periods of stable functioning and dramatic change in norms, roles, and/or objectives caused by an event
punctuated equilibrium
Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves.
roles Roles are socially determined expectations of how individuals should behave in a specific position. Members develop them based on expectations of the team, the organization, and themselves.
Terry was part of an 18-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request, but had never actually helped with anything. This is likely an example of _____.
social loafing The larger the size of the team, the more likely performance is to drop, owing to the phenomenon known as social loafing, the tendency of people to exert less effort when working in groups than when working alone.
Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a senior marketing manager, seems to resist his direction and tries to influence team members to go in another direction. The source of conflict in this case may be _____.
status differences A source of intergroup conflict is status differences, when there are inconsistencies in power and influence. It can happen that people who are lower in status according to the organizational chart actually have disproportionate power over those theoretically above them, which can lead to conflicts.
In Michelle's group, individual members are beginning to assert their personalities and the group is beginning to experience interpersonal conflict among its members. Michelle's group is entering the _________ stage of group development.
storming
The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.
storming The storming stage is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure.
Depak's team was not making much progress on defining a new production process. Nicole was being very uncooperative. She did not agree with Depak's direction, and had not completed her tasks. This team is in what stage of group development?
storming The storming stage is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subtle forms of rebellion, like procrastination, occur. Groups can stall here when power politics erupt into open rebellion.
A team in the middle of the __________ stage of team development experiences individual conflicts and the emergence of individual personalities within the group.
storming you as an individual, the question is "What's my role here?" For the group, the issue is "Why are we fighting over who's in charge and who does what?" This stage may be of short duration or painfully long, depending on the goal clarity and the commitment and maturity of the members.
A(n) _____ role consists of behavior that concentrates on getting the team's work done.
task
Jamal points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. He is performing a ______ role.
task A task role, or task-oriented role, consists of behavior that concentrates on getting the team's tasks done. Task roles keep the team on track. If you say in a team meeting, "What is the real issue here? We don't seem to be getting anywhere," you are performing a task role.
Which of the following apply to a project team?
task or problem oriented can meet just once or for many years can meet virtually or face to face
Team roles are of two types: _____ and _____________.
task; maintenance
Benita, Sanjay, Brian, and Sonja are studying the sales figures for the automobile industry in the last six months and will then recommend strategy adjustments for the auto manufacturing facility they work at. These four people are an example of a _____________.
team 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 An example of a team is a collection of 2-10 employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their own company.
Norms tend to be enforced by _____ ________ to help the group survive, to clarify role expectations, to help individuals avoid embarrassing situations, and to emphasize and identify the group's important values.
team members
Adjourning
the fifth stage of group and team development; members prepare for disbandment
Forming
the first stage of group and team development; is the process of getting oriented and getting acquainted
Performing
the fourth stage of group and team development; members concentrate on solving problems and completing the assigned task
Storming
the second stage of group and team development; is characterized by the emergence of individual personalities and roles and conflicts within the group
Cohesiveness
the tendency of a group or team to stick together
Social loafing
the tendency of people to exert less effort when working in groups than when working alone
Norming
the third stage of group and team development; conflicts are resolved, close relationships develop, and unity and harmony emerge
Which of the following are true statements about norms?
they are typically unwritten exert a powerful influence on group behavior they are general rules of behavior
Reciprocal faith in others' intentions and behaviors is known as __________.
trust
Which of the following is a disadvantage of smaller groups?
unfair work distribution Small teams have some disadvantages: fewer resources, possibly less innovation, and unfair work distribution.
Which of the following is a manifestation of excessive conflict in the workplace?
violence and workplace aggression Workplace aggression and violence are manifestations of excessive conflict.
A _________ team consists of members who interact by computer network to collaborate on projects.
virtual
Cooperating
when their efforts are systematically integrated to achieve a collective objective
Functional conflict
which benefits the main purposes of the organization and serves its interests
Continuous improvement teams
which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems
An integrative negotiation involves a _____ strategy. Answers: win-lose zero-sum win-win fixed-pie regressive
win-win Response Feedback: Integrative negotiation calls for a progressive win-win strategy.