Deck 6: Groups and Teamwork

Question 1

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.

Answer 1

A

Question 2

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.

Answer 2

D

Question 3

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.

Answer 3

B

Question 4

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.

Question 5

A cross-functional team that emerges spontaneously for product development purposes is called a

A)skunkworks.
B)task force.
C)committee.
D)virtual team.
E)self-directed team.

Question 6

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.

Question 7

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.

Question 8

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.

Question 9

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.

Question 10

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.

Question 11

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

Question 12

Which of the following is an uncommon form of team in an organization

A)Problem-solving
B)Self-managed
C)Formulated
D)Cross-functional
E)Virtual.

Question 13

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.

Question 14

If a team leader states that no personal phone calls are allowed during working hours, this is an example of the establishment of a group

A)practice.
B)goal.
C)norm.
D)compromise.
E)design.

Question 15

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.

Question 16

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.

Question 17

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.

Question 18

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.

Question 19

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

Question 20

Groups of students who are friends often choose seats near each other on the first day of class and become upset if an outsider takes "their" seats in a later class.This is an example of the development of norms through

A)groupthink.
B)primacy.
C)structure.
D)gatekeeping.
E)initiating.

Question 21

The major contribution of the Asch study was to demonstrate the impact of

A)group pressures on members' judgment.
B)seating arrangements.
C)the Hawthorne effect.
D)status on group performance.
E)group cohesiveness.

Question 22

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.

Question 23

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.

Question 24

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
E)How do we disband

Question 25

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

Question 26

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

Question 27

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.

Question 28

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.

Question 29

SCENARIO 6-1 Several years ago, Ted Brown began a small retail store to sell computer parts.The store grew and the business expanded to offer computer repair and custom computer programming.Clients started to expand from the normal walk-in customer to small-and medium-sized businesses.To accommodate this expansion, Ted had to hire additional personnel.He has noticed, however, that his new employees have definite expectations about what their appropriate role within the expanding company should be.
John is expected to help customers in the retail store as well as perform computer repair work.He feels that every time he gets started on a repair, he is interrupted and does not know whether to finish his repair or wait on the customer.John suffers from

A)role conflict.
B)role expectations.
C)role perception.
D)role identity.
E)role ambiguity.

Question 30

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.

Question 31

Standards of behaviour in groups are known as

A)sanctions.
B)norms.
C)roles.
D)goals.
E)expectations.

Question 32

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

Question 33

SCENARIO 6-1 Several years ago, Ted Brown began a small retail store to sell computer parts.The store grew and the business expanded to offer computer repair and custom computer programming.Clients started to expand from the normal walk-in customer to small-and medium-sized businesses.To accommodate this expansion, Ted had to hire additional personnel.He has noticed, however, that his new employees have definite expectations about what their appropriate role within the expanding company should be.
Which of the following statements about role expectations is false

A)Ted will have different role expectations for each of his employee's; some employee's will have multiple role expectations.
B)Ted can expect that his employees have the ability to shift roles when the situation and its demands require changes and Ted asks this of them.
C)Role perception tells Ted's employees what Ted expects of them in a given role.
D)Ted set some role expectations with his employees during their hiring interviews.
E)Orientation programs for Ted's new employees help to clarify role expectations.

Question 34

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

Question 35

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.

Question 36

The first stage in group development is

A)norming.
B)storming.
C)forming.
D)performing.
E)idea generating.

Question 37

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

Question 38

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

Question 39

The majority of organizational norms are

A)written down.
B)informal.
C)enforced by management.
D)of little influence in affecting performance.
E)universally recognized.

Question 40

When considering the five stages of group development, it is important to remember that

A)groups may progress through the different stages in a different order.
B)groups will progress through the five stages in exactly the same order.
C)groups will spend the exact same time in each stage.
D)groups progress through the stages in the time and order appropriate to their needs.
E)individuals recognize that group formation is a relatively easy task.

Question 41

SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to be if the company is to gain competitive advantage in the market place.Managers plan to set the conditions for high team work and performance that will result in productivity gains for the company.
Senior management at Moonlight Auto explain to their employees that team work must be a major focus if the company is be competitive.They also want to structure the environment in such a manner as to make certain that maintenance roles within groups are acknowledged and rewarded.Which of the following roles will managers acknowledge and reward

A)Initiating
B)Seeking information and opinions
C)Clarifying
D)Compromising
E)Consensus testing.

Question 42

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.

Question 43

SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to be if the company is to gain competitive advantage in the market place.Managers plan to set the conditions for high team work and performance that will result in productivity gains for the company.
If cohesiveness is low and performance norms are high, productivity

A)is moderate to low.
B)increases, but is less than in a high cohesiveness-high norms situation.
C)the same as that of high cohesiveness-high norms situations.
D)decreases significantly.
E)levels will become stable with little chance of increasing.

Question 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 "

Question 45

SCENARIO 6-2 You are putting together a work group that will function together on a permanent basis.You are coaching Tom, one of your employees, who is appointed to lead the team.
You should warn your supervisor that in the first stage of group development, the team members will probably

A)be uncertain.
B)be their most productive.
C)be in a stage of conflict.
D)focus their group energy on performing the task at hand.
E)be ready to focus group energy on developing objectives.

Question 46

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 "

Question 47

SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to be if the company is to gain competitive advantage in the market place.Managers plan to set the conditions for high team work and performance that will result in productivity gains for the company.
Which of the following types of teams would be most effective for Moonlight Auto's purposes

A)Self-managed and Problem-solving Teams
B)Cross-functional and Self-managed Teams
C)Virtual and Self-managed Teams
D)Problem-solving and Cross-functional Teams
E)Project and Cross-functional Teams

Question 48

SCENARIO 6-2 You are putting together a work group that will function together on a permanent basis.You are coaching Tom, one of your employees, who is appointed to lead the team.
You are expecting that the most productive stage will be

A)forming.
B)storming.
C)norming.
D)performing.
E)bonding.

Question 49

"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.

Question 50

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

Question 51

SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to be if the company is to gain competitive advantage in the market place.Managers plan to set the conditions for high team work and performance that will result in productivity gains for the company.
In designing work teams, management must keep in mind that cohesiveness is an important factor if high productivity is to be achieved.The relationship between cohesiveness, norms, and productivity is not very complex; however, each element must be recognized to facilitate appropriate development.If performance norms of a group are high and cohesiveness is high, it is likely productivity will be

A)high, resulting in good quality.
B)moderate.
C)moderate to low, but still showing good quality.
D)low.
E)impossible to predict.

Question 52

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.

Question 53

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.

Question 54

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

Question 55

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.

Question 56

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.

Question 57

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.

Question 58

SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to be if the company is to gain competitive advantage in the market place.Managers plan to set the conditions for high team work and performance that will result in productivity gains for the company.
A significant danger to high performance is that some individuals may not carry their full load; this could cause a reduction in efficiency if individuals believe their contribution cannot be measured.Should this occur it would be known as

A)redundancy.
B)negative cohesiveness.
C)social loafing.
D)social facilitation effect.
E)redundancy and negative synergy.

Question 59

SCENARIO 6-2 You are putting together a work group that will function together on a permanent basis.You are coaching Tom, one of your employees, who is appointed to lead the team.
The stage of development of the most task focused work would be

A)storming.
B)norming.
C)performing.
D)adjourning.
E)termination.

Question 60

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

Question 61

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.

Question 62

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.

Question 63

Ineffective teams tend to have conflict that is

A)resolved through discussions.
B)unresolved, but team members agree to disagree.
C)focused on personalities and relationships.
D)focused on task requirements and group needs.
E)valued but not adequately processed.

Question 64

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.

Question 65

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.

Question 66

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.

Question 67

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.

Question 68

"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

Question 69

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.

Question 70

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.

Question 71

"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

Question 72

"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

Question 73

"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

Question 74

Having a common and meaningful purpose help s a group create a

A)general goal.
B)strategic plan.
C)cohesive working relationship.
D)measurable and realistic goal.
E)favourable public image.

Question 75

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.

Question 76

One of the best characteristics of Sarah's team is its ability to consciously reflect on its master plan and adapt it as necessary.This characteristic is known as

A)groupthink.
B)reflexivity.
C)role reversal.
D)diversity.
E)conformity.

Question 77

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.

Question 78

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.

Question 79

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.

Question 80

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.