11–21
79.
In the FIFA World Cup soccer matches, the Golden Shoe award is given to the top goal
scorer, without regard to the performance of the player’s team. The award could go to a
player whose team doesn’t even reach the finals. This award is an example of _____
interdependence.
A.
high task
B.
low goal
C.
low task
D.
E.
high outcome
80.
Which of the following statements about outcome interdependence is
false?
A.
A high degree of outcome interdependence exists when team members share in the
rewards that the team earns.
B.
High outcome interdependence implies that team members depend solely on their own
individual performances for the rewards that they receive.
C.
Low outcome interdependence exists in teams in which individual members receive
rewards and punishments on the basis of their own performance.
D.
Research into project teams shows that in teams in which members reflect on their
performance, higher levels of outcome interdependence increase the amount of
information shared among members.
E.
In teams with high outcome interdependence, the reward that the team receives is directly
linked to the performance of each team member.
81.
The behavior a person is expected to display in a given context is known as a(n):
A.
role.
B.
goal.
C.
ability.
D.
value.
E.
belief.
11–22
82.
Which of the following statements about leader-staff teams is
false?
A.
The members are bound to follow their duties and have no scope for improving their
performance.
B.
The responsibilities of the leader and the rest of the team are distinct.
C.
The leader makes decisions for the team and provides direction and control over members.
D.
The members perform assigned tasks and cannot choose their own tasks.
E.
The members have some latitude with respect to the behaviors they exhibit.
83.
In a group, the member performing the role of the devil’s advocate:
A.
offers constructive challenges to the team’s status quo.
B.
establishes the direction for the team.
C.
motivates team members to work harder toward team goals.
D.
resolves differences among teammates.
E.
praises the work of teammates.
84.
Which of the following best describes the function of the role of an orienter in a group?
A.
He or she offers constructive challenges to the team’s status quo.
B.
He or she establishes the direction for the team.
C.
He or she motivates team members to work harder toward team goals.
D.
He or she resolves differences among teammates.
E.
He or she praises the work of teammates.
85.
Which of the following roles refers to behaviors that influence the quality of the team’s social
climate rather than work?
A.
Team task roles
B.
Team building roles
C.
Inferential roles
D.
Individualistic roles
E.
Thematic roles
11–23
86.
Chris is frequently hostile to other team members, cynical about the goals of the team and
others’ engagement in the project, and sometimes disagrees and stubbornly blocks progress
“just because.” Chris’s behavior reflects a(n) ______ role.
A.
individualistic
B.
task-oriented
C.
task destructive
D.
team manipulation
E.
power seeking
87.
Individualistic role behaviors:
A.
directly facilitate the accomplishment of team tasks.
B.
focus on activities that benefit the team as a whole rather than the separate team
members.
C.
include the roles of harmonizer and the encourager.
D.
foster negative feelings among team members and hinder a team’s ability to perform
effectively.
E.
are particularly important in team contexts in which decisions are “high stakes” in nature.
88.
Which of the following is a team building role?
A.
Initiator-contributor
B.
Orienter
C.
Energizer
D.
Procedural-technician
E.
Compromiser
11–24
89.
Which of the following is a team task role?
A.
Encourager
B.
Blocker
C.
Energizer
D.
Follower
E.
Compromiser
90.
Which of the following is an example of a team task role rather than an individualistic role?
A.
Aggressor
B.
Recognition seeker
C.
Devil’s advocate
D.
Dominator
E.
Blocker
91.
Which of the following statements about team and individualistic roles is
true?
A.
An aggressor manipulates team members for personal control.
B.
A standard-setter expresses goals for the team to achieve.
C.
A gatekeeper offers challenges to the team’s status quo.
D.
A slacker brags and calls attention to him- or herself.
E.
A dominator is one who encourages participation from teammates.
92.
When Ben performs routine tasks needed to keep progress moving in his team, he is
performing the role of a(n):
A.
initiator-contributor.
B.
orienter.
C.
energizer.
D.
procedural: technician.
E.
compromiser.
11–25
93.
In tasks with an objectively verifiable best solution, the member who possesses the highest
level of the ability relevant to the task will have the most influence on the effectiveness of the
team. These types of tasks are called _____.
A.
additive tasks
B.
conjunctive tasks
C.
subjunctive tasks
D.
disjunctive tasks
E.
indicative tasks
94.
Mark participated in a problem-solving quiz competition among teams. Because Mark was
the most familiar with the types of problems on his quiz, his team’s performance depended
largely on Mark’s performance. These type of task represented by the quiz competition is
called a(n):
A.
disjunctive task.
B.
multiplicative task.
C.
surface-level task.
D.
conjunctive task.
E.
additive task.
95.
Tasks for which the team’s performance depends on the abilities of the “weakest link” are
called _____.
A.
additive tasks
B.
conjunctive tasks
C.
subjunctive tasks
D.
disjunctive tasks
E.
indicative tasks
11–26
96.
Tasks for which the contributions resulting from the abilities of every member are considered
in total to determine team performance are called _____.
A.
additive tasks
B.
conjunctive tasks
C.
subjunctive tasks
D.
disjunctive tasks
E.
indicative tasks
97.
Jax loves working on the new product team. Everyone is so friendly, and there is never any
bitterness or conflict. Jax is sure they will come up with the most creative new product ever.
Is Jax right? Why or why not?
A.
Not necessarily. The team members may be so focused on creating harmony, they may
endanger task accomplishment.
B.
No. Absolutely not. Teams must have dissenters, questioners, and confrontational
individuals in order to succeed.
C.
Yes, of course! The absolute best makeup for a team is to have all members demonstrate
high levels of agreeableness.
D.
Maybe. As long as there are a majority of narcissists on the team.
E.
Yes, but only if all the team members also demonstrate high levels of neuroticism.
98.
Which of the following observations about member conscientiousness is
true?
A.
A team member with low conscientiousness tends to be dependable and works hard to
achieve team goals.
B.
Correcting a team member who has high conscientiousness will result in interpersonal
conflicts.
C.
A team member with low conscientiousness will have a positive effect on other team
members.
D.
A team member who has low conscientiousness helps other team members to accomplish
work responsibilities.
E.
A team with high conscientiousness will be more productive than a team with even one
member with low conscientiousness.
11–27
99.
According to the value in diversity problem-solving approach:
A.
diversity in teams is beneficial because it provides for a larger pool of knowledge from
which a team can draw as it carries out its work.
B.
diversity in teams is not beneficial if the problems to be solved are unfamiliar to the team
members.
C.
surface-level diversity is less likely to lead to team cohesion than deep-level density is.
D.
deep-level diversity in teams is less likely to lead to productive outcomes than surface–
level diversity is.
E.
diversity in teams is beneficial because it allows the individual team members to accept
differences between people and work together.
100.
“Diversity on attributes such as cultural background, race, and attitudes is associated with
communication problems and ultimately poor team effectiveness.” This statement represents
the theory of the _____ approach to diversity in teams.
A.
cooperative diversity
B.
similarity-attraction
C.
surface-level
D.
diversity combining
E.
value in diversity problem-solving
101.
_____ diversity refers to diversity regarding observable attributes such as race, ethnicity, sex,
and age.
A.
Disjunctive
B.
Additive
C.
Surface-level
D.
Conjunctive
E.
Deep-level
11–28
102.
_____ diversity refers to diversity with respect to attributes that are less easy to observe
initially but that can be inferred after more direct experience.
A.
Disjunctive
B.
Similarity-attraction
C.
Surface-level
D.
Conjunctive
E.
Deep-level
103.
Deep-level diversity has positive effects on team creativity when:
A.
team members are instructed to take the perspective of their teammates.
B.
team members are all highly conscientious.
C.
when there are no team members exhibiting individualistic roles.
D.
when team size is more than 15 people.
E.
when there are fewer than three fault lines in the team.
104.
The likelihood that the team can work together effectively into the future is called:
A.
team viability.
B.
surface-level diversity.
C.
team development.
D.
deep-level diversity.
E.
team integration.
105.
All of the following are metrics for measuring team performance
except:
A.
team viability.
B.
quantity of goods or services produced.
C.
quality of goods or services produced.
D.
customer satisfaction.
E.
effectiveness and accuracy of decisions.
11–29
106.
_____ means that members receive rewards that are dependent on both their team’s
performance and how well they perform as individuals.
A.
Task interdependence
B.
Hybrid outcome interdependence
C.
Goal interdependence
D.
Member ability
E.
Member personality
107.
Which of the following is
true
with regard to outcome interdependence?
A.
In an organization with compensation that has high outcome interdependence, a higher
percentage of an employee’s pay will depend on how well his or her team does.
B.
In an organization with compensation that has low outcome interdependence, members
receive rewards that are dependent on their team’s performance.
C.
Team reward structures with hybrid outcome interdependence reward members based
solely on their own performance, irrespective of team performance.
D.
In an organization with compensation that has low outcome interdependence, a higher
percentage of an employee’s pay will depend on how well his team does.
E.
Team reward structures with high outcome interdependence reward members based
solely on their own performance, irrespective of team performance.
Essay Questions
11–30
108.
Analyze this statement, and identify the differences between teams and groups: “Teams
definitely are forms of work groups, but not all work groups are teams.”
109.
Describe the types of teams, using the criteria of purpose and activity, life span, and member
involvement for each type.
110.
Explain the significance of virtual teams.
11–31
111.
Summarize the five-stage progression model of team development.
112.
Define
task
interdependence
. Briefly describe the four primary types of task
interdependence.
113.
Differentiate between goal interdependence and outcome interdependence. Provide an
example of each.
11–32
114.
Identify and briefly describe the five aspects of team composition.
115.
Explain the value in diversity problem-solving approach.
116.
Differentiate between surface-level diversity and deep-level diversity.
11–33
117.
High-performing employees often feel the low-performing employees are rewarded more
than they deserve in teams with high outcome interdependence. What could be a possible
solution for designing a reward system that will keep all employees happy?
11–34
Chapter 11 Teams: Characteristics and Diversity Answer Key
True / False Questions
1.
A team consists of two or more people who work independently over some time period to
accomplish common goals related to some task-oriented purpose.
2.
Work teams are designed to be relatively permanent.
11–35
3.
Management teams are formed to take on “one-time” tasks that are generally complex.
4.
A football team is an example of an action team.
5.
On a highly self-managed team, there are strict rules regarding goals, procedures, and
roles.
11–36
6.
High levels of self-management may be most advantageous for teams where members
have high levels of team-relevant knowledge obtained from outside experts and others in
their social networks.
7.
In the storming stage of team development, feelings of solidarity develop as members
work toward team goals.
11–37
8.
The sequence of forming, storming, norming, performing, and adjourning applies to the
development of all teams.
9.
With pooled interdependence, group members complete their work assignments
independently, and then this work is simply “piled up” to represent the group’s output.
11–38
10.
Jan works on the budget team. Members include the bookkeeper who tracks the daily
expenditures and revenues of the company; the accountant who takes the bookkeeper’s
work and organizes it into financial statements, including the cash flow statement, the
income statement, and the balance sheet; and the analyst who interprets the financial
statements. Once these three tasks have been accomplished, Jan prepares and presents
the results to top management. Jan’s team engages in reciprocal interdependence.
11.
In sequential interdependence, the member performing the task in the latter part of the
sequence depends on the member performing the task in the earlier part of the sequence,
but not the other way around.
11–39
12.
In reciprocal interdependence, members are specialized to perform specific tasks.
13.
Comprehensive interdependence requires less interaction and coordination among
members than pooled interdependence.
14.
In groups with comprehensive interdependence, the members have little discretion in
terms of what they do and with whom they interact in the course of the collaboration
involved in accomplishing the team’s work.
11–40
15.
A high degree of goal interdependence exists when team members have a shared vision of
the team’s goal and align their individual goals with that vision as a result.
16.
One way to create high levels of goal interdependence is to ensure that the team has a
formalized mission statement that members buy into.