organizational behavior 6
1. XYZ Inc. staffs project teams with different people from different departments; the project teams are expected to work interdependently. This is an example of a. working as a team. b. working as a group. c. group norms. d. quality circles. e. forming.
a
11. A cross-functional team that emerges spontaneously for product development purposes is called a a. skunkworks. b. task force. c. committee. d. virtual team.
a
16. Janice was in a tough spot. She was trying to meet a deadline for her boss when the leader of her cross-functional team asked her to submit some work on the same day. She knew she could not meet both deadlines. In this case, Janice was experiencing a. role conflict. b. role reversal. c. role expectations. d. role ambiguity. e. role underload.
a
23. Adjusting one's own behaviour to align with the norms of the group is a. conformity. b. divergence. c. deviation. d. discrepancy. e. job satisfaction.
a
43. After which stage of a group's development has the group formed a common set of expectations of member behaviours? a. Norming b. Storming c. Forming d. Performing e. Planning
a
46. When group energy is focused on the task at hand, the group has moved to the a. performing stage. b. norming stage. c. storming stage. d. adjourning stage. e. operating stage.
a
51. For an OB team project, you have been assigned to a group of classmates to complete an assignment. According to the Punctuated-Equilibrium Model, teams tend to experience ________ about halfway between the first meeting and the assignment deadline. a. transition b. "mid-life crisis" c. stagnation d. reinforcement of the initial fixed course e. equilibrium.
a
60. For a team to perform effectively, it requires that team members have which three of the following types of skills? a. Technical expertise, problem solving, and interpersonal b. Personality, leadership, and resources c. Interpersonal, action, and maintenance d. Productivity, action, and output e. Process, context and, technical.
a
78. In a study examining the effect of type of rewards on team adaptability, researchers found that a. teams receiving equal rewards could adapt faster when conditions changed and each team member was rewarded individually. b. teams receiving unequal rewards could adapt faster when conditions changed and the team began receiving equal rewards. c. teams of strangers receiving equal rewards could adapt faster when conditions changed and each team member was rewarded individually. d. teams of strangers receiving unequal rewards could adapt faster when conditions changed and each team member was rewarded individually. e. teams of friends receiving equal rewards could adapt faster when conditions changed and each team member was rewarded individually.
a
80. Process variables are factors that help to make a team effective. They include a. team efficacy. b. maintenance roles. c. conformity. d. 360 degree feedback. e. skunkworks.
a
82. "Is this group ready to decide about this?" This question is an example of a. harmonizing. b. compromising. c. gatekeeping. d. consensus testing. e. elaborating.
a
10. Stacy was very pleased with the new team she is on, as it was developing new ideas, solving problems, and coordinating work on a new supply chain management system for their national retail outlets. When the team was together, she felt there was a free exchange of information from different parts of the organization. Stacy was on a a. virtual team. b. cross-functional team. c. quality circle. d. departmental team. e. work group.
b
13. Ted was very busy, but he agreed to join his colleague's cross-functional team because it was expected to function only for a short period of time. This type of team is commonly referred to as a a. committee. b. skunkworks. c. quality circle. d. self-managed team. e. virtual team.
b
22. Diane was asked to write a document on behalf of her team that would address how the team will communicate, make decisions, and manage conflict. Diane is writing the team's a. strategic plan. b. charter. c. meeting minutes. d. agenda. e. code of ethics.
b
29. Tim, a cross-functional team leader, is looking for a way to increase the positive feedback members of his team give to each other; team members always commented when other's did something incorrectly, but rarely thanked a team member who was helpful. Tim is attempting to influence team a. roles. b. norms. c. goals. d. objectives. e. ethics.
b
34. Which of the following statements about the importance of norms is false? a. Norms facilitate the group's survival b. Norms encourage cost effectiveness c. Norms increase the predictability of group members' behaviours d. Norms reduce embarrassing interpersonal problems for group members e. Norms allow members to express the central values of the group
b
38. Which of the following is not a part of the Five-Stage Model of group development? a. Forming b. Controlling c. Storming d. Performing e. Adjourning
b
41. In the stages of group development, which stage is characterized by close relationships and cohesiveness? a. Bonding b. Norming c. Performing d. Storming e. Forming
b
42. After which stage of a group's development is there a relatively clear hierarchy of leadership within the group? a. Norming b. Storming c. Forming d. Performing e. Goal setting
b
44. Which of the following is an individual issue relating to the norming stage of group development? a. "How do I fit in?" b. "What do the others expect of me?" c. "What's next?" d. "How do I best perform?" e. "What is my role here?"
b
5. Which of the following characteristics would match to a problem-solving team? a. 5-12 employees from the same department b. 5-12 employees from different departments c. Employees meet daily for discussions d. Employees are in charge of planning and scheduling work e. Employees take initiative to intervene and solve problems as they arise.
b
50. According to the Punctuated-Equilibrium Model, productivity is highest during the time of a. transition. b. the last meeting. c. the first meeting. d. inertia. e. the end of the first phase.
b
52. "Who is in charge?" and "Who does what?" are questions that are relevant to which stage of group development? a. Forming b. Storming c. Norming d. Performing e. Adjourning.
b
63. Roles performed by group members to ensure that the group's tasks are accomplished are referred to as a. norms. b. task-oriented roles. c. maintenance roles. d. individual roles. e. role expectations.
b
68. "Lesley, I think what you started to say is quite important. Please continue." This request is an example of which of the following roles for the effective functioning of a team? a. Gatekeeping b. Encouraging c. Summarizing d. Initiating e. Harmonizing
b
69. Paul was pleased to see that the members of his new team were a mix of different gender, demographic, and cultural characteristics. He saw this as a positive, but he was concerned that it could also lead to a disadvantage. Research would suggest this concern would be true if a. Paul's workplace is in a traditional, female-dominated industry. b. Paul's workplace is in a traditional, male-dominated industry. c. Paul's workplace is in a nontraditional industry, with no dominant gender. d. Paul's workplace is in a society that values diversity. e. Paul's workplace has norms of greater openness to new ideas.
b
71. "Don, I don't think you and Sue really see the question that differently." This statement is an example of which maintenance-oriented role? a. Compromising b. Harmonizing c. Summarizing d. Elaborating e. Encouraging
b
74. Research on group size suggests that a. the larger the group, the greater the individual productivity. b. increasing group size beyond nine creates complexity that may limit group performance. c. limiting group size to three helps foster diverse thinking in the group. d. an even number of group members will force faster conflict resolution. e. an uneven number of group members may force greater consensus in decision-making.
b
8. Cory is on a team at her office that consists of 10-15 employees who take on the responsibilities of their former managers. It can be said that she is working on a a. quality circle. b. cross-functional team. c. work group. d. self-managed team. e. virtual team.
b
14. A problem-solving team is a a. permanent cross-functional team. b. temporary cross functional team. c. permanent process-improvement team. d. temporary committee. e. virtual team.
c
15. Mary was excited about leading her new virtual team, as it would allow for the participation of a broader group of individuals. However, she knew that one of the special challenges of this type of team was building the same level of trust as face-to-face teams are able to build. To build trust in virtual teams it is best to establish that trust a. through interaction. b. over time. c. at the outset. d. through interpretation. e. on line.
c
17. Mike is in quandary. He has just started working on a new cross-functional team. He is happy to add this to his work routine, but he is frustrated because he is still not clear on what his role on the team is, even after three meetings. Mike is experiencing a. role conflict. b. role overload. c. role ambiguity. d. role reversal. e. role expectations.
c
19. How others believe you should act in a given situation is a a. norm. b. stereo type. c. role expectation. d. role perception. e. halo effect.
c
24. James knew that he was going to have some difficulty functioning within a team setting, as he saw himself as a "lone wolf" who liked to "do his own thing." James will likely have difficulty with a. divergence. b. discrepancy. c. conformity. d. job satisfaction. e. deviation.
c
30. Norms that dictate assignment of jobs, pay, and allocation of new tools and equipment are norms dealing with a. corporate objectives. b. financial standards. c. allocation of resources. d. informal arrangements. e. job performance.
c
32. Which of the following statements is inaccurate regarding groups? a. There can be problems in groups that have an emergent leader b. No one single personality characteristic strongly predicts group behaviour c. Individuals conform to the norms of all the groups to which they belong d. Groups in highly formalized organizations will generally be more predictable in their behaviour e. All groups have norms
c
37. Within the Five-Stage Model, what is the individual issue question at the forming stage? a. What is my role here? b. What do the others expect of me? c. How do I fit in? d. How do I best perform? e. How do I get here on time?
c
40. The first stage in group development is a. norming. b. storming. c. forming. d. performing. e. idea generating.
c
45. Suppose a group of employees voluntarily forms to discuss a parking problem within their organization. After the group has met for several months, a new public transportation system is introduced and fewer employees drive to work. Discovering that the parking issue no longer exists, the group gradually disbands and eventually stops meeting altogether. At which stage of development does this group appear to be? a. Goal achievement b. Performing c. Adjourning d. Conflict resolution e. Problem solving.
c
6. Employees at Can Do More Inc. work in groups of 5-12 employees from the same department; they meet each week for a few hours to discuss ways of improving quality, efficiency, and the work environment. This is an example of a a. quality circle. b. virtual team. c. problem-solving team. d. cross-functional team. e. project team.
c
64. Roles performed by group members to maintain good relationships within the group are referred to as a. norms. b. task-oriented roles. c. maintenance roles. d. individual roles. e. role expectations.
c
66. Tim observed that his team members obviously have different ideas about how to do things as evidenced by their tendency to argue over process rather than focusing on what needs to be done. Tim's team is lacking in common a. sense. b. forming. c. mental models. d. courtesy. e. roles.
c
67. "Darren, we haven't heard from you on this issue." This statement is an example of which of the following roles for the effective functioning of a team? a. Compromising b. Encouraging c. Gatekeeping d. Consensus testing e. Elaborating
c
7. Problem-solving teams are also called a. Problem-improvement teams. b. Self-directed teams. c. Process-improvement teams. d. Decision-making teams. e. Project teams.
c
75. Group productivity is lowest when a. performance norms are high and the group is very cohesive. b. performance norms are low and the group is not very cohesive. c. performance norms are low and the group is very cohesive. d. performance norms are high and the group is not very cohesive. e. both performance norms and group cohesion are moderate.
c
77. Jacques was aware that effective teams need freedom and autonomy, the opportunity to utilize different skills and talents, and the ability to complete a whole and identifiable task. These variables relate to which aspect of the Model of Team Effectiveness? a. Composition b. Context c. Work design d. Process e. Resources.
c
9. Which type of team is comprised of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task? a. Virtual b. Self-managed c. Cross-functional d. Problem-solving e. Quality circle.
c
12. Which of the following is a benefit of "skunkworks"? a. Better understanding of organizational structures while they work b. Physically dispersed organizational structure c. Transparent to other organizational members d. Ability to ignore organizational structures while they work e. Refinement of current products or services
d
21. Which of the following statements about role expectations is incorrect? a. Role stereo types are derived from role expectations. b. Behaviour is determined from role expectations. c. The role expectations of an employee may be different from the role expectations of the employer. d. Role expectations are one's own view of how one should behave or act. e. Role expectations are how others believe one should act in a given situation.
d
3. Research suggests that compared to other groups, self-managed teams consistently report a. higher productivity, lower absenteeism and higher job satisfaction. b. lower productivity, lower absenteeism and higher job satisfaction. c. higher productivity, higher absenteeism and higher job satisfaction. d. similar productivity, higher absenteeism and higher job satisfaction. e. similar productivity, similar absenteeism and higher job satisfaction.
d
33. What are the five stages in the Five-Stage Model? a. Forming, determining, norming, performing, adjourning b. Forming, storming, shaping, performing, adjourning c. Shaping, storming, norming, performing, adjourning d. Forming, storming, norming, performing, adjourning e. Shaping, determining, storming, norming, performing
d
35. During the storming stage of the Five-Stage Model, the group issue is a. Why are we here? b. Can we agree on roles and work as a team? c. Can we agree on a time to meet? d. Who is in charge?
d
54. Which of the following is a group issue that gets resolved in the norming stage of group development? a. "How do I fit in?" b. "What is my role here?" c. "Why are we here?" d. "Can we agree on roles and work as a team?" e. "What's next?"
d
62. Millie is a fashion designer who, at the best of times, is under a great deal of pressure to design and produce samples of her work. She has highly skilled individuals on her team to keep the time between design and production as short as possible. If Millie limits the resources available to her team, this will a. encourage greater group creativity. b. define new standards for efficiency. c. increase long term profitability. d. have a significant impact on her team's productivity. e. create a reputation for a strong business sense.
d
73. The tendency for employees to exert less effort when working in a group than when working individually is called a. status equity. b. conformity. c. compromising. d. social loafing. e. role conflict.
d
76. Tasha wanted to increase the socio-emotional cohesiveness of her group at their first meeting. To accomplish this, she should a. make the group relatively large. b. clarify the group's goals. c. assign each member a distinct, independent task. d. encourage interaction and cooperation in the way she conducts the meeting. e. remind group members they need each other to get the job done.
d
81. Charles noticed that there was one person in his group whose behaviour was straining the internal processes of the team and decreasing its overall performance. It is likely that this person would be rated a. high on conformity. b. low on introspection and introversion. c. high on agreeableness, conscientiousness, or extroversion. d. low on agreeableness, conscientiousness, or extroversion. e. high on role ambiguity.
d
2. Which of the following best describes a group? a. A number of people working interdependently b. People working independently c. A collection of people working closely together toward a common objective d. People without common relationships e. A collection of two or more people with a common relationship
e
36. In the Five-Stage Model, what is the individual issue question at the norming stage? a. How do I fit in? b. What is my role here? c. How do I best perform? d. How do I get here on time? e. What do the others expect of me?
e
53. In certain instances, high levels of conflict within a group can be beneficial to high group performance. This is true so long as a. organizational goals and focus are clear. b. management is committed to controlling group behaviour. c. appropriate rewards are in place for group members. d. unions are supportive of group organization. e. conflict is directed towards the task and not individuals.
e
61. Hayley was aware that, according to the Model of Team Effectiveness, to be successful, the work design of her team had to reflect autonomy, skill variety, task identity, and a. adequate resources. b. diversity. c. specific goals. d. a climate of trust. e. task significance.
e
70. "Let's set up an agenda for discussing each of the problems we have to consider." This prompt is an example of which task-oriented role? a. Encouraging b. Elaborating c. Seeking information d. Providing information e. Initiating
e
