615
MGMT.DAFT.12.18-07 – 18–07
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
A
122. Managing team _____ is the most important skill required for effective team management.
a.
norms
b.
cohesiveness
c.
conflict
d.
membership
e.
none of these
c
615
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
123. _____ means that the first behaviors that occur in a team often set a precedent for later team expectations.
a.
Critical events
b.
Primacy
c.
Carryover behaviors
d.
Explicit statements
e.
Recency
616
MGMT.DAFT.12.18-07 – 18–07
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
124. The tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions
refers to _____.
a.
brainstorm
b.
brain dump
c.
group innovation
d.
groupthink
e.
group anxiety
617
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
125. The competing style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of
cooperativeness.
a.
high, high
b.
high, low
c.
low, high
d.
low, low
e.
low, medium
618
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
126. The avoiding style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of
cooperativeness.
a.
high, high
b.
high, low
c.
low, high
d.
low, low
e.
low, medium
618
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
127. The accommodating style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of
cooperativeness.
a.
high, high
b.
high, low
c.
low, high
d.
low, low
e.
low, medium
c
618
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
128. At FEI Industries, teams of product developers coordinate their work electronically at the North American,
European, and Asian sites to coincide with peak operating hours at each location. Such teams are referred to as a _____.
a.
b.
c.
d.
e.
618
MGMT.DAFT.12.18-02 – 18–02
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
A
129. All the following are conflict handling styles discussed in your text EXCEPT:
a.
competing style.
b.
assertive style.
c.
avoiding style.
d.
accommodating style.
e.
compromising style.
618-619
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
130. The _____ conflict resolution style is best when maintaining harmony is important.
a.
competing style
b.
collaborating style
c.
accommodating style
d.
avoiding style
e.
comprising
c
619
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
131. The collaborating style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of
cooperativeness.
a.
high, high
b.
high, low
c.
low, high
d.
low, low
e.
low, medium
a
619
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
132. All of these behaviors are consistent with the role of a task specialist EXCEPT:
a.
seek information.
b.
initiation.
c.
summarize.
d.
compromise.
e.
energize.
619
MGMT.DAFT.12.18-04 – 18–04
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
133. _____ are goals that cannot be attained by a single party.
a.
Conflict goals
b.
Mission-driven goals
c.
Superordinate goals
d.
Competitive goals
e.
Extraordinary goals
c
620
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
134. Carmen’s group found itself unable to handle a conflict. The group decides to bring in an outside consultant to
discuss the conflict with both sides and work toward a resolution. The group is using:
a.
BATNA.
b.
a bargaining zone.
c.
mediation.
d.
integrative negotiation.
e.
distributive negotiation.
c
620
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
A
135. A competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the
expense of the other party, is called:
a.
BATNA.
b.
a bargaining zone.
c.
mediation.
d.
integrative negotiation.
e.
distributive negotiation.
e
620
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
136. _____ is a collaborative approach to negotiation that is based on a win-win assumption, whereby the parties want to
come up with a creative solution that benefits both sides of the conflict.
a.
BATNA
b.
A bargaining zone
c.
Mediation
d.
Integrative negotiation
e.
Distributive negotiation
620
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
137. Which of the following is NOT one of the four key strategies for achieving a win-win solution through negotiation?
a.
Separate the people from the problem
b.
Focus on interests
c.
Generate many alternatives for mutual gain
d.
Insist that results be based on objective standards
e.
Keep the demands at the center
e
620
MGMT.DAFT.12.18-08 – 18–08
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
Scenario – Malcolm Bagget
Malcolm Bagget has been working as a production employee for the last three years. His firm is currently undergoing a
change in structure with a new management group and the production department is being restructured. Each production
employee will be assigned to a small six-member production team. Malcolm is looking forward to the extensive cross
training that has been promised and is looking forward to enjoying more power and discretion than he has had in the past.
In addition to skill training, Malcolm is receiving management training in team building.
138. One of Malcolm’s co-workers, Danny Newcomber, is great at reducing tension by telling jokes and in other ways
drawing off emotions when the group atmosphere is tense. Additionally, Danny can be counted on to energize by
stimulating the team into action when the interest drops. Danny is demonstrating which of these?
a.
The task specialist role
b.
The task and socioemotional role
c.
The socioemotional role
d.
The participator role
e.
None of these
614
MGMT.DAFT.12.18-04 – 18–04
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
A
139. When Malcolm’s team encounters the establishment of order and cohesion with the leader helping to clarify team
roles and values, then his team is in the developmental stage of team development of _____.
a.
forming
b.
storming
c.
norming
d.
performing
e.
adjourning
c
614
MGMT.DAFT.12.18-05 – 18–05
United States – BUSPROG: Analytic
United States – LA – DISC: Group Dynamics
Bloom’s: Knowledge
A
140. Malcolm has developed strong task skills and has normally taken the role of task specialist. His task specialist
behaviors will include all of the following EXCEPT:
a.
initiating.
b.
summarizing.
c.
compromising.
d.
energizing.
e.
all of these are included as task specialist behaviors.
c
618
MGMT.DAFT.12.18-09 – 18–09
141. A(n) _____ is a unit of two or more people who interact and coordinate their work to accomplish a specific goal.
142. _____ refers to the tendency for the presence of others to enhance an individual’s motivation and performance.
143. A manager can put together a(n) _____ of people, but never build a(n) _____.
144. A(n) _____ is composed of a manager and his or her subordinates in the formal chain of command.
145. A(n) _____ team is composed of employees from about the same hierarchical level but from different areas of
expertise.
146. A long-lasting, sometimes permanent team in the organization structure created to deal with tasks that recur regularly
is called a(n) _____.
147. A team created outside the formal organization to undertake a project of special importance or creativity is known as
a(n) _____.
148. A goal that cannot be reached by a single party is called a(n) _____.
149. The term _____ refers to a team member who attains benefit from team membership but does not do a proportionate
share of the work.
150. A(n) _____ is a team member who attains benefits from team membership but does not actively participate in and
contribute to the team’s work.
151. _____ pertains to the team’s ability to meet the personal needs of its members.
152. The quality and quantity of task outputs as defined by team goals is known as _____.
153. _____ are created by the organization as part of the formal organization structure.
154. _____ teams typically consist of 5 to 20 multiskilled workers who rotate jobs to produce an entire product or service
or at least one complete aspect or portion of a product or service.
155. In a(n) _____ team, team members take over managerial duties.
156. A(n) _____ team uses computer technology and groupware so that geographically distant members can collaborate
on projects and reach common goals.
157. _____ can present enormous challenges for team leaders, who have to bridge gaps of time, distance, and culture.
158. The ideal size of work teams is often thought to be _____.
159. A role in which the individual devotes personal time and energy to helping the team accomplish its task is called a(n)
_____ role.
160. A role in which the individual provides support for team members’ emotional needs and social unity is called a(n)
_____ role.