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Team Management Final Exam Study Guide

MGT-355  Fall 2015

The exam will consist of 70 multiple-choice questions (worth one point each). You will have 90

minutes to complete the exam. You may use your notes and your test during the exam; however,

you may not collaborate with any other students while completing the exam.

Chapter 8

What are the three different types of conflict and how are they distinct from one another?

oRelationship

Is personal, defensive, and resentful

Also known as A-type conflict, emotional conflict, or affective conflict

Rooted in anger, personal friction, personality clashes, ego, and tension

Type most team leaders and members try to avoid because it is more

depleting and exhausting than other types of conflict

oTask

Cognitive conflict is largely depersonalized

Also known as c-type conflict

Consists of argumentation about the merits of ideas, plans, and projects.

People who strongly identify with their group are more likely to speak up

and show dissent if and when they perceive harm to the groups welfare

Can be effective in stimulating creativity because it encourages people to

rethink problems and arrive at outcomes they can live with

oProcess

Centers on disagreements that team members have about how to approach

a task and specifically, who should do what

Process conflict often involves disagreements among team members as to

how to achieve a goal

What is a cross-functional team and in what ways might a cross-functional team run into

conflict due to their functional backgrounds?

oAre comprised of people from multiple disciplines, functions, and divisions who

have relevant but different experience and expertise

oRepresentational gaps—the way people think about a task in teams when they

have inconsistent views about the definition of a team’s problem or task

What is the difference between direct and indirect influence?

oDirect—when they entice other team members to adopt their position

oIndirect—people in the majority privately agree with the minority

What is the different between compliance and conversion? Which is more effective for

long-term behavior change?

oCompliance—when people change their attitudes and behavior as a result of

direct influence or power

oConversion—when people change their attitudes and behavior as a result of their

own thinking about a subject

oConversion is a more stable form of attitude change because a person changes

inwardly, not just outwardly, to please others

What are some of the benefits of having minority representation in teams? (know at least

four)

oStimulate greater thought about issues

oOpen the door to think about multiple perspectives

oThe greater level of cognitive activity in group increases

oGroup members engage in more message scrutiny

oSearch for more information on all sides of the issue

oRemember more information

oDeploy more effective performance strategies

oDetect solutions that are elusive to others

What are some of the conflicts that may arise in culturally diverse teams?

oDifferences exist among global cultures about the effects of conflict on team

effectiveness

oLinguistic related challenges

oCultural beliefs

oCultural styles of expressing conflict

What is work-family conflict (WFC) and how can teams reduce WFC?

oSome teams struggle because team members experience a conflict between work

and team obligations and commitment to their own family. It may be expressed at

the individual level, such when a person feels stressed about their own work-

family situation or at the level of the team.

oWhen team members feel that they have social support from the team, WFC is

reduced

What are the five different approaches to resolving conflict? (i.e., managerial grid) Which

is the optimal approach and why?

oCompetition

oCollaboration—is optimal (win-win)

oCompromise

oAvoidance

oAccommodation

What are three general approaches to conflict management? How are they distinct from

one another?

oInterests-based

Focuses on satisfying both parties core interests; when people set aside

questions of right and wrong they can sometimes craft terms that meet

their most important interests, but usually not all of them

oRights-based

Focuses on applying some standard of fairness, precedent, contract, or law

oPower-based

Characterized by the use of force, intimidation, rank, or power

What are four kinds of interventions leaders can use to improve the conflict resolution

process?

oTeam (re)Design

oTask Process coaching

oConflict Process coaching

oChanging the individual

What are three norms of fairness and how do they differ?

oEquity

Prescribes that benefits should be proportional to team members

contributions

oEquality

Prescribes that all team members should suffer or benefit equally,

regardless of input

oNeed

Prescribes that benefits should be proportional to member’s needs

What are procedural and distributive justice? How are they related?

oProcedural—members of teams may be just as concerned about how they are

treated by others, particularly authority figures

oDistributive—we have been referring to the question of how best to allocate

rewards in an organization

oRelated—they monitor others and gather and process information in their

organization

Chapter 11

Within the realm of teams, how are leadership and management different from one

another?