8-16
c. failure of the U.S. management methods.
d. the successful use of teams in Japan.
67. Instead of team-based management, Australian researchers have proposed the concept of
____________ to involve individuals in teams in Western cultures.
a. collaborative individualism
b. self-leadership
c. participation
d. transformational leadership
68. For teams to work in Western cultures, researchers suggest that individuals should ___________ and
__________.
a. become collectivist; build consensus
b. build trust; empower the team
c. be cooperative; focus on the individual
d. focus on task; care about people
True/False Questions
69. Most modern leadership and management theories address employee participation.
a. true
b. false
70. Participation is on a continuum from traditional organizational to team-based organizations.
a. true
b. false
71. The concept of participation is a relatively new idea in leadership and management.
a. true
b. false
72. Most organizations use a combination of traditional structures and teams.
a. true
b. false
73. Companies either use teams or they don’t.
a. true
b. false
74. Space X and Ford Motor Co. are two companies that have moved toward completely team-based
structures.
a. true
b. false
75. Employee participation and involvement has clear benefits for organizations.
a. true
b. false
76. Genencor International managers believe that employee participation programs often cost too much.
a. true
8-18
b. false
77. Participation often provides solutions to most business problems.
a. true
b. false
78. Royal Philips Electronics has made cross-boundary teams part of its revival strategy.
a. true
b. false
79. Participation should be used when the task is complex, there is no time pressure, the organization is
ready, and employee commitment is needed.
a. true
b. false
80. Participation can only succeed if both leaders and followers are committed to it.
a. true
b. false
81. In order for participation to be successfully implemented, it is important that followers be committed
to its implementation. However, leadership commitment is less essential.
a. true
b. false
8-19
82. Kiwi airlines provides an example of successful participation.
a. true
b. false
83. Cultural values impact expectations for participation.
a. true
b. false
84. Because of collectivism, Mexican employees often expect to participate in decision making.
a. true
b. false
85. Although the Japanese culture is high on power distance, the country has a tradition of employee
participation in decision making.
a. true
b. false
86. Because the French are argumentative, they expect their leaders to involve them in decision making.
a. true
b. false
87. In the U.S, low power distance facilitates participation.
a. true
b. false
88. Culture determines which aspects of teams are expected and rewarded.
a. true
b. false
89. Delegation and participation are the same concept.
a. true
b. false
90. Delegation can be a useful tool in employee training and development.
a. true
b. false
91. Leaders should delegate the tasks that they do not like and do not want to do.
a. true
b. false
92. Once they train their followers well, it is appropriate for leaders to delegate all tasks including
personnel related decisions.
a. true
b. false
93. Once leaders have a sub-group of followers they know and can trust, they should delegate tasks to
that subgroup.
a. true
8-21
b. false
94. Leaders should delegate both a task and the authority to complete it.
a. true
b. false
95. In order to build employee autonomy, once they delegate a task, leaders should leave their followers
alone until the task is completed.
a. true
b. false
96. Leaders should closely monitor employees after they delegate a task and make sure that they pull
back the task if the employee makes a mistake.
a. true
b. false
97. Leaders should not delegate if they can do the task themselves more quickly.
a. true
b. false
98. Even if followers do not fully have the skills they need, the leader should delegate tasks to them to
train them.
a. true
b. false
8-22
99. One of the primary reasons leaders fail to delegate is that they feel their followers are not ready.
a. true
b. false
100. Because followers’ mistakes often are blamed on the manager, manager should avoid delegating
tasks that they think their followers are not ready to do.
a. true
b. false
101. An underlying factor that may prevent managers from delegating is the personality traits of their
followers.
a. true
b. false
102. Teams create a formal structure through which participation in decision making can be achieved.
a. true
b. false
103. Teams are easy to implement in most organizations.
a. true
b. false
104. Teams go beyond accomplishing goals to achieving synergy.
a. true
b. false
105. Google relies on teams to achieve exceptional customer service.
a. true
b. false
106.
Team members often perform because of their exceptional commitment to their leader.
a. true
b. false
107. Teams often have assigned leaders whereas groups share leadership.
a. true
b. false
108. Groups have shared norms; teams have a shared culture.
a. true
b. false
109. The primary role of team leaders is to set goals and make decisions regarding how to implement
them.
a. true
b. false
8-24
110. Self-managed teams are different from other teams in that they share leaders and are not
accountable to an outside manager.
a. true
b. false
111. Self-managed teams do not need to coordinate their activities and decisions with others in the
organization.
a. true
b. false
112. Having members with similar skills is essential to effective self-managed teams.
a. true
b. false
113. To be effective, teams must have enough power and authority to accomplish its task and
implement its ideas.
a. true
b. false
114. Building effective teams is relatively quick once you pick the right members
a. true
b. false
115. To make teams effective, members only need to receive the same training as everyone else in the
organization.
8-25
a. true
b. false
116. Each team member must be trained only in his/her own area, so that she/he can provide the
expertise to the team.
a. true
b. false
117. In self-guided correction, team members monitor and correct their own behavior.
a. true
b. false
118. Self-leadership is the process of influencing oneself.
a. true
b. false
119. Self-leadership relies on receiving feedback and rewards from others outside of the team.
a. true
b. false
120. Self-leaders set up substitutes that reduce their dependence on the leader.
a. true
b. false
121. Self-leaders must learn to encourage follower conformity.
8-26
a. true
b. false
122. Self-leaders ask questions rather than provide answers.
a. true
b. false
123. IBM’s new leadership believes that the company’s success depends on leaders who can take
charge.
a. true
b. false
124. Teams are making leaders obsolete.
a. true
b. false
125. New roles for leaders in teams include continuing to do actual work.
a. true
b. false
126. Team leaders must be able to direct the team forcefully, when the team is confused.
a. true
b. false
8-27
127. Team-based Japanese style management is successfully implemented in the U.S.
a. true
b. false
Short Answer/ Essay Questions
128. What is the significance of the comment of “the only constant is change?”
129. Explain what is meant by most organizations are operating with a combination of teams and
traditional hierarchical structures.
130. Discuss why Robert Iverson, former chairman of Kiwi Airlines, commented that: “…One of the
stupidest things I ever did was call everybody owners…”
131. Discuss what is meant by vertical individualism as relates to the United States and how does that
compare to other countries discussed?
8-28
132. Identify the single criterion for successful implementation of teams and discuss why that is
correct or not.
133. List and define the potential benefits of delegation.
134. Discuss why one of the major complaints of subordinates regarding delegation is the issue of
dumping.
135. Explain the differences between group and team leadership.
136. Explain the distinguishing characteristics of a team.
137. Why do some sources describe teams as passé and that the focus needs to shift to individual
contributions? Discuss.
138. Explain the characteristics of groupthink and discuss whether it is a problem or benefit as applied
to team performance.