Deck 8: Team Dynamics

Question 1

Under stressful or dangerous conditions, people are more likely to congregate than disperse, even when doing so serves no protective purpose.

Answer 1

True

Question 2

Teams typically provide better customer service.

Answer 2

True

Question 3

Social loafing is least common in situations where team members work alone towards a common output.

Answer 3

False

Question 4

Social loafing is more common among people with collectivist values

Question 5

Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals.

Question 6

Employees are more motivated in teams, because they are motivated to fulfill the goals of the groups to which they belong.

Question 7

All teams exist to fulfill some purpose, either for the organization or for its members.

Question 8

All groups are teams, but some types of teams are not groups.

Question 9

Process losses are the resources expended to develop and maintain an effective team.

Question 10

Some informal groups exist primarily to satisfy the drive to bond

Question 11

All teams are groups, but some types of groups are not teams.

Question 12

Informal groups exist primarily to complete tasks for the organization that management doesn't know about.

Question 13

Teams are groups with some degree of task interdependence and a common objective.

Question 14

Social identity theory partly explains why people join informal groups.

Question 15

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.

Question 16

Team members are held together by their interdependence and need for collaboration to achieve common goals.

Question 17

Organizational behaviour scholars have concluded that employees always work better in teams than alone.

Question 18

Brooks's law states that, "whatever can go wrong in groups will, so one should be prepared for it."

Question 19

Employees in a department are considered a team only when they directly interact and coordinate work activities with each other.

Question 20

Our desire for informal groups is mostly influenced by our drive to defend.

Question 21

Tasks that are simple but poorly structured are best for teams rather than individuals working alone.

Question 22

Office layout and other physical space characteristics influence the team's ability to accomplish tasks.

Question 23

Team members tend to work together more effectively when they are rewarded for individual performance.

Question 24

Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing, because there are fewer people to do the work.

Question 25

Brooks's law says that adding more people to a late software project only makes it later

Question 26

Teams are generally more effective when the task is complex and lacks definition

Question 27

The higher the level of task interdependence, the greater the need for individuals working alone than together in teams.

Question 28

Companies can minimize social loafing by dividing the team's work into distinct units and assigning those unique tasks to each team member.

Question 29

The optimal team size exists when the team is as small as possible, yet has enough people to accomplish the task.

Question 30

Reciprocal interdependence is the highest level of task interdependence in organizations

Question 31

In effective teams, each member must possess the full set of competencies to perform the team's entire task alone.

Question 32

The three elements of team design include communication systems, organizational environment, and reward systems.

Question 33

Team members tend to work together more effectively when they receive some team-based rewards.

Question 34

Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline.

Question 35

A team's effectiveness is partly measured by how well its members' needs are fulfilled

Question 36

Teams are well suited when complex work can be divided into more specialized roles.

Question 37

Teams are best suited for tasks with low interdependence among team members

Question 38

Team effectiveness refers to how well a team accomplishes its objectives for the organization, even if this undermines the team's ability to survive for future tasks.

Question 39

Reward systems, organizational structure, and physical layout are three elements of the organizational and team environment.

Question 40

Two important elements of the team's environment are the team's size and composition.

Question 41

Team members rarely conform to team norms unless other team members apply reinforcement or punishment.

Question 42

The only way to alter team norms is to disband the group.

Question 43

Members of smaller teams get to know each other better, which improves mutual trust as well as perceived support.

Question 44

Team roles are typically negotiated among team members

Question 45

Diversity among team members tends to undermine cohesion.

Question 46

Employees with diverse backgrounds take longer to become a high-performing team.

Question 47

Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member.

Question 48

Norms are the informal rules and standards established by a team to regulate the behaviour of its members.

Question 49

Diverse teams take longer to become high performance teams

Question 50

One way to change team norms in existing teams is to explicitly discuss the counterproductive norms with team members using persuasive communication strategies.

Question 51

Cohesiveness tends to be higher in teams when team members interact with each other fairly regularly.

Question 52

Diverse teams tend to be more effective than homogeneous teams on tasks requiring a high degree of cooperation and coordination.

Question 53

To maximize cohesiveness, the team should be as small as possible without jeopardizing its ability to accomplish the task.

Question 54

Team members typically hold one or more formal roles in the team as well as roles that they informally fulfill at various times.

Question 55

A transactive memory system describes how task-relevant knowledge is distributed within a team and the collective awareness of who knows what.

Question 56

Communicating, comforting, and conflict resolution are task-related characteristics of effective team members.

Question 57

Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences.

Question 58

The most frequently mentioned characteristics of effective team members are:

Question 59

Diverse teams have fault lines that may split the team into subgroups along gender, ethnic, or other dimensions.

Question 60

Critical events, such as a colleague's serious injury, may alter team norms.

Question 61

Taskwork behaviour is considered an external team process, whereas teamwork behaviour is considered an internal team process.

Question 62

Knowledge-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Question 63

Knowledge-based trust develops over time

Question 64

The trust that new team members feel towards their teammates is fragile and easily weakened.

Question 65

When highly cohesive teams have norms that conflict with organizational goals, team performance is reduced.

Question 66

Identification-based trust is the most robust or sturdy form of trust in work relationships.

Question 67

Teams characterized by high team efficacy are more likely to experience apathy, uncertainty, and a lack of direction.

Question 68

Taskwork behaviour refers to activities that are devoted to enhancing the quality of the interactions, interdependencies, cooperation, and coordination of teams.

Question 69

Trust occurs when we have positive expectations about another party's intentions and actions toward us in situations involving vulnerability.

Question 70

Taskwork and teamwork behaviours are considered internal team processes.

Question 71

Highly cohesive teams invariably perform organizational objectives better than teams with moderate or low cohesiveness.

Question 72

When people join teams, they usually begin with a very low level of trust in the other team members.

Question 73

Task coordination and ambassador activity are two types of boundary spanning activities

Question 74

Calculus-based trust is the best form of trust to have in virtual teams.

Question 75

Team cohesiveness decreases with increased interaction, because there are more chances for conflicts to emerge.

Question 76

In teams with high efficacy, individual team members are more likely to display coordination and cooperative type behaviours.

Question 77

Teams with high levels of efficacy outperform teams with low levels of efficacy.

Question 78

Taskwork represents the technical performance of the team's task.

Question 79

Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Question 80

Team boundary spanning refers to team actions that establish or enhance linkages and manage interactions with parties in the external environment.