Chapter 11 Effective Team Management Answer Key
True / False Questions
1.
All teams are groups and all groups are teams.
FALSE
A group may be defined as two or more people who interact with each other to accomplish
certain goals or meet certain needs. A team is a group whose members work intensely
with one another to achieve a specific common goal or objective. These definitions imply
all teams are groups but not all groups are teams.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
2.
The creation and development of new products is known as synergy.
FALSE
Synergy is the performance gains that result when individuals and departments coordinate
their actions.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
3.
The use of teams generally leads to higher turnover.
FALSE
The increased motivation and satisfaction that can accompany the use of teams can also
lead to other outcomes, such as lower turnover.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Groups, Teams, and Organizational Effectiveness
4.
Groupthink is when members strive to agree instead of trying to make an accurate
assessment of the situation.
TRUE
Groupthink is the process of faulty group decision making, which results when group
members strive for agreement at the expense of an accurate assessment of the situation.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Groupthink
5.
Task forces are sometimes referred to as standing committees.
FALSE
Managers form task forces to accomplish specific goals or solve problems in a certain time
period; task forces are sometimes called ad hoc committees.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Task Force
6.
Virtual teams are teams that rarely or never meet face-to-face.
TRUE
Virtual teams are teams whose members rarely or never meet face–to-face but, rather,
interact by using various forms of information technology such as e-mail, text messaging,
computer networks, telephone, fax, and videoconferences.
AACSB: Technology
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Virtual Team
7.
While forming a group, the primary job of a manager is to make sure the team is given
responsibility and authority.
FALSE
In forming groups and teams, managers need to clearly communicate to group members
the expectations for their roles in the group, what is required of them, and how the
different roles in the group fit together to accomplish group goals.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 11-03 Explain how different elements of group dynamics influence the functioning and effectiveness
of groups and teams.
Topic: Group Roles
8.
Shared rules of conduct that most group members follow are known as group roles.
FALSE
A group role is a set of behaviors and tasks that a member of a group is expected to
perform because of his/her position in the group.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-03 Explain how different elements of group dynamics influence the functioning and effectiveness
of groups and teams.
Topic: Group Roles
9.
Generally, groups must “storm” before they can “form.”
FALSE
In the five stages of group development, the first stage is forming, where the members try
to get to know one another and reach a common understanding of what the group is trying
to accomplish. The second stage is storming, where the group members experience
conflict and disagreements because some members do not wish to submit to the demands
of other group members.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-03 Explain how different elements of group dynamics influence the functioning and effectiveness
of groups and teams.
Topic: Forming
10.
When a member’s deviant behavior leads to a positive change in the group norm, it
suggests that some deviant behavior can be functional for groups.
TRUE
Groups generally respond to members who behave defiantly in one of three ways. One of
the ways is when a member’s deviant behavior leads to a positive change in the group
norm, it suggests that some deviant behavior can be functional for groups.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 11-04 Explain why it is important for groups and teams to have a balance of conformity and deviance
11.
The extent of conformity and reactions to deviance within groups are determined by
managers.
FALSE
The extent of conformity and reactions to deviance within groups are determined by group
members themselves.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 11-04 Explain why it is important for groups and teams to have a balance of conformity and deviance
and a moderate level of cohesiveness.
Topic: Group Roles
12.
When group cohesiveness is high, individuals strongly value their group membership,
whereas when group cohesiveness is low, group members do not find their group
particularly appealing.
TRUE
When group cohesiveness is high, individuals strongly value their group membership, find
the group appealing, and have strong desires to remain a part of the group. When group
cohesiveness is low, group members do not find their group particularly appealing and
have little desire to retain their group membership.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-04 Explain why it is important for groups and teams to have a balance of conformity and deviance
13.
When group cohesiveness is low, managers can often increase it by encouraging groups to
develop their own identities and engage in healthy competition.
TRUE
When group cohesiveness is low, managers can often increase it by encouraging groups to
develop their own identities or personalities and engage in healthy competition.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-04 Explain why it is important for groups and teams to have a balance of conformity and deviance
and a moderate level of cohesiveness.
Topic: Group Roles
14.
Financial rewards should not be used to motivate members of teams.
FALSE
Managers can motivate members of groups and teams to achieve organizational goals by
making sure the members themselves benefit when the group or team performs highly. For
example, if members of a self-managed work team know they will receive a weekly bonus
based on team performance, they will be motivated to perform at a high level.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-05 Describe how managers can motivate group members to achieve organizational goals and
reduce social loafing in groups and teams.
Topic: Group Norms
15.
As the size of a group increases, so does the amount of social loafing that is likely to
occur.
TRUE
Group size is related to the causes of social loafing. As size increases, identifying
individual contributions becomes increasingly difficult, and members are increasingly likely
to think their individual contributions are not important.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 11-05 Describe how managers can motivate group members to achieve organizational goals and
reduce social loafing in groups and teams.
Topic: Group Norms
Multiple Choice Questions
16.
Which of the following refers to two or more people who interact with each other to
accomplish certain goals or meet certain needs?
A.
Management
B.
Group
C.
D.
Stakeholders
A group may be defined as two or more people who interact with each other to accomplish
certain goals or meet certain needs.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
17.
Which of the following is a characteristic that distinguishes teams from groups?
A.
More member participation
B.
Frequency of meetings conducted
C.
Active member participation
D.
Intensity with which members work together
The two characteristics that distinguish teams from groups are the intensity with which
team members work together and the presence of a specific, overriding team goal or
objective.
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
18.
Which of the following defines a team?
A.
A group that managers or nonmanagerial employees form to help achieve their own
goals or meet their own needs
B.
A group whose members work intensely with one another to achieve a specific
common goal or objective
C.
A group composed of the CEO, the president, and the heads of the most important
departments
D.
A group of two or more people who interact with each other to accomplish certain
goals or meet certain needs
A team is a group whose members work intensely with one another to achieve a specific
common goal or objective. As these definitions imply, all teams are groups, but not all
groups are teams
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
19.
Paul, the HR Manager, has worked with other managers over the years to set up groups
and teams to handle issues. One of the recent groups, which is also a team, is the
________.
A.
search committee selecting a dean for a college that interacts frequently by various
means over a period of several months
B.
group of sales representatives for a hardware company, each with his/her own
geographical territory
C.
group of factory workers who belong to a labor union
D.
board of directors of a corporation that meets quarterly
Teams are distinguished from groups by the intensity with which team members work
together and the presence of a specific, overriding team goal or objective.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
11–12
20.
In terms of group performance, the idea that “the whole is more than the sum of its parts”
is the fundamental point in the concept of ________.
A.
division of labor
B.
synergy
C.
social deviance
D.
norming
The essence of synergy is captured in the saying “the whole is more than the sum of its
parts.” People working in a group can produce more or higher-quality outputs than would
have been produced if each person had worked separately and all their individual efforts
were later combined.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
21.
Which of the following statements captures the essence of synergy?
A.
Challenge the issue, not the person.
B.
Learn by doing.
C.
Nothing succeeds like success.
D.
The whole is more than the sum of its parts.
The essence of synergy is captured in the saying “the whole is more than the sum of its
parts.”
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
22.
Joanna, a manager, is responsible for organizing a team for the development of a new
product. To be successful in creating synergy in the team, Joanna’s top priority should be
to ________.
A.
choose members of the most diverse backgrounds possible
B.
supervise the group closely
C.
bring in members with complementary skills relevant to the work
D.
choose members who have worked together previously without any problems
To take advantage of the potential for synergy in groups, managers need to make sure that
groups are composed of members who have complementary skills and knowledge relevant
to the group’s work.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
23.
In which of the following teams are the expertise and knowledge in different organizational
departments brought together in the skills and knowledge of the team members?
A.
Virtual team
B.
Cross-cultural team
C.
Research and Development team
D.
Cross-functional team
In a cross-functional team, the expertise and knowledge in different organizational
departments are brought together in the skills and knowledge of the team members.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
24.
To take advantage of the potential for synergy in groups, managers should ________.
A.
create groups of similar individuals
B.
be strongly directive with the group
C.
reward individual performance
D.
appoint members with complementary skills
To take advantage of the potential for synergy in groups, managers need to make sure that
groups are composed of members who have complementary skills and knowledge relevant
to the group’s work.
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
25.
Active Appliances, an electrical appliance firm, forms a group to design a new software
application. This group consists of a systems designer, a programmer, and a user
representative. This is an example of a(n) ________.
A.
informal team
B.
ad hoc committee
C.
cross-cultural team
D.
cross-functional team
Cross-functional teams are composed of members from different departments. In a cross–
functional team, the expertise and knowledge in different organizational departments are
brought together in the skills and knowledge of the team members.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Group Roles
26.
Who takes part in cross-functional teams?
A.
Subordinates who report to the same supervisor
B.
Members from different cultures
C.
CEO, the president, and the heads of departments
D.
Members from different departments
Cross-functional teams are composed of members from different departments.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Group Roles
27.
The strategic planning committee at Comfort Fabric Clothing Company consists of
managers from engineering, R&D, production, marketing, and finance. This is an example
of a(n) ________.
A.
cross-functional team
B.
informal group
C.
virtual team
D.
command group
Cross-functional teams are composed of members from different departments. In a cross–
functional team, the expertise and knowledge in different organizational departments are
brought together in the skills and knowledge of the team members.
Difficulty: 3 Hard
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Self-Designing Teams
28.
In an attempt to promote innovation in a work group, the supervisor should ________.
A.
provide little guidance to the group, and let the group members self-guide themselves
B.
provide detailed procedures to the group
C.
let group members self-coach within the group
D.
provide for only outside the organization resources for the group
To further promote innovation, managers can empower teams and make their members
fully responsible and accountable for the innovation process. The manager’s role is to
provide guidance, assistance, coaching, and the resources team members need and not to
closely direct or supervise their activities.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 11-01 Explain why groups and teams are key contributors to organizational effectiveness.
Topic: Group Roles
Topic: Self-Designing Teams
29.
The group who is responsible for developing the strategies that result in an organization’s
competitive advantage is the ________.
A.
informal group
B.
cross-cultural team
C.
top management team
D.
virtual team
Top management teams are responsible for developing the strategies that result in an
organization’s competitive advantage.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Group Roles
Topic: Self-Designing Teams
30.
A group of managers spend a great deal of time ensuring that they agree on important
issues instead of working toward an accurate assessment of the situation. This scenario
describes ________.
A.
a fundamental attribution error
B.
self-serving bias
C.
lack of synergy
D.
groupthink
Groupthink is faulty group decision making that results when group members strive for
agreement at the expense of an accurate assessment of the situation.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Groupthink
31.
The salespersons who report to a common sales manager are known as a(n) ________.
A.
informal group
B.
command group
C.
cross-functional group
D.
cross-cultural group
Subordinates who report to the same supervisor compose a command group. When top
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Group Roles
Topic: Self-Designing Teams
32.
When team leaders of various cross-functional groups report to the same manager, the
team leaders form a(n) ________.
A.
cross-cultural group
B.
command group
C.
informal group
D.
task force
Subordinates who report to the same supervisor compose a command group. When top
managers design an organization’s structure and establish reporting relationships and a
chain of command, they are essentially creating command groups.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 11-02 Identify the different types of groups and teams that help managers and organizations achieve
their goals.
Topic: Group Roles
Topic: Self-Designing Teams