CH. 7 Review (entire chapter)
* For teams to be effective, attitude is at least as important as aptitude. (p. 200) A) True; attitude is at least as important B) False; attitude is NOT as important at all
A
________________ goals require ________________________ effort from all team members. (p. 206) A) Team, independent B) Independent, team C) Interdependent, cooperative D) Cooperative, interdependent
D
*Teams establish an identity, a oneness, when they speak in terms of what? (p. 211) A) "we" B) "our" C) "us" D) "he/her/they" E) All except D
E
*Team leaders play an important role in ___________ that systematic procedures are _________________ for the team. (p. 224)
assuring, established
*The essence of all teams is _________________ __________________________. (p. 197)
collaborative interdependence
Team communication is _________________ to its effectiveness, and high-performing team members typically exhibit _____________ communication skills. (p. 204)
critical, superior
Corresponding bad behavior that easily flows from bad attitudes _______________ the teams ____________ even further. (p. 201)
diminishes, process
*One key to successful teams resides in _____________________________. (p. 196)
the communication competence of members
Because even a single member can destroy a system, the __________________________ in the chain may have to be _____________ if it prevents the team from being effective. (p. 202)
"weakest link", removed
A common _______________________ - a consistent thread that runs through the stories told by departmental members - is the ______________ to survive and thrive among many much larger departments with far greater clout. (p. 209)
*fantasy theme, challenge
Ernest Bormann developed what he termed ___________________________________ theory. Moving beyond an analysis of the individual, Bormann focused on how people communicating with each other develop and share stories that create a ________________________ a group identity that is larger and more coherent that the isolated experiences of individuals group members. (p. 209)
*symbolic convergence, "convergence"
*Cynicism is... (p. 201) A) the attitude that most destroys teamswork and team effectivess. B) the behavior that most destroys teamswork and team effectivess C) the action that most destroys teamswork and team effectivess D) the practice that most destroys teamswork and team effectivess E) none of the above
A
*Effective team leaders work with team members to develop supportive rules. (p. 223) A) True; work with team members B) False; work with individual members
A
*Hierarchy in tradition organizations is the enemy of empowerment. (p. 216) A) True B) False
A
*Meaningfulness is a team's... (p. 214) A) perception that its tasks are important, valuable, and worthwhile B) impression that its tasks are important, valuable, and worthwhile C) feeling that its tasks are important, valuable, and worthwhile D) judgement that its tasks are important, valuable, and worthwhile
A
*One of the responsibilities of a team leader is to make determinations regarding role designations. (p. 214) A) True B) False
A
*Research clearly shows that _________________ goals enhance team performance, while pursuing individual goals within a team structure diminishes team performances. (p. 208) A) cooperative B) clear C) Both A and B D) Neither A nor B
A
*There are several guidelines for managing membership diversity in teams. The fifth one being... (p. 204) A) Keep communication open. Solicit feedback on the decision-making process so that if problems arise, they can be addressed immediately. B) Keep communication closed. Solicit feedback on the decision-making process only when absolutely necessary. If problems arise, they can be addressed later. C) Keep communication open. Soliciting feedback on the decision-making process too much can be problematic for the team. If problems arise, it is best to leave them alone to naturally sort themsevles out. D) Keep communication open. Solicit feedback on the decision-making process so that if problems arise, they can be addressed later.
A
*There are several guidelines for managing membership diversity in teams. The second one being... (p. 204) A) Choose team members for their complementary skills and knowledge but also for their similarity of attitude. Regardless of cultural background, there is no place for egocentrism or cynicism on teams. B) Choose team members for their similar skills and knowledge but also for their complementary attitudes. Regardless of cultural background, there is no place for egocentrism or cynicism on teams. C) Choose team members for their differing skills and knowledge but also for their variations of attitude. Regardless of cultural background, there is no place for identical members on teams. D) Choose team members for their complementary skills and knowledge but also for their similarity of attitude. Regardless of cultural background, there is always a place for egocentrism or cynicism on teams.
A
*Training, however, must be an integral part of team equation for success. (p. 204) A) True; Training must be integral B) False; Teamwork must be integral
A
*What you want in a team member is the communication of an optimistic, can-do attitude, not a cynical can't-do attitude. (p. 201) A) True; you want an optimistic not a cynic B) False; you want is CAUTIOUS optimistic not a COMPLETE cynic
A
A key element of team building is structuring team ____________________. (p. 214) A) empowerment B) cooperation C) competence D) determination E) all the above
A
Accomplishing the mundane motivates no one. (p. 208) A) True; motives no one B) False; sometimes motivate no one
A
Attitude is contagious. (p. 201) A) True B) False
A
Autonomy is... (p. 214) A) the degree to which team members experience substantial freedom, independence, and discretion in their work B) the degree to which team members experience substantial ability, indeterdendence, and autonomy in their work C) the degree to which team members experience substantial restraint, collaboration, and discretion in their work D) the degree to which team members experience substantial happiness, love, and affection in their work
A
Each member of our department can relate additional stories that play on the fantasy theme, creating *fantasy chains - a string of connected stories that amplify the theme. (p. 210) A) True B) False
A
Egocentric leadership is sometimes referred to as ______________ leadership. (p. 222) A) *narcissistic B) conceited C) self-involved D) self-centered
A
Group members are the ______________ of any successful team. (p. 200) A) raw materials B) glue C) building blocks D) ingredients
A
In some organizations, *ad hoc teams - teams that are assembled to solve an _______________ problem, then dissolved once the solution has been implemented - are ______________. (p. 217) A) immediate, sufficient B) immediate, insufficient C) obscure, insufficient D) obscure, sufficient
A
Knowledgable and highly skilled team members who communicate cynicism may need to be removed. Team members with only average skills and knowledge but who have optimistic, contagious attitudes are far more valuable. (p. 202) A) True B) False
A
Language that exhibits power difference should be ____________. (p. 212) A) Avoided B) Encouraged C) Used D) Annialated
A
Maximum utilization of team resources requires all members, not just the leader, to think for themselves. That's how group potency is fostered. (p. 222) A) True B) Fasle
A
Most small groups that we join require a limited time commitment and few resources to function. (p. 199) A) True; most small groups... B) False; FEW small groups
A
Quality circles proved to be a half-hearted attempt to empower workers. (p. 216) A) True B) False
A
Team leaders are teachers and facilitators - skill builders. (p. 221) A) True B) False
A
Team members have a sense of cohesiveness and oneness that exceeds the typical, standard, small group. (p. 199) A) True B) False
A
Team members should be _________ to team goals? (p. 206) A) committed B) interdependent C) united D) loyal E) All the above
A
Teams, however, often require substantial resources and ________________ time commitments. (p. 199) A) long-term B) short-term
A
Those who have limited experience may compensate by demonstrating a strong problem-solving aptitude. (p. 203) A) True B) False
A
With amazing consistency, team members acknowledge the unease that comes with trying to achieve an ambiguous goal. Ambiguous goals, such as "do our best" or "make improvements," offer no clear directions. (p. 206) A) True; ambiguous goals offer no clear directions B) False; ambiguous goals offer clear directions
A
___________________________ and ________________________________ are the core competencies that move a team toward its objective. (p. 203) A) Experience, problem-solving ability B) Team member skills, a positive attitude C) Number of members, ability to work together D) Communication competence, group cohesiveness
A
*One key way to create cohesiveness is to have team members share in setting goals for the team. (p. 209) A) True; create cohesiveness B) False; create commitment
B
*Team ________________ is a core component of teamwork. (p. 221) A) incapacity B) leadership C) collaboration D) None of the above
B
*Team embody a central theme of this text - that ______________________ in groups has distinct advantages that should be pursued. (p. 200) A) communication competence B) cooperation C) cohesiveness D) teamwork E) All the above
B
*There are four dimensions of empowerment. What are they? (p. 214) A) cooperation, competence, assistance, determination B) potency, meaningfulness, autonomy, and impact C) Earth, wind, fire, air D) interdependence, teamwork, communication, consistency
B
*There are several guidelines for managing membership diversity in teams. The first one being... (p. 204) A) Accept similarities as an advantage, not a disadvantage, for the team. With greater acceptance can come greater rewards. B) Accept diversity as an advantage, not a disadvantage, for the team. With greater challenge can come greater rewards. C) Accept diversity as an advantage, not a disadvantage, for the team. With less challenge can come better rewards. D) Don't accept diversity as an advantage. With less challenge can come better rewards.
B
A _______________________________, a specific kind of cooperative goal that overrides differences that members may have because it supersedes When less important competitive goals, is particularly effective for developing teamwork. (p. 208) A) interdependent goal B) *superordinate goal C) collective D) independent
B
A member's personality trait, such as conscientiousness, extroversion, agreeableness, and so forth, has solid evidence of contributing significantly to team success. (p. 200) A) True; there is solid evidence B) False; there is NO solid evidence
B
As self-managing teams manifest ______________, group potency _____________ further reinforcing members' desire to continue with the team. (p. 217) A) success, decreases B) success, increases C) failures, decreases D) failures, increases
B
Every team that fails to meet its goals is a pseudo-team. (p. 200) A) True; every failing team is a pseudo-team B) False; NOT every teams that fails to meet its goals is a pseudo-team
B
In traditional organizational hierarchies, decision-making power flows from top down to the bottom of a pyramid, and influence from those at the bottom on those at the top levels is difficult. What is the order of the hierarchy pyramid (1 being the top; 8 being the bottom)? (p. 215) A) 1. President, 2. Vice President, 3. Board, 4. Area Deans, 5. Middle Managers, 6. Program Directors, 7. Faculty, 8. Supporting Staff B) 1. Board, 2. President, 3. Vice President, 4. Area Deans, 5. Middle Managers, 6. Program Directors, 7. Faculty, 8. Supporting Staff C) 1. President, 2. Vice President, 3. Area Deans, 4. Board, 5. Program Directors, 6. Middle Managers, 7. Faculty, 8. Supporting Staff D) 1. Board, 2. President, 3. Vice President, 4. Program Directors, 5. Area Deans, 6. Middle managers, 7. Faculty, 8. Supporting Staff
B
Self-managing work teams refuse empowerment. (p. 216) A) True; refuse empowerment B) False; embrace empowerment
B
Supportive rules should emerge from individual discussion during the initial meeting of the team. (p. 223) A) True; individual discussion B) False; team discussion
B
Team leaders _______ act like bosses or supervisors if they hope to be effective. (p. 221) A) always B) don't C) rarely D) sometimes
B
Teams typically have a stronger group ________________ than standard groups. (p. 199) A) cohesiveness B) identity C) skills D) members
B
We-oriented team members typically are __________ inclined than egocentric members to improve their own performance and to enhance other members' performance. (p. 201) A) less B) more C) as
B
*A team requires ______________________, not _____________, skills. (p. 198) A) identical, complementary B) different, same C) complementary, identical D) same, different
C
*All teams are ___________, but not all groups are __________. (p. 196) A) teams, groups B) successful, failures C) groups, teams D) failures, successful
C
*Effective team leaders also __________ their egos to encourage a cooperative climate. (p. 222) A) censor B) encourage C) suppress D) facilitate
C
*There are several guidelines for managing membership diversity in teams. The third one being... (p. 204) A) Choose a leader to transcend goals to bridge differences. B) Choose a superordinate, transcending skills to bridge differences. C) Choose a superordinate, transcending goal to bridge differences. D) Choose a leader to transcend skills to bridge differences.
C
*Unlike most ______________ small groups in which roles emerge from the transactions of members, teams usually require a _________ designation of roles. (p. 212) A) formal, informal B) regulated, unfixed C) informal, formal D)unfixed, regulated
C
Assembling the optimum combination fo individuals is the starting point for team building. "Among the top predictors of a team's effectiveness are the qualities of the individuals who make up the team..." What are included in these qualities? (p. 200) A) the attitudes they display and personalities, the behaviors they engage in B)the skills and competencies they possess, the personalities they display, the behaviors they engage in C) the skills and competencies they possess, the attitudes they display, the behaviors they engage in D) the skills and competencies they possess, the behaviors they engage in, the agreeableness and conscientiousness they display
C
Definitional discussions should identify what is and is not included in the teams' charge. The *charge is the _____________________, such as to gather information, to analyze a problem and make recommendations, to make decisions and implement them, or to tackle a specific project from inception to completion. (p. 206) A) purpose of the team B) aspirations of the team C) task of the team D) function of the team
C
Impact is ______________________________________ , typically the team's organization, to the work produced by the team. (p. 215) A) the degree of significance given by those inside of the team B) the degree of significance given by those leading the team C) the degree of significance given by those outside of the team D) the degree of significance given by those central to the team
C
Team accountability diffuses the blame for failure and spreads the praise for success. Team building, however, also requires _______________ accountability , which establishes a minimum standard of effort and performance for each team member to share the fruits of team success. (p. 220) A) group B) common C) *individual D) sole
C
Team talk is another strategy for creating a team ___________ and __________________. (p. 211) A) Cooperation, Identity B) Identity, Collaboration C) Identity, Cohesiveness D) Cohesiveness, Cooperation
C
Teams have a higher level of ___________________, team members have more _________ skills, there is a ___________ group identity in teams, and teams usually require ___________ allocation of time and resources than what is found in most conventional small groups. (p. 224) A) collaboration, similar, weaker, less B) cooperation, similar, stronger, a little more C) cooperation, diverse, stronger, greater D) collaboration, diverse, weaker, greater
C
The concept of *empowerment is the..... (p. 214) A) process of defending the capabilities and influence of individuals and groups B) process of discouraging the capabilities and influence of individuals and groups C) process of enhancing the capabilities and influence of individuals and groups D) process of applying the capabilities and influence of individuals and groups
C
Those who communicate egocentrically reveal the _____________ attitude that promotes _________________________________ team cohesiveness. (p. 201) A) "We-first", team cohesion and strengthens B) "We-first", team union but weakens C) "Me-first", team friction and weakens D) "Me-first, team agitation but strengthens
C
With diversity comes a rich array of different, complementary skills and knowledge with the potential for great decision-making and problem-solving ______________. (p. 203) A) skills B) arrangements C) creativity D) competence E) All the above
C
________________ is a key element of communication competence. (p. 209) A) Cooperation B) Cohesiveness C) Commitment D) Creativity E) Both A and C
C
*A team must have ________ group function covered by a qualified member playing a specific role so there is little or no duplication of effort. (p. 212) A) some B) no C) most D) every E) none of the above
D
*Group potency is the... (p. 214) A) independent beliefs among team members that they can be effective as a team. B) cooperative belief among team members that they can be effective as a team. C) most important belief among team members that they can be effective as a team. D) shared belief among team members that they can be effective as a team.
D
*There are several guidelines for managing membership diversity in teams. The fourth one being... (p. 204) A) Be welcome of cultural bias. The American way of doing things is always the best way. B) Be respectful of all team members and avoid cultural bias. The American way of doing things is usually the best way. Sometimes experimental and try different approaches help the team. C) Try to be respectful of most team members and try to avoid cultural bias. The American way of doing things is usually the best way. Too much experimental and different approaches only harmful. D) Be respectful of all team members and avoid cultural bias. The American way of doing things is not always the best way. Be experimental and try different approaches.
D
*What is a basic way the rewards can be distributed in group? (p. 219) A) winner-take-all (based on individual merit) B) Equitable distribution (proportional) C) Equal distribution D) All the above E) None of the above
D
According to the textbook (with verbal/nonverbal abuse), bad behavior includes... (p. 202) A) physical assaults, sexual assaults, abuse of power, and shaming others B) running, yelling, screaming, and crying C) spreading inappropriate rumors, shunning others, verbal abuse, and shots at others' character D) spreading malicious rumors, refusing to work together, inappropriate joking, and throwing objects
D
All of the following are typical characteristics of an empowered team EXCEPT... (p. 220) A) Teams set their own goals and rules. B) Teams usually design their own work space. C) Team members don't ask for permissions from the team leader to take risks or make changes, but negotiate with the teams and strive for consensus. D) Decision making is typically confined, and leadership is overbearing. E) Team members are trained to communicate collaboratively and supportively.
D
Everyone becomes a team member, not a member of a power structure. Team goals should be _____________________________ to team goals? (p. 206) A) clear B) cooperative C) challenging D) All of the above E) Both A and C
D
Increasingly, teams are composed of members from __________ cultures, especially in ___________ teams. (p. 203) A) similar, virtual B) identical, standard C) differing, standard D) diverse, virtual
D
Small groups may not have uniforms, markings, or anything else that might identify them as a group. Teams, however, are almost __________________________________. (p. 199) A) never easily identified B) sometimes easily identified C) rarely easily identified D) always easily identified
D
Team members often lack ______________. (p. 204) A) group cohesiveness B) skills C) leadership experience D) communication competence E) Both A and B
D
*Pseudo-teams give the _________________ of being teams and of engaging in teamwork without exhibiting the substance of teams. (p. 200) A) absence B) illusion C) definition D) exhibition E) appearance
E
*There are four primary impediments to team empowerment. All of these impediments are true and listed in the textbook EXCEPT... (p. 217-19) A) organization can sabotage their own teams. B) not everyone embraces empowered teams. C) when participation in decision making is a sham, empowerment is thwarted. D) when rewards are distributed based on individual effort or ability, not team success, empowerment is impeded. E) when one member exemplifies a greater skill or ability than the rest, empowerment is impeded.
E
...are not usually teams because members may simply represent diverse factions at odds with each other. (p. 199) A) Boards of directors B) student and faculty senates C) class discussion groups D) task forces and standing committees E) All the above
E
Another way to develop team identity is by creating *"solidarity symbols." What is an example of a solidarity symbol? (p. 210) A) Team name B) logo C) Uniform or style of dress D) Both A and B E) All the above
E
Encouraging what empowers members? (p. 222) A) skill building B) delegating meaningful responsibility C) sharing decision making D) sharing problem solving E) All the above
E
Members do what to make every team member optimally effective? (p. 208) A) share information B) offer advice C) share rewards D) apply their abilities E) All the above
E
__________ performance monitoring in which all team members take ___________________ for catching errors provides descriptive feedback to team members with the emphasis on improvement, not blaming or tearing down someone. (p. 220)
Mutual, responsibility
Finding the ______________________ team member for each vital role permits full ______________ of the teams' resources. (p. 213)
appropriate, utilization
Small groups usually ___________ from acting ___________ teamlike. (p. 200)
benefit, more
*The primary purpose of this chapter is to explore how to _________ and ___________ a wide variety of effective teams. (p. 196)
build, sustain
An effective team leader is a competent ___________________ capable of using supportive communication and avoiding ____________________ communication patterns with team members. (p. 223)
communicator, defensive
You don't want *role ambiguity that produces _____________ and ________________ when team members are unsure of the parts they are expected to play. (p. 212)
confusion, duplication
*A situation (such as military combat) may require _________ leadership, but the general leadership patter for most teams should be _________________. (p. 222)
directive, participative
Self-regulating teams that complete an __________ task are called *self-______________ work teams. This type of team emerged as a more effective alternative to quality circles. (p. 216)
entire, managing
Initial attempts involved the __________________ of ____________ circles - teams composed of employees who volunteered to work on a specific task and attempted to solve a particular problem. (p. 216)
establishment, *quality
*Individual accountability merely provides feedback that establishes a ________________ which no one should drop, not a ___________ that only a very few can reach. (p. 221)
floor below, ceiling
Those small groups that only ____________________ exhibit the several criteria included in the preceding definition are more ___________________ than actual teams. (p. 200)
half-heartedly, pseudo-teams
Teams typically manifest a _________ level of cooperation than standard _____________. (p. 196)
higher, groups
A team can determine that a goal has been clearly articulated when all members can identify ____________ they will know when the ____________ has been accomplished. (p. 206)
how, charge
*The principal candidates for expulsion from a team should be those who persistently display ____________________________________, especially if they show no interest in improving, and those with ________________________________________ attitudes that disrupt team relationships. (p. 202)
incompetent communication, egocentric and cynical
The need for effective teams _______________ as our society and world become ever more _______________. (p. 196)
increases, complex
The textbook defines *team as a small number of people with complementary skills who act as an ________________________ unit, are equally committed to a common mission, subscribe to a _________________ approach to accomplish that mission, and hold themselves accountable for team performance. (p. 199)
interdependent, cooperative
These stories, or fantasies, create a shared _____________ for group members. _______________ are the dramatic stories that provide a shared interpretation of events that bind group members and offer them a shared identity. (p. 209)
meaning, *Fantasies
*Effective team leaders create a climate in which making a ___________ is an expected part of ______________. (p. 222)
mistake, learning
* Teams usually consist of members with ________ diverse _________ than those found in standard groups. (p. 198)
more, skills
Cynics communicate ___________________ by predicting ________ and looking for someone or something to criticize, sapping the energy from the team with their negativity. (p. 201)
negativity, failure
The ___________ of goals should be ____________ to what can reasonably be accomplished within the specified time period. (p. 206)
number, limited
*The fantasy theme serves as a motivation to team members to strive for goals that are not merely ____________, but rather, ___________________. (p. 210)
ordinary, extraordinary
When a group faces a common _____________________ that jeopardizes its very existence, for example, survival becomes the superordinate goal that can galvanize members to pull together in a common _________. (p. 208)
predicament, cause
*The focus should be on _________________ all team members above the ________________ standards - ways above if possible - not looking for ways to designate failures. (p. 220)
raising, minimum
*Members need to feel that they are embarking on a __________ mission, with a common vision of how to translate the dream into a team _________________. (p. 208)
shared, achievement
Teams are.... (p. 196)
specialized groups
Setting __________________ goals is an important step in the team-building ______________. (p. 205
specific, process
With a cooperative goal, ____________ is determined by _____________________ pulling together to produce the best results for every member - no winner or losers. (p. 208)
success, everyone
Decision making and problem solving without a ______________ structured procedure will usually waste huge amounts of time in aimless and unfocused discussion while producing ________________ results. (p. 224)
systematic, negligible
Teams are ______________, so even a single member can ___________________ an entire team. (p. 201)
systems, demoralize
*Although the problem-solving potential of ___________________ is necessary of _______________________________, other elements are also required. (p. 203)
technical experience, team effectiveness
When members work mostly for __________________, attempting to advance individual agendas, the ______________ of a team, collaborative interdependence, is missing. (p. 197)
themselves, essence
