chapter 13 exam
________ is defined as reciprocal faith in others' intentions and behaviors. Cohesiveness Fairness Unity Trust Cooperation
Trust Trust is defined as reciprocal faith in others' intentions and behaviors. The word reciprocal emphasizes the give-and-take aspect of trust. That is, we tend to give what we get: trust begets trust; distrust begets distrust.
Groups that make it through storming generally do so because _____. someone wins the political battle and dominates the group a respected member other than the leader challenges the group to resolve power struggles the work gets done the focus generally is on social loafing they develop groupthink
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.
Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____. groupthink social loafing storming devil's advocacy norming
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.
When Cisco Systems told executives they would gain or lose 30% of their bonuses based on how well they worked with peers, and in three years had record profits, it _____. reduced costs increased speed increased productivity improved workplace cohesiveness reduced destructive internal competition
improved workplace cohesiveness When Cisco Systems told executives they would gain or lose 30% of their bonuses based on how well they worked with peers and in three years had record profits, it improved workplace cohesiveness.
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) _____. virtual team self-managed team informal group formal group continuous improvement team
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.
Administrative oversight given to self-managed teams does not typically include _____. scheduling work initiating change planning staffing monitoring performance
initiating change Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing.
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. social maintenance production task relational
maintenance A maintenance role is behavior that fosters constructive relationships among team members. Examples include harmonizers, those who mediate conflict through reconciliation or humor.
Which of the following is not a disadvantage of larger groups? less satisfaction more division of labor more absenteeism less commitment more turnover
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.
Dysfunctional conflict is sometimes called ______ conflict. aggressive irregular negative apathetic destructive
negative From the standpoint of the organization, dysfunctional conflict is conflict that hinders the organization's performance or threatens its interests. As a manager, you need to do what you can to remove dysfunctional conflict, sometimes called negative conflict.
During the performing stage of team development, the group answers the question _____ "Why are we fighting?" "Can we agree on roles and work as a team?" "Who's in charge?" "Can we do the job properly?" "Why are we here?"
"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's my role here?" "What do the others expect me to do?" "How do I fit in here?" "How can I best perform my role?" "What's next?"
"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?"
____________ is 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. Avoiding Forcing or dominating Compromising Accommodating Problem solving
Forcing or dominating Forcing or dominating is 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. It gets results quickly when there is a need for speed, but in the end it doesn't resolve personal conflict—if anything, it aggravates it by breeding hurt feelings and resentment.
Which of the following is an advantage of larger groups? more effective interaction less social loafing greater boldness higher morale ability to take advantage of division of labor and more resources
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.
During the forming stage, the leader should _____. establish permanent control encourage disagreement work through team conflicts allow people to socialize and become acquainted empower team members
allow people to socialize and become acquainted During the forming stage, leaders should allow time for people to become acquainted and to socialize.
When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? compromising collaborating accommodating avoiding forcing
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.
All except which one of the following helps to build trust on a team? be unpredictable be available and coachable be candid about limitations be impartial delegate and listen
be unpredictable According to Table 13.4: 1. Communicate truthfully. Be candid about problems and limitations (including your own), explain decisions, and provide accurate feedback. 2. Offer support—by being available. Be approachable; provide help, coaching, and support members' ideas. 3. Show respect—by delegating and listening. Respect members' decision making by delegating authority and actively listening. 4. Show fairness—by giving credit and being impartial. Give recognition when deserved, be objective when evaluating performance. 5. Show predictability—by keeping promises, both expressed and implied.
Which of the following is an advantage of smaller groups? fewer distractions better interaction, morale, and coordination more creativity and innovation more formalized team leadership more division of labor
better interaction, morale, and coordination Smaller groups have two advantages: better interaction and better morale.
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 _____. ambiguous jurisdictions communication failure clash of personality, values, and attitudes lack of trust inconsistent goals
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. compromising accommodating avoiding forcing collaborating
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.
A team composed of people from different departments who are pursuing a common objective is called a _____. workforce virtual team problem-solving team cross-functional team quality circle
cross-functional team On a cross-functional team, members are composed of people from different departments, such as sales and production, all of whom are pursuing a common objective.
When using a self-managed team, a manager should _____. delegate administrative oversight of activities such as planning and scheduling offer lucrative individual bonuses provide elaborate retreats for team discussions allow members to fire their team members control the team's staffing and scheduling
delegate administrative oversight of activities such as planning and scheduling Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing.
Luis, Grayson, and Tom met once a week for three months to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a _____. problem-solving team top management team continuous improvement team virtual team cross-functional team
problem-solving team On a problem-solving team, knowledgeable workers meet as a temporary team to solve a specific problem and then disband.
A data processing group is an example of a(n) _____. action team production team routine team project team advice team
production team Production teams are responsible for performing day-to-day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews.
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. norming forming performing storming adjourning
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.
Who are typical members of continuous improvement teams? managers and agents representing competitors managers and outside suppliers contractors and vendors customers and suppliers volunteers or workers and supervisors
volunteers or workers and supervisors Continuous improvement teams are a type of advice team that consists of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.
