MGT 3370 Chapter 10
17. Group cohesion tends to be relatively strong at the _____ stage of team development. a. norming b. conforming c. forming d. informing e. storming
A
20. _____ 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. Bureaucratic immunity c. Administrative reciprocity d. Minority domination e. Self-designing A
A
24. _____ 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. Gainsharing b. Profit sharing c. Structural accommodation d. Skill-based pay e. Piecework
A
4. Teams should NOT be used when: a. there is no clear, engaging purpose. b. tasks require repeated interaction with others to complete. c. ample resources are available. d. tasks are complex. e. rewards can be provided for groups.
A
1.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. work crew b. work team c. crowd d. organization e. mob
B
12. _____ 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. Joint committees b. Project teams c. Traditional work groups d. Virtual teams e. Standing committees
B
14. _____ refers to the emotional reactions that can occur when disagreements become personal rather than professional. a. Cognitive conflict b. Affective conflict c. Behavioral conflict d. Normative conflict e. High cohesiveness
B
16. Which of the following typically happens during the storming stage of team development? a. Team members feel mutual accountability. b. Team members begin to work together, and different personalities and work styles clash. 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 engage in brainstorming.
B
3. _____ is one of the disadvantages associated with the use of work teams. a. Specializing b. Social loafing c. Outsourcing d. Storming behavior e. Stonewalling
B
7. In the autonomy continuum, the correct sequence, from low team autonomy to high team autonomy, is: a. self-designing teams, traditional work groups, employee involvement teams, semi-autonomous work groups, and self-managing teams. b. traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, and self-designing teams. c. traditional work groups, employee involvement teams, self-managing teams, semi-autonomous work groups, and self-designing teams. d. employer-mandated teams, traditional work groups, employee involvement teams, project teams, and self-managing teams. e. employee involvement teams, traditional work groups, semi-autonomous work groups, self-managing teams, and self-designing teams.
B
15. Which of the following types of conflicts is most strongly associated with improvements in team performance? a. Behavioral conflict b. Vertical conflict c. Cognitive conflict d. Affective conflict e. Horizontal conflict
B WRONG right answer is C
25. Which of the following statements about team compensation is generally true? a. Skill-based pay works best in relatively stable environments where employees can focus on improving productivity, cost savings, or quality. b. Gainsharing programs pay employees for learning additional skills or knowledge. c. Skill-based pay is more effective for self-directing teams performing complex tasks. d. Skill-based pay programs tend to be most effective when teams or team-based interventions, such as total quality management, are first introduced. 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.
C
6. A manager who wants to give his team the highest amount of autonomy should select _____. a. self-managing teams b. semi-autonomous work groups c. self-designing teams d. reciprocal work teams e. employee involvement teams
C
9. Self-managing teams are different from semi-autonomous work groups in that team members: a. are responsible for doing the work or executing the task, but they do not have direct responsibility or control over their work. b. 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. c. manage and control all of the major tasks directly related to production of a product or service without first getting approval from management. d. offer advice and suggestions to the management, they do not have the authority to make decisions. e. have partial authority to make decisions that are typically made by supervisors and managers because their managers still play an important role.
C
13. Which of the following statements regarding cohesiveness is true? a. Cohesive groups always perform better. b. Cohesive groups have trouble retaining their members. c. High group cohesiveness equates to low team motivation. d. Engaging in non-work activities as a team can help build cohesion. e. Cohesive groups engage in less cooperative behavior.
D
18. A team finally matures into a fully functioning team at the _____ stage of development. a. conforming b. de-norming c. de-storming d. performing e. norming
D
22. 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. group norms b. collectivism c. structural accommodation d. team diversity e. aggregated creativity
D
23. Which of the following statements about team training is true? a. Team leaders typically do not require training. b. The most common type of training provided is training in technical skills. c. The most common type of training provided is training in conceptual skills. d. Cross-training is less appropriate for teams of highly skilled workers. e. Organizations often overestimate the amount of training required to make teams effective.
D
5.The least amount of autonomy is found in ____. a. self-managing teams b. autonomous teams c. ad hoc committees d. traditional work groups e. semi-autonomous work groups
D
10. 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. Employee involvement groups b. Self-managing teams c. Traditional work groups d. Semi-autonomous work groups e. Self-designing teams
E
11. _____ 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. Semi-autonomous teams b. Self-managing teams c. Horizontally organized teams d. Ad hoc teams e. Virtual teams
E
19. In the stages of team development, a team first moves from growth to decline during the _____ stage. a. de-storming b. reforming c. storming d. de-forming e. de-norming
E
2. An advantage of _____ is that it broadens workers' skills and increases their capabilities while also making their work more varied and interesting. a. niche jobs b. job specialization c. job enlargement d. on-the-job training e. cross-training
E
21. Which of the following factors is necessary for stretch goals to effectively motivate teams? a. Administrative reciprocity b. Formalized rules and regulations c. Minority dominance d. Stonewalling e. Bureaucratic immunity
E
8. 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. traditional work group b. self-designing team c. employee involvement team d. conventional work team e. semi-autonomous work group
E