Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
49) Roles performed by group members that are not productive for keeping the group on
task are referred to as
a. norms.
b. task-oriented roles.
c. maintenance roles.
d. individual roles.
e. role expectations.
50) Which of the following functions would be considered a task-oriented role in a team?
a. compromising
b. encouraging
c. harmonizing
d. gatekeeping
e. consensus testing
51) Jane, a team member, says, “Building on Antonia’s idea, I think we could . . .” Jane is
fulfilling the ________ role in the team.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
a. initiating
b. consensus testing
c. encouraging
d. elaborating
e. harmonizing
52) Maya asked her team, “are we ready to make a decision on this?” Maya is taking on
the ________ role.
a. initiating
b. consensus testing
c. summarizing
d. harmonizing
e. encouraging
53) A team’s development of accurate and common knowledge and beliefs about how the
work gets done is called
a. social loafing.
b. a mental model.
c. cohesiveness.
d. the punctuated equilibrium.
e. accountability.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
54) Evidence suggests that individual personalities play a part in how effective teams are.
It has been found that mixing both conscientious and not-so conscientious members
a. tends to strengthen those who are initially less conscientious.
b. tends to lower team performance.
c. tends to strengthen the entire team, as all learn how to work in order to advance the
team.
d. tends to receive higher managerial ratings for team performance at the end of the task.
e. tends to lead the team to outperform those teams who have only conscientious team
members.
55) SCENARIO 5-4
You have been promoted to supervisor of a work team in your department. You
remember from your OB course that high-performing teams are noted for the high-level
of trust members have in one another. You also remember that researchers identified five
dimensions that help build one’s trustworthiness. In order to achieve high performance,
you choose to focus on building trust among team members.
Referring to SCENARIO 5-4, one way in which you decide to build trust within your
work team is by a. encouraging members to practise quantitative analysis.
b. instituting individual incentives.
c. demonstrating good judgment in some situations.
d. being truthful and honest.
e. monitoring behaviours.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
56) SCENARIO 5-4
You have been promoted to supervisor of a work team in your department. You
remember from your OB course that high-performing teams are noted for the high-level
of trust members have in one another. You also remember that researchers identified five
dimensions that help build one’s trustworthiness. In order to achieve high performance,
you choose to focus on building trust among team members.
Referring to SCENARIO 5-4, you find that one member of the team is unpredictable,
unreliable, and says one thing but does another. Which dimension of trust does she need
to improve on?a. integrity
b. consistency
c. openness
d. responsibility
e. loyalty
57) A new employee in your department is cautious and apprehensive when he first meets
and interacts with other employees. In particular, he seems rather private and aloof to
some. Which dimension of trust will others in the department likely assume that he is
lacking in?
a. integrity
b. openness
c. competence
d. loyalty
e. consistency
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
58) Dawn has come to you for good advice on how to manage her sales team. She
realizes that not all sales team members have the necessary skills to be effective team
players. You suggest that Dawn
a. provide training to improve members’ skills in the areas in which they are lacking,
which will help the team develop and reach its full potential.
b. replace team members with those who do have the necessary skills.
c. add members to the existing team by recruiting other team members who have the
complementary skills needed.
d. allow the team to develop on its own, as team members will learn to trust one another.
e. have members take part in trust strategies in order to gain mutual respect, trust, and
new skills.
59) Group diversity in work teams provides the strongest advantage when teams are
working on
a. matters related to labour relations, where interpersonal skills are relevant.
b. communication and public relations, where languages and culture are important.
c. production and manufacturing jobs, where the impact involving differences in values is
minimal.
d. marketing and promotion, where the impact of culture is important.
e. problem solving and decision making, where creative and unique solutions are needed.
60) SCENARIO 5-5
Claude is an executive member of his university’s standing committee on employment
equity. Since most members of the committee live in different cities, they use
teleconferencing, videoconferencing, and email to conduct their meetings.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
Referring to SCENARIO 5-5, the committee Claude serves on would be considered a a.
networked team.
b. collaborative team.
c. virtual team.
d. cyber team.
e. systems network.
61) SCENARIO 5-5
Claude is an executive member of his university’s standing committee on employment
equity. Since most members of the committee live in different cities, they use
teleconferencing, videoconferencing, and email to conduct their meetings.
Referring to SCENARIO 5-5, one advantage associated with such an arrangement is a.
decreased efficiency.
b. fewer nonverbal cues.
c. less social rapport.
d. increased electronic friendships.
e. the reduced impact of time zones.
62) Lee has come to you for some advice on ensuring that the virtual team she is
managing is functioning effectively. You suggest that Lee
a. discourage team members from providing any personal information.
b. let team members establish their own rules for communication.
c. minimize visual forms of communication.
d. discourage informal, offline communication.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
e. allow time for socializing and chit-chat online
63) Virtual teams are best described as
a. groups of employees from different departments who are located on different floors of
the same building.
b. groups of employees who are almost (virtually) identical to one another in skills and
values.
c. cross-functional groups of employees that operate across space, time, and
organizational boundaries.
d. formal work teams in which most members do not feel that they are really part of the
team.
e. informal groups that meet only in cyberspace.
64) Evidence suggests that
a. the cost of virtual teams is much higher than the cost of traditional on-site teams.
b. teams are not suitable for every situation.
c. organizational leadership can outperform team incentives.
d. the cost of maintaining teams is higher than the cost of maintaining individual work
projects.
e. teams are suitable for every task.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
Objective: 5-5 Are teams always the answer?
65) Phillip wants to determine whether the task is better suited for an individual or a team
assignment. Which question will best help Phillip solve this dilemma?
a. Can the work be performed better by one person?
b. Is management supportive?
c. Have the performance appraisals and reward systems been modified to encourage
better performance by team members?
d. Are there enough resources to develop the team and support it through its early stages?
e. Are individual team members experts in their specialized areas?
66) A group could be co-workers, friends meeting for lunch, or people standing at a bus
stop.
a. True
b. False
67) While not all groups are teams, all teams can be considered groups.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
68) Management has found that teams are more flexible and responsive to changing
events than are traditional departments or other forms of permanent groupings.
a. True
b. False
69) SCENARIO 5-6
Your work team is newly formed and you are interested in understanding the various
stages it might go through in its development so that you can be of help. Members of
your team did not know one another prior to this work assignment. The project will likely
last for several years.
Referring to SCENARIO 5-6, the first stage of the group’s development is called
norming.a. True
b. False
70) SCENARIO 5-6
Your work team is newly formed and you are interested in understanding the various
stages it might go through in its development so that you can be of help. Members of
your team did not know one another prior to this work assignment. The project will likely
last for several years.
Referring to SCENARIO 5-6, the norming stage is one in which close relationships
develop and the group demonstrates cohesiveness.a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
71) SCENARIO 5-6
Your work team is newly formed and you are interested in understanding the various
stages it might go through in its development so that you can be of help. Members of
your team did not know one another prior to this work assignment. The project will likely
last for several years.
Referring to SCENARIO 5-6, during the performing stage, the structure of the group is
fully functional and accepted by the group members.a. True
b. False
72) The five-stage model of group development ignores the organizational context of
work. For example, a study of a cockpit crew found that three pilots who did not know
one another became a high-performing team within 10 minutes.
a. True
b. False
73) The stages of group development must occur sequentially, and will never occur
simultaneously.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
74) According to the punctuated-equilibrium model, once a group’s direction is set, it is
re–examined frequently in the first half of the group’s life and is likely to be altered.
a. True
b. False
75) The punctuated-equilibrium model characterizes groups as exhibiting long periods of
inertia interspersed with brief revolutionary changes triggered primarily by members’
awareness of time and deadlines.
a. True
b. False
76) An effective team will spend time building credibility with important players in other
parts of the organization and developing internal relationships, rather than developing key
outside relationships.
a. True
b. False
77) The five-stage model of group development comprises the first meeting, Phase 1,
transition, Phase 2, and completion.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 5— Working in Teams
78) Members who rely too much on the leader and do not carry out their responsibilities
can harm their team.
a. True
b. False
79) Teams experience two types of cohesiveness: socio-emotional and instrumental.
a. True
b. False
80) All team members must engage in social loafing to develop team cohesiveness and
function effectively.
a. True
b. False
81) Sometimes coaches are more effective in leading teams than are leaders.