Deck 8: Groups and Teams

Question 1

A group is simply a collection of people doing the same thing.

Answer 1

False

Question 2

Informal groups often have the potential to speed up the work flow.

Answer 2

True

Question 3

If a company sponsored a local junior swimming team, that team is an example of a formal group since it is company sanctioned.

Answer 3

False

Question 4

Disruptive behaviours in groups include social loafing and synergy.

Question 5

Groups can help organizations to foster creativity and make better decisions than individuals.

Question 6

The Storming stage is the first stage of group formation.

Question 7

Organizational culture and structure can affect group effectiveness.

Question 8

Emergent behaviours are what group members do in addition to, or in place of, what is formally asked of them by the organization.

Question 9

Teamwork happens naturally.

Question 10

Team building is a collaborative process.

Question 11

Norms are rules or standards about the behaviour that group members are expected to display.

Question 12

Role ambiguity is the expectation that one has of others in the group.

Question 13

A quality circle is a small group of people who meet periodically to discuss well-defined tasks.

Question 14

Belbin argues that the most effective teams are heterogeneous.

Question 15

All self-managed teams require technical and interpersonal skills.

Question 16

A virtual team is one whose members work interdependently towards the achievement of a common goal across space and time.

Question 17

Self-managing teams operate with more layers of management than do traditional organizational structures.

Question 18

Each of the following is a type of formal work group EXCEPT a(n):

A) project team
B) task force
C) command group
D) interest group

Question 19

The creation of a whole that is greater than the sum of its parts is known as:

A) status congruence
B) synergy
C) the Ringelmann effect
D) group effectiveness

Question 20

When an individual contribution is less noticeable, there is greater risk for:

A) status incongruence
B) synergy
C) the Ringelmann effect/social loafing
D) group ineffectiveness

Question 21

An effective group is one that:

A) shares a common sense of group purpose
B) simply achieves high levels of task performance
C) simply achieves high levels of human resource maintenance
D) achieves high levels of both task performance and human resource maintenance

Question 22

A work group:

A) transforms resource inputs into resource outputs
B) provides members with the opportunity to become more broadly included in workplace affairs
C) fosters sub-goal optimisation
D) achieves high levels of task performance and human resource maintenance

Question 23

Each of the following is one of the four major categories of group input factors EXCEPT:

A) nature of the task
B) membership characteristics
C) group size
D) task performance

Question 24

Groups whose members have similar backgrounds, interests, values and attitudes are called __________ groups.

A) homogeneous
B) heterogeneous
C) informal
D) interest

Question 25

Required behaviours are the:

A) contributions formally requested by the organization for continued employment
B) various tasks group members perform to reach group goals
C) activities that support group social and interpersonal relationships
D) internal operations of a group

Question 26

Maintaining group cohesion by 'coming half-way' or admitting an error is an example of:

A) gatekeeping
B) compromising
C) following
D) setting standards

Question 27

Collections of two or more people who interact with one another for a common purpose are which of the following?

A) teams
B) quality circles
C) groups
D) virtual teams

Question 28

Effective teams:

A) operate with scheduled dates for disbanding
B) are temporary
C) have a long-term working relationship
D) simply make recommendations

Question 29

Each of the following is a step in the team-building process EXCEPT:

A) evaluation of results
B) action planning
C) data gathering and analysis
D) promoting individual competition

Question 30

Which of the following statements is NOT true of the continual improvement approach to team building?

A) Group members frequently take responsibility for regularly engaging in the team-building process
B) It is typically held with the assistance of a consultant
C) Members occasionally hold self-managed retreats
D) The commitment of team members is to monitor group development and accomplishments continuously

Question 31

A set of expectations for the behaviour of a person holding a particular office or position is known as a:

A) role
B) job description
C) psychological contract
D) norm

Question 32

The degree to which members are attracted to, and motivated to remain a part of, a team is known as:

A) the basic rule of group dynamics
B) role negotiation
C) role expectations
D) cohesiveness

Question 33

Rewarding individual results tends to:

A) increase cohesiveness
B) decrease cohesiveness
C) increase performance norms
D) decrease performance norms

Question 34

Self-managing teams are:

A) small groups of people empowered to manage themselves
B) informal teams empowered to manage others
C) the same as a task force
D) exactly the same as autonomous work teams

Question 35

Reports that reflect the activities of Hi-Spec's design team are due on the fifth working day of every month. As group leader, it is Te Huia's responsibility to make sure the report is completed and handed to his boss, though the whole group contributes. Preparing this report is a(n):

A) maintenance activity
B) emergent behaviour
C) required behaviour
D) example of work-flow interdependency

Question 36

You are a member of a quality circle that is able to deal effectively with complex tasks. Disagreements among members are handled creatively. It is likely that this quality circle is in the __________ stage of group development.

A) forming
B) adjourning
C) storming
D) performing

Question 37

Sam is a member of a task force focusing on workplace safety. The leader and his colleagues both have different expectations from Sam. He is experiencing:

A) role conflict
B) role ambiguity
C) role negotiation
D) role shifting

Question 38

Explain the difference between formal and informal groups, and give an example of each.

Question 39

Define a team and explain why it is different from the concept of a group.

Question 40

Explain the difference between role conflict and role ambiguity.

Question 41

Define cohesiveness and explain its relationship to team performance.

Question 42

Discuss the functions of formal and informal groups. How does each contribute to the organization?

Question 43

Explain the open system concept as it pertains to group effectiveness.

Question 44

Compare and contrast employee involvement teams, quality circles and self-managing work teams. What effects might each have on the organization?

Question 45

Discuss the role of the leader in effective team management.

Question 46

Visual Diagram Question
(These diagrams can be used to test understanding of concepts rather than mere recollection. The provision of the diagrams removes the pressure to remember but does draw on the ability to explain a visual image. Instructors should take care if using a mix of other questions with visual diagram questions to ensure that the diagram does not provide answers to other questions in a test or exam.)
-In relation to the following diagram:
a) Explain team cohesiveness.
b) Explain why you might want to increase or decrease team cohesiveness.
c) Will homogeneity always increase performance?