MGT Chap 15
c
A task force submits its final report on the project that they had been working on before disbanding. At which stage is the group operating? Forming Storming Adjourning Norming Performing
b
All teams are groups, and all groups are teams. True False
b
As group cohesiveness increases, the extent of group members' participation within the group decreases. True False
b
At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies. In this case, Jamie is expected to conform to his _____. groupthink group role synergy stereotype task interdependence
b
Diversity is discouraged in top-management teams as it aids groupthinking. True False
d
Environment conscious members of an organization have taken up an initiative to reduce the number of styrofoam cups and paper used by the company. They organize meetings by themselves on weekly basis where they discuss methods of making their company more eco-friendly. The members, in this case, constitute a(n) _____. virtual group formal group command group interest group friendship group
b
Formal groups are formed when members feel that creating such a group will help them achieve their own goals or meet their own needs. True False
a
Formal work groups are cross-functional teams composed of members from different departments. True False
b
Group identity and healthy competition is a consequence of group cohesiveness. True False
a
High levels of cohesiveness can cause group members to be extremely focused on group goal accomplishment even if it may jeopardize organizational performance. True False
e
Informal groups composed of employees who enjoy one another's company and socialize with one another are called: command groups. virtual teams. interest groups. task forces. friendship groups.
d
Motivation in groups with _____ will be highest when managers reward group members based on individual performance. serial interdependence sequential interdependence progressive interdependance pooled interdependence reciprocal interdependence
b
Self-managed work teams are characterized by higher costs. True False
a
Shared rules of conduct that most group members follow are known as group norms. True False
c
Task forces that are relatively permanent are referred to as: interest groups. informal groups. standing committees. virtual groups. working committees.
a
Teams that are empowered and have the autonomy to complete an identifiable piece of work are known as self-managed teams. True False
a
The CEO of ABC Company forms a top-management team to develop the strategic marketing plan for the organization and selects members who possess different expertise, skills, knowledge, and experience. The team, in this case, has been created with emphasis mainly on _____. diversity individualism groupthink social loafing autocracy
a
The degree to which members of a group are attracted to or loyal to the group is called group cohesiveness. True False
e
The degree to which the members of the group are attracted to membership in the group is known as: groupthink. group deviance. pooled task interdependence. division of labor. group cohesiveness.
c
The higher the cohesiveness of a group, the higher the _____ in the group. level of deviance level of social loafing level of participation level of individualism emphasis on individual goals
b
The tendency of individuals to put in extra effort when they work in groups than when they work alone is called social loafing. True False
b
To promote innovation, the manager should closely direct or supervise the activities of the team members. True False
d
When developing groups, it is highly unlikely that the members of a group will come to common understandings immediately. There will almost always be disagreements and a conflict of ideas. This stage of group development is called _____. forming norming performing storming adjourning
b
When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities. This is called _____. social loafing role making synergy social inertia role homogeneity
b
When top managers design an organization's structure and establish a chain of command, they are essentially creating ad hoc committees. True False
b
Which of the following factors increase(s) group cohesiveness? Significantly large group size Effectively managed diversity Elimination of competition among groups Low level of participation within groups Lack of success and poor performances by teams
d
Which of the following is a consequence of group cohesiveness? Effectively managed diversity Group identity and healthy competition Group size Level of conformity to group norms Success
d
Which of the following is true about the members of a large group when compared to those of a small group? Members interact more with each other in larger groups. Members of large groups tend to be more motivated. Members of large groups find it easier to share information with one another. Members of large groups have more resources at their disposal. Members of large groups tend to be more committed.
c
Which of the following should managers ensure in order to take advantage of the potential for synergy? Create groups where the members have identical personalities Be strongly directive with the group Appoint members with complementary skills and knowledge Avoid empowerment Reward individual performances instead of the group as a whole
c
Which of the following statements is true of group cohesiveness? As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to decrease. Low levels of cohesiveness can be increased by reducing or eliminating competition among groups. When group cohesiveness is low, group members do not find their group particularly appealing and have little desire to retain their group membership. If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups. As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases within a group.
e
Which of the following statements is true of group cohesiveness? To promote cohesiveness in groups, managers should form groups that are significantly large in size. If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups. Decreasing levels of group cohesiveness result in little deviance in groups. As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases within a group. As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to increase.
a
Which of the following statements is true of social loafing? Clearly communicating to group members why each person's contributions are valuable to the group is an effective means by which managers and group members can reduce social loafing. Rewarding group contributions reduces social loafing. Ensuring a large group size reduces social loafing. One way that managers can effectively eliminate social loafing is by making group contributions identifiable so that group members perceive that low and high levels of group effort will be noticed. One way that managers can effectively eliminate social loafing is by forming groups with significantly higher number of members compared to the actual number of members needed to accomplish group goals.
e
Work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization are referred to as: informal groups. interest groups. command groups. top management teams. self-managed work teams.
e
_____ exists when group members make separate, independent contributions to group performance. Sequential task interdependence Total task dependence Reciprocal task interdependence Simultaneous task interdependence Pooled task interdependence
