Question 1

A "wild turkey" in the top management team is:

Accepted Answer

A "wild turkey" in the top management team refers to someone who plays the role of a devil's advocate by challenging the thinking of the CEO and other top executives. This can be beneficial for the team as it can help in identifying potential flaws in decisions and encourage critical thinking. The other options are not accurate as being uncontrollable or retarding the team's performance would not be desirable, and increasing homogeneity would not be effective in promoting diverse perspectives.

Question 2

All work teams are groups, but not all groups are work teams.

Accepted Answer

This statement is correct. A work team is a specific type of group that is assembled to achieve a common goal or task, and has a high degree of interdependence, collaboration, and shared responsibility. However, not all groups are work teams - for example, a social club or a casual gathering of friends would be considered a group but not a work team.

Question 3

A group member who becomes a social loafer may negatively affect cohesiveness.

Accepted Answer

Social loafing can reduce the motivation and effort of other group members, leading to resentment and decreased cohesiveness.

Question 4

Some experts believe that only individuals within a team can be creative, but a professor at Northwestern University suggests that team creativity can be achieved. Which of the following practices would NOT enhance team creativity?

Accepted Answer

Conformity stifles creativity by discouraging individuals from expressing unique ideas and opinions. Therefore, conformity would not enhance team creativity. The other choices all have the potential to enhance team creativity in varying ways. Building a playground creates a playful and relaxed atmosphere that can inspire innovative thinking, team diversity provides a variety of perspectives and experiences that can lead to more creative solutions, and facilitator training can help to guide and structure the team's ideation process.

Question 5

Performance norms are among the most important group norms from the organization's perspective.

Accepted Answer

Performance norms are essential for achieving the organization's goals and objectives. These norms establish the standard for how the group is expected to perform and ensure that members are held accountable for their work. They can motivate individuals to work harder and more effectively, leading to better group performance overall.

Question 6

Which of the following is not considered to be a foundation for successful teamwork?

Accepted Answer

The answer of Which of the following is not considered...

Question 7

According to the group development model in the text, the most common way for decisions to be made within a cohesive group is to vote and follow a simple majority rule.

Accepted Answer

In cohesive groups, decisions are often made through consensus rather than voting, as consensus ensures that all members support the decision, enhancing group unity and commitment.

Question 8

Self-managed teams are sometimes called:

Accepted Answer

Self-managed teams are also known as autonomous work groups. They are given the power to make decisions and manage themselves without constant supervision or intervention from a traditional manager. Quality circles, quality teams, and cross-functional work teams all have different meanings and purposes.

Question 9

A team-oriented work environment places emphasis on:

Accepted Answer

A team-oriented work environment places emphasis on empowerment and collaboration, where individuals work together towards a common goal and are encouraged to share their ideas and feedback with each other. This approach enhances productivity, creativity, and innovation by leveraging the diverse skills and perspectives of team members. It also creates a culture of trust, respect, and support, which improves job satisfaction and employee engagement. In contrast, power struggles, internal competition, and hierarchical control can undermine teamwork and lead to conflicts, stress, and disengagement.

Question 10

Which of the following is most accurate regarding the impact of dissimilarity on teams and team members?

Accepted Answer

Research has found that value dissimilarity is negatively related to team involvement, meaning that team members with different values may have difficulty working together and may be less committed to the team's goals. Task conflict, on the other hand, can be productive for teams as long as it is focused on the task at hand and not personal differences. Functional dissimilarity may actually contribute to greater creativity and problem-solving ability in a team. Demographic dissimilarity can have an impact on several outcomes, including OCB, but the impact varies depending on the specific demographic dimensions being considered.

Question 11

Upper echelon theory argues that:

Accepted Answer

Upper echelon theory argues that the characteristics of the top management team (such as demographics, values, and cognitive styles) can predict organizational characteristics and outcomes. It suggests that top management's decisions and actions are influenced by their backgrounds, experiences, and personalities, which in turn shape the culture, strategy, structure, and performance of the organization. A and B are incorrect because the theory does not imply a causal relationship between executive turnover and organizational performance, but rather a correlational one. D is obviously incorrect as it has nothing to do with the theory.

Question 12

For successful chief executive officers, their peak performance years are usually after:

Accepted Answer

According to research on CEO success, the peak performance years of successful CEOs are usually between five to seven years. During this time, they have established their vision, implemented strategies, and achieved significant milestones. However, beyond this time frame, their performance may start to decline, and it may be time for a new leader to take over or for the CEO to transition to a different role within the company.

Question 13

Teams with experience working together produce valuable innovations, and individual contributions within teams are valuable as well.

Accepted Answer

Research has shown that teams with previous experience working together tend to be more productive and create more innovative solutions. However, individual contributions are also important within teams as they bring diverse perspectives and skills.

Question 14

Psychological intimacy and integrated involvement need to be achieved in the same team or group.

Accepted Answer

Psychological intimacy refers to the emotional closeness and trust between team members, while integrated involvement focuses on the coordination and interdependence of tasks. These two aspects can be achieved independently within a team or group setting.

Question 15

Dependence on guidance and direction is the declining characteristic in the forming stage.

Accepted Answer

In the forming stage, individuals rely heavily on guidance and direction from the leader or team leader. As the group progresses through the stages of team development, individuals become less dependent on direction and learn to work towards common goals and objectives.

Question 16

Work teams tend to be more effective and efficient when the designated leader is socially and psychologically distant from team members.

Accepted Answer

Effective work teams tend to have leaders who are able to build strong rapport and trust with team members, which includes being socially and psychologically close to them. This allows for effective communication and collaboration, as well as a stronger sense of shared goals and values.

Question 17

Whereas psychological intimacy is more emotion based, integrated involvement is more behavior and activity based.

Accepted Answer

Psychological intimacy is based on emotions and feelings, while integrated involvement is based on activities and behaviors.

Question 18

The standards that a work group uses to evaluate the behavior of its members are its norms of behavior.

Accepted Answer

This statement is true. Norms of behavior are the unwritten rules or standards that a group of people adhere to in order to maintain social order and harmony within the group. These norms guide how members interact with each other and what is considered acceptable or unacceptable behavior.

Question 19

Hambrick and Fukutomi's research on CEO tenure found that the second stage of tenure involved:

Accepted Answer

The answer of Hambrick and Fukutomi's research on CEO tenure...

Question 20

Groups emphasize shared leadership, mutual accountability, and collective work products.

Accepted Answer

The answer of Groups emphasize shared leadership, mutual accountability, and...

Quiz 9: Work Teams and Groups