77) Virtual teams tend to be less task oriented than face-to-face teams.
78) Virtual teams report less satisfaction with the group interaction process than do face–to-face
teams.
79) One advantage of cross-functional teams is that they are easy to manage.
80) For virtual teams to be effective, management should closely monitor the team’s progress.
81) When tasks are simple, lower-ability teams perform better than high-ability teams.
82) Lower-ability teams are more adaptable to changing situations than high-ability teams.
83) Teams composed of highly agreeable people are more creative and innovative.
84) When teams have excess members, cohesiveness and mutual accountability decline.
85) Task conflicts are almost always dysfunctional.
86) For creating good team players, an organization’s reward system must be reworked to
encourage competitive efforts rather than cooperative ones.
87) Teams that switch from a competitive to a cooperative system tend to immediately start
making better-quality decisions.
88) Teamwork takes more time and often more resources than individual work.
89) Teams should be used when tasks are interdependent.
90) Newly formed culturally homogeneous teams underperform initially when compared to
newly formed culturally diverse teams.
91) Discuss the difference between a work group and a work team.
92) Describe and discuss self-managed work teams.
93) What is a cross-functional team?
94) What are some special challenges that virtual teams face? For virtual teams to be effective,
what should management ensure?
95) The team effectiveness model identifies three categories of key components making up
effective teams. What are these three categories? Give examples of each category.
96) How does climate of trust improve effectiveness of teams?
97) Discuss the effect of team size on effectiveness of teams.
98) What is team efficacy? What can management do to increase team efficacy?
99) Discuss the impact of conflicts on effectiveness of teams.
100) What is social loafing? How can the management undermine the tendency of social loafing?
101) Explain how organizations can create team players.
102) What are some of the cautions to be aware of when using teams? What tests should be
applied to see if a team fits the situation?
103) Discuss the advantages and disadvantages of team diversity. Discuss diversity in a global
context. How does cultural diversity affect team-building?
104) With reference to the team effectiveness model, what does the personality factor of team
composition focus on?
A) members’ knowledge and skills
B) members’ leadership qualities
C) members’ conscientiousness and openness to experience
D) members’ role allocation
E) members’ cultural and demographic diversity
105) According to studies, when team members share an accurate mental model they ________.
A) have an indifferent attitude toward their work
B) have frequent interactions
C) face acute stress
D) work independently
E) display increased social loafing tendencies
106) Teams with diverse values can perform effectively if leaders ________.
A) focus on work tasks
B) set individual goals for members
C) lead based on personal relationships
D) allocate roles based on members’ preferences
E) form teams of 20-30 members