96. Refer to WWYD Cessna. The list of benefits that Cessna is seeking at its new Independence plant
includes the following:
a.
higher employee job satisfaction
b.
faster production
c.
more efficient production
d.
increased customer satisfaction from improved product quality
e.
All of outcomes are potential benefits of working in teams.
97. Refer to WWYD Cessna. In changing from a “people–blaming” culture to a “process–oriented” culture,
Cessna moved its teams __________.
a.
to a higher level on the team autonomy continuum
b.
to a lower level the team autonomy continuum
c.
from traditional groups to employee-involvement groups
d.
into special teams
e.
out of groupthink
98. Refer to WWYD Cessna. In balancing its young teams with older workers more experienced in
single-engine aircraft manufacture, Cessna was paying attention to this important aspect of teams:
a.
team conflict
b.
team cohesion
c.
team diversity
d.
individualism
e.
structural accommodation
99. Refer to WWYD Cessna. In selecting workers to team-build the Skyhawk, Cessna focused exclusively
on team skills. If tests indicated that you weren’t a “team player” with an aptitude and willingness to
take on responsibility and work with others, Cessna didn’t hire you. Cessna was looking for people
with high levels of:
a.
cohesiveness
b.
capability
c.
individualism
d.
collectivism
e.
diversity
100. Refer to WWYD Cessna. The new commodities teams at Cessna are an example of_____teams.
a.
a-type
b.
virtual
c.
project
d.
modular
e.
cross-functional
1. What are work teams and briefly comment on why work teams have become increasingly popular in
business since the mid to late 1980s.
2. Define cross training. Briefly explain how cross training can lead to increased job satisfaction.
3. What are the five guidelines managers use to determine the use of teams?
4. List the five types of teams on the team autonomy continuum. What is each team’s highest level of
responsibility (i.e., the highest level of task that they have independent control over)?
5. Identify the three special kinds of teams that can’t be easily categorized in terms of autonomy. For each
of these teams, identify the probability that it would be formed on a temporary or permanent basis.
6. What are project teams? List the advantages associated with their usage.
7. How does a team’s size influence its performance?
8. Explain what managers can do to manage conflict in teams effectively.
9. List the stages that teams pass through as they develop and grow. Also list the stages of decline that
may occur if teams are not managed properly once they achieve peak performance.
10. What are stretch goals? What four things must occur for stretch goals to motivate teams effectively?
11. List and briefly describe the three methods of compensating employees for team participation and
accomplishments.
1. Briefly identify the advantages and disadvantages of using teams. Describe a situation in which you or
someone you know worked in a team setting. Be sure to specify which of the general advantages
and/or disadvantages of using teams were manifest in that situation.
2. Identify the key dimension on which teams differ. Define and describe the continuum of teams used by
companies along this dimension. If a manager had a high need for personal power and control, explain
which of these types of teams he or she would probably be most happy working with in a managerial
capacity. Also explain how he or she might react to a proposal to introduce teams into his or her work
unit.
3. What are virtual teams? Speculate on their likely role in global organizations in the future.
4. What are norms? What is cohesiveness? Why is team size an important consideration? How should a
manager cope with team conflict? Specify how each of these four characteristics of teams are related to
team performance.
5. Describe the four factors that companies can manage to make teams more effective. Specify which of
these four factors you feel is of greatest importance in enhancing team performance. Explain the
reason for your choice.
