1. Current estimates are that over 80 percent of all organizations use some form of teams.
a.
True
b.
False
2. All groups are teams, but not all teams are groups.
a.
True
b.
False
False
Easy
p. 271
Conceptual
3. The most effective leadership style in a team tends to be very hierarchical in its setup.
a.
True
b.
False
False
Easy
p. 271
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
False
p. 270
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
4. It is more likely the case that in a group, the typical group member mentality is “what’s in it for me.”
a.
True
b.
False
True
Moderate
p. 271
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
5. Teamwork is an understanding and commitment to common goals on the part of all team members.
a.
True
b.
False
True
Easy
p. 272
Conceptual
6. An advantage of teamwork is that members can help each other and avoid major errors.
a.
True
b.
False
True
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
7. One of the disadvantages of teamwork is that members may face pressure to conform to lower team standards of
performance and conduct.
a.
True
b.
False
8. Effective teamwork offers a work environment where employees are satisfied with their jobs and less likely to quit.
a.
True
b.
False
True
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
9. Shirking of individual responsibility, also known as social loafing, is a possible limitation of teams.
a.
True
b.
False
True
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
10. Because your team is more concerned about objectively appraising different courses of action and less concerned
about getting unanimous agreement, it is experiencing groupthink.
a.
True
True
Medium
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
Conceptual
b.
False
11. Social loafing is when members of a cohesive group tend to agree on a decision not on the basis of its merit but
because they are willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.
a.
True
b.
False
False
Easy
p.273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
12. Social loafing in a team is likely to occur when each team member’s effort is recognized and assessed.
a.
True
b.
False
False
Moderate
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
13. Groupthink happens when the team values getting along so much that dissenting views are suppressed in favor of
consensus.
False
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
a.
True
b.
False
14. Team effectiveness has three components: task performance, group potency, and individual satisfaction.
a.
True
b.
False
False
Moderate
p. 275
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
15. Individual satisfaction is the degree to which the team’s output (product or service) meets the needs and expectations
of those who use it.
a.
True
b.
False
False
Moderate
p. 275
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
True
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
Conceptual
16. Some performance outcomes that have been used to evaluate team effectiveness are innovation, efficiency, quality,
and employee satisfaction.
a.
True
b.
False
17. Team innovation is the collective acquisition, combination, creation, and sharing of knowledge.
a.
True
b.
False
False
Easy
p. 275
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
18. Team norms are standards of behavior dictated by the organization.
a.
True
b.
False
False
Easy
p. 277
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
True
Moderate
p. 275
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
19. Team norms develop in the early stages of a team’s formation.
a.
True
b.
False
20. Team cohesion is the extent to which team members bond together and remain committed to achieving team goals.
a.
True
b.
False
True
Easy
p. 277
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
21. Team cohesion is increased when team members have strong inter-personal relationships and self-identification with
the team.
a.
True
b.
False
True
Easy
p. 277
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
22. A team charter is a document developed by management to specify the rules by which the team will be governed.
a.
True
b.
False
True
Moderate
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
23. Teams composed of less than 12 members are generally less effective than larger teams.
a.
True
b.
False
False
Easy
p. 278
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
24. Small teams are generally more effective than larger teams.
a.
True
b.
False
True
Easy
p. 278
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
Conceptual
25. Teams where individuals in the teams have clearly defined roles and responsibilities are more likely to assign blame
when things go wrong.
a.
True
b.
False
False
Easy
p. 277
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
26. Effective teams have strong support from top management.
a.
True
b.
False
True
Easy
p. 279
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
27. The team leader must model the behavior that he or she desires from the team.
a.
True
b.
False
True
Easy
p. 280
MGMT.LUSS.16.08-03 – LO: 08–03
Conceptual
28. When creating an effective team, a team leader’s role as a resource person identifies team needs and addresses them in
a timely fashion.
a.
True
b.
False
False
Easy
p. 278
MGMT.LUSS.16.08-02 – LO: 08–02
Conceptual
29. A functional team is a group of employees belonging to the same functional department, such as marketing, R&D,
production, human resources, or information systems, who have a common objective.
a.
True
b.
False
True
Easy
p. 283
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
30. Cross-functional teams may also include representatives from outside organizations, such as suppliers, clients, and
joint-venture partners.
a.
True
b.
False
True
Easy
p. 284
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
31. One of the potential disadvantages of cross-functional teams is that there is always a lack of coordination given the
many problems that can occur when people from different functions come together to work on a project at the same time.
a.
True
True
Easy
p. 280
MGMT.LUSS.16.08-03 – LO: 08–03
Conceptual
b.
False
32. Virtual teams can be organized along functional or cross-functional lines.
a.
True
b.
False
True
Easy
p. 285
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
33. According to the team-centered decision-making model, the leader should seek opinions and try to get agreement but
never relinquish the right to make final choices.
a.
True
b.
False
False
Moderate
p. 287
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
34. The leader-centered decision-making model is preferred when unpopular decisions need to be made.
False
Moderate
p. 284
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
a.
True
b.
False
35. Encouraging interteam rivalries is more likely to reduce than increase creativity.
a.
True
b.
False
False
Moderate
p. 281
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
36. Top management must foster an environment of creativity and learning while protecting team members who take
creative risks.
a.
True
b.
False
True
Easy
p. 281
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
False
Easy
p. 287
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
37. According to the team-centered decision-making model, the role of the leader should be to serve as a consultant,
advisor, teacher, and facilitator.
a.
True
b.
False
38. A disadvantage of team-centered decision making is that unanimous consent on a decision may end up being a poor
compromise rather than an optimal solution.
a.
True
b.
False
True
Easy
p. 287
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
39. According to the text, the single greatest mistake made by those who call meetings is that they do not display the
appropriate leadership style for the meeting.
a.
True
b.
False
False
Easy
p. 289
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
True
Moderate
p. 287
MGMT.LUSS.16.08-04 – LO: 08–04
Conceptual
40. It is recommended that leaders play the role of facilitators rather than deciders at meetings.
a.
True
b.
False
41. The three parts of a meeting are determining participants, identifying objectives, and covering agenda items.
a.
True
b.
False
False
Moderate
p. 291
Conceptual
42. At the end of a meeting, it is recommended that the leader review all assignments given during the meeting.
a.
True
b.
False
True
Easy
p. 291
MGMT.LUSS.16.08-05 – LO: 08–05
Conceptual
True
Easy
p. 250
MGMT.LUSS.16.08-05 – LO: 08–05
Conceptual
43. In a meeting, it is a leader’s responsibility to shut up the talkers.
a.
True
b.
False
44. Advocates of the self-managed team believe that autonomy through team control over critical task-related decisions
allow the team to perform better than conventional teams.
a.
True
b.
False
True
Easy
p.293
MGMT.LUSS.16.08-05 – LO: 08–05
Conceptual
45. In handling problem members during team meetings, the rotation method is effective with talkers and arguers.
a.
True
b.
False
False
Moderate
p. 292
MGMT.LUSS.16.08-05 – LO: 08–05
False
Easy
p. 292
MGMT.LUSS.16.08-05 – LO: 08–05
Conceptual
46. Self-managed team members’ skills are typically highly specialized.
a.
True
b.
False
False
Moderate
p. 294
MGMT.LUSS.16.08-06 – LO: 08–06
Conceptual
47. The nature of self-managed teams is one of individual empowerment and accountability.
a.
True
b.
False
False
Moderate
p. 294
MGMT.LUSS.16.08-06 – LO: 08–06
Conceptual
48. Benefits of self-managing teams include greater employee job satisfaction, commitment, and productivity, and lower
turnover and absenteeism rates.
a.
True
b.
False
True
Moderate
p. 295 – 296
MGMT.LUSS.16.08-07 – LO: 08–07
Conceptual
49. A self-managed team manager or leader is an advocate of the self-managed team concept whose responsibility is to
help the team obtain necessary resources, gain political support from top management and other stakeholders of the
organization, and defend it from enemy attacks.
a.
True
b.
False
False
Moderate
p. 297
MGMT.LUSS.16.08-08 – LO: 08–08
Conceptual
50. In self-managed teams, distributed leadership is when different self-managed team members assume different
leadership roles as circumstances and task requirements warrant.
a.
True
b.
False
True
Easy
p. 298
MGMT.LUSS.16.08-08 – LO: 08–08
Conceptual
51. The self-managed team facilitator is the external leader of a self-managed team, whose job is to create optimal
working conditions so team members take on responsibilities to work productively and solve complex problems on their
own.
a.
True
b.
False
True
Easy
Conceptual
52. Social loafing and groupthink are not likely to occur in self-managed teams.
a.
True
b.
False
True
Easy
p. 299
MGMT.LUSS.16.08-09 – LO: 08–09
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
53. Which of the following statements regarding groups and teams is TRUE?
a.
The leadership style in a group tends to be participative.
b.
The leadership style in a team tends to be very hierarchical.
c.
Groups focus on individual performance and goals.
d.
A team is characterized by a mentality of “what’s in it for me.”
c
Easy
p, 271
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
54. Which of the following statements correctly describes a team as opposed to a group?
a.
b.
c.
d.
p. 298
MGMT.LUSS.16.08-08 – LO: 08–08
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
55. ____ is an understanding and commitment to common goals on the part of all team members.
a.
Goal congruence
b.
Teamwork
c.
Team cohesion
d.
Social loafing
Easy
p, 272
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Conceptual
BLOOMS: Knowledge
56. ____ involves the creative cooperation of people working together to achieve something beyond the capacities of
individuals working alone.
a.
Synergy
b.
Functional teamwork
c.
Groupthink
d.
Virtual teamwork
a
Moderate
p. 272
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
57. Which of the following is NOT an advantage of teamwork?
Easy
p. 271
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
a.
Being a member of a team makes it possible to satisfy more needs than if one worked alone.
b.
Major errors are likely to be avoided.
c.
A work environment is created that encourages people to become self-motivated, empowered, and satisfied
with their jobs.
d.
Groupthink increases effectiveness.
58. Shirking of individual responsibility is also known as:
a.
groupthink.
b.
synergy.
c.
social loafing.
d.
task facilitation.
c
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
59. Social loafing is likely to result when:
a.
teams are extremely cohesive.
b.
individual effort is not recognized and assessed.
c.
there is a lack of motivation within the team.
d.
individual-level performance appraisal occurs.
Moderate
p. 272
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
Easy
p. 273
MGMT.LUSS.16.08-01 – LO: 08–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge