1. Work teams place a strong emphasis on:
a. shared leadership.
b. personal accountability
c. exclusive work products.
d. individual leadership.
2. A group is a collection of two or more persons with common interests or objectives, whereas a team:
a. consists of two or more persons who are loosely tied together, yet each member works independently.
b. may consist of dozens of people who work for their own specific goals and are responsible for their own
achievements.
c. has several persons but the performance or contribution of any particular member is inconsequential for the
team’s output.
d. is usually a small number of people with complementary skills who are committed to a common goal for
which they are mutually accountable.
3. Groups emphasize all of the following except:
a. collective work products.
b. individual leadership.
c. individual work products.
d. personal accountability.
4. The standards that a work group uses to evaluate the behavior of its members are called .
a. task functions
b. work processes
c. norms of behavior
d. superordinate goals
5. Social loafing is usually:
a. a norm of behavior within a group.
b. supportive of the development of group cohesion.
c. weighs heavy on a group’s efforts and achievements.
d. a stimulant to increased group performance.
6. All of the following would be considered positive norms of behavior within a group except:
a. consensus decision making.
b. shared leadership.
c. social loafing.
d. open discussion.
7. Which of the following issues does a group address, according to the group development model proposed by
Warren Bennis and Herbert Shepard?
a. Personal, task, and authority issues
b. Cultural, interpersonal, and task issues
c. Task, authority, and cultural issues
d. Interpersonal, task, and authority issues
8. Which of the following includes the set of interpersonal issues that need to be addressed according to the group
development model?
a. Purpose, methods, and outcomes
b. Trust, personal comfort, and security
c. Trust, personal comfort, and outcomes of the group
d. Mission of the group, personal comfort, and control
9. According to the group development model, which of the following set of issues need to be addressed as part of a
group’s authority issues?
a. Who is in charge, management of power and influence, and matters of trust
b. Expected group outcomes, personal comfort, and management of power and influence
c. Expected group outcomes, who is in charge, and mission or purpose of the group
d. Who is in charge, management of power and influence, and who has the right to tell whom to do what
10. Which of the following would NOT be considered a formal or assigned group in a work setting?
a. A project team
b. A council of department heads
c. An executive committee
d. A specialized interest group
11. Dependence on guidance and direction is the defining characteristic of the stage of group development.
a. norming
b. forming
c. performing
d. adjourning
12. Which of the following stages of group development requires that team members feel they are a part of the team
for further progression in group development to occur?
a. Forming
b. Storming
c. Norming
d. Performing
13. At which of the following stages of group development does the leader need to adopt a coaching style in order to
deal with team challenges?
a. Forming
b. Storming
c. Norming
d. Performing
14. At which of the following stages of group development is a leader’s role primarily to recognize his or her group’s
achievements?
a. Forming
b. Norming
c. Storming
d. Adjourning
15. Which of the following statements best reflects the punctuated equilibrium model of group development?
a. Teams experience relational conflicts at different times and in different contexts.
b. Groups do not necessarily progress linearly from one stage to another in sequential steps or stages.
c. Groups alternate between periods of inertia and progress toward goals with bursts of energy.
d. All of the above
16. The set of authority and task relations among group members is known as .
a. control and sanctions
b. mutual acceptance
c. status structure
d. cohesiveness
17. The development of group cohesiveness is negatively influenced by:
a. internal competition.
b. prestige of the group.
c. external pressure.
d. group size when there are only five to eight members.
18. An effective team exhibits:
a. no weaknesses.
b. shared leadership.
c. intragroup conflict.
d. formal, designated leadership.
19. The contributor is a team member who:
a. is a devil’s advocate.
b. listens well and facilitates the group’s process.
c. keeps a constant focus on the mission and urges other members to join efforts for mission accomplishment.
d. supplies necessary information and adheres to high performance standards.
20. An important role in the performance of cross-functional teams is that of a(n) .
a. contributor
b. data generator
c. challenger
d. integrator
21. Which of the following is NOT a maintenance function of a group?
a. Harmonizing conflicts
b. Elaborating concepts
c. Following others‘ leads
d. Setting standards
22. Task functions relate to a group‘s efforts to complete an assignment. These functions include all of the following
except:
a. seeking information.
b. coordinating activities.
c. testing ideas.
d. consensus testing.
23. As a member of a quality circle, you frequently check with other members to make sure all are focused on the
same problem and that everyone has opportunities to contribute. You are performing the group maintenance
function of:
a. following others‘ leads.
b. testing ideas.
c. gatekeeping communication.
d. giving information.
24. A team-oriented work environment places emphasis on:
a. empowerment and collaboration.
b. power and authority or the distribution of power among team members.
c. internal competition.
d. hierarchical control by top management.
25. Teamwork is appropriate where:
a. the knowledge and talent of workers are dispersed across members and require integration.
b. tasks are independent, easy, less voluminous, and require individual attention.
c. tasks are simple and routine.
d. knowledge and talent is placed in highly skilled individuals.
26. Cooperative rewards in work teams will have the most effective impact on:
a. speed of performance.
b. accuracy of performance.
c. individual satisfaction.
d. none of these.
27. Work team effectiveness in the new team environment requires management’s attention to both:
a. training and work team process.
b. work team structure and work team training.
c. work team structure and work team process.
d. work roles and leadership.
28. All of the following are considered important work process issues except:
a. diversity.
b. competitive behaviors.
c. cooperative behaviors.
d. role specification.
29. According to the research done by Hambrick and Fukutomi, in which of the following seasons of a CEO’s tenure is
his or her power at the lowest?
a. Response to a mandate
b. Experimentation
c. Selection of an enduring theme
d. Dysfunction
30. A is a multicultural top team in which all but one member come from the same background.
a. bicultural group
b. homogeneous group
c. token group
d. multicultural group
31. According to Hambrick and Fukutomi, is the last season in a CEO’s tenure.
a. experimentation
b. dysfunction
c. convergence
d. selection of an enduring theme
32. Integrated involvement as a social benefit of group or team membership includes:
a. emotional support.
b. affection and warmth.
c. opportunity for influence.
d. emotional isolation.
33. The two sets of social benefits available to team or group members includes:
a. participation and integrated involvement.
b. integrated involvement and achievement.
c. psychological intimacy and recognition.
d. psychological intimacy and integrated involvement.
34. Which of the following is the most accurate statement regarding the impact of dissimilarity on teams and team
members?
a. Value dissimilarity is negatively related to task conflict.
b. Functional dissimilarity is negatively related to team involvement.
c. Value dissimilarity is negatively related to team involvement.
d. Demographic dissimilarity has no impact on OCB.
35. Self-managed teams are sometimes called .
a. quality circles
b. quality teams
c. autonomous work groups
d. cross-functional work teams
36. For successful chief executive officers, the peak performance years mostly occur at about:
a. two years.
b. ten years.
c. seven years.
d. three years.
37. Upper echelon theory argues that:
a. turnover at the top becomes a vicious cycle.
b. executive turnover will usually result in declining organizational performance.
c. characteristics of the top management team can predict organizational characteristics.
d. wild turkeys will have a detrimental effect on organizational performance.
38. A “wild turkey” in the top management team is:
a. someone who is uncontrollable.
b. a devil’s advocate who challenges the thinking of the CEO and other top executives.
c. a member of the executive team that retards the executive team’s performance.
d. one who increases the homogeneity within the executive group.
39. Culturally diverse top teams help organizations limit .
a. groupthink
b. confusion
c. complexity
d. uncertainty
40. All work teams are groups, but not all groups are work teams.
a. True
b. False
41. Work teams emphasize shared leadership, mutual accountability, and collective work products.
a. True
b. False
42. Teamwork is defined as joint action by a team of people in which individual interests are subordinated to team unity.
a. True
b. False
43. A group member who becomes a social loafer may negatively affect cohesiveness.
a. True
b. False