55. ____ is the extent to which team members are attracted to a team and motivated to remain in it.
a.
Accommodation
b.
Synergy
c.
Autonomy
d.
Cohesiveness
e.
Empathy
56. Which of the following size teams usually provides the best performance?
a.
2 to 3
b.
6 to 9
c.
15 to 20
d.
more than 20
e.
All sizes tend to perform equally well.
57. Which of the following signs would indicate that a team is too small?
a.
The team is experiencing minority domination.
b.
The team has too much diversity.
c.
The team finds it difficult to come up with ideas or generate solutions to problems.
d.
The team has no sense of responsibility.
e.
The team is too cohesive.
58. Which of the following statements regarding cohesiveness is true?
a.
Cohesive groups have lower turnover.
b.
Cohesive groups engage in less cooperative behavior.
c.
Cohesive groups are always better performing groups.
d.
Cohesive groups have trouble retaining their members.
e.
High group cohesiveness equates to low team motivation.
59. Which of the following types of conflict is most strongly associated with improvements in team
performance?
a.
cognitive conflict
b.
horizontal conflict
c.
behavioral conflict
d.
vertical conflict
e.
affective conflict
60. Minority domination tends to be a particular problem in:
a.
groups of ten or larger
b.
cross-functional teams of any size
c.
virtual teams because of the nature of the communication medium
d.
groups of less than five
e.
project teams because they are temporary organizations
61. ____ undermines team effectiveness by preventing teams from engaging in the kinds of activities that
are critical to team effectiveness.
a.
Low cohesiveness
b.
Cognitive conflict
c.
Affective conflict
d.
Development of team norms
e.
Behavioral conflict
62. Leading coatings and paints manufacturer Akzo Nobel established a team made up of members from
various departments to increase plant availability and decrease plant downtime. The plant loses
considerable time daily because the assembly line has to be cleaned whenever the production schedule
calls for a different color, etc. to be produced. This cross-functional team needs to avoid ____ conflict
if it hopes to be successful.
a.
c-type
b.
affective
c.
behavioral
d.
cognitive
e.
b-type
63. Affective conflict:
a.
is strongly associated with improvements in team performance
b.
can make people more comfortable with their relationships with group peers
c.
typically decreases team cohesiveness
d.
usually precedes cognitive conflict
e.
is accurately described by all of these
64. How would you respond to the following statement? “Group conflict is always bad.”
a.
Affective conflict is strongly associated with improvements in team performance.
b.
Both a-conflict and c-conflict are harmful, but b-conflict is not.
c.
All cognitive conflict is bad, but all affective conflict is beneficial to the group.
d.
Cognitive conflict is strongly associated with improvements in team performance.
e.
The statement is correct.
65. Which of the following is NOT one of the recommendations for minimizing the occurrence of
affective conflict and “having a good fight”?
a.
Establish common goals.
b.
Work with more, rather than less, information.
c.
Maintain a balance of power.
d.
Inject humor into the workplace.
e.
Always resolve issues by consensus.
66. The manager wants to encourage cognitive conflict. According to the text, should she also push for a
team consensus?
a.
yes, because consensus leads to sacrificing solutions
b.
yes, because consensus eliminates problems associated with minority domination
c.
no, because requiring team consensus gives everyone on the team veto power
d.
yes, because requiring consensus typically leads to cognitive conflict
e.
It cannot be determined from the information provided.
67. Which of the following statements about team development is true?
a.
The growth stages are forming, norming, and performing.
b.
Group cohesion is relatively strong at the informing stage.
c.
Team performance begins to decline at the de-norming stage.
d.
Decline will inevitably occur in every team.
e.
None of these statements about team development is true.
68. Which of the following is one of the stages that teams pass through as they develop and grow, rather
than decline?
a.
de-norming
b.
de-storming
c.
de-forming
d.
performing
e.
reforming
69. A group in Great Britain has been established to improve the employment, retention, and promotion
prospects of black and ethnic minorities and women in the Fire and Rescue Service, which at present
has a largely white, male demographic. By the ____ stage of team development, the group members
will have resolved petty differences, developed friendships, and established strong group cohesiveness.
a.
reforming
b.
storming
c.
norming
d.
forming
e.
performing
70. A group in Great Britain has been established to improve the employment, retention, and promotion
prospects of black and ethnic minorities and women in the Fire and Rescue Service, which at present
has a largely white, male demographic. At its inception, this group was in the ____ stage of team
development.
a.
reforming
b.
storming
c.
norming
d.
forming
e.
performing
71. Group cohesion tends to be relatively strong at the ____ stage of team development.
a.
storming
b.
norming
c.
forming
d.
conforming
e.
informing
72. A team has finally matured into a fully functioning team at the ____ stage of development.
a.
norming
b.
de-norming
c.
performing
d.
conforming
e.
informing
73. Many orthopedic parts are almost identical in size and shape. Stryker Howmedica Osteonics in New
Jersey used a semiautonomous work group to develop Product Recognition Technology that makes
sure parts are identified correctly and orders are filled correctly. What happened when the team
reached the storming stage of team development?
a.
Team members began to work together, and different personalities and work styles
clashed.
b.
Team members engaged in brainstorming.
c.
Team members began to settle into their roles as team members.
d.
The comfort level of team members began to decrease.
e.
Team members feel mutual accountability.
74. In the stages of team development, a team moves from growth to decline during the ____ stage.
a.
storming
b.
de-forming
c.
de-storming
d.
de-norming
e.
reforming
75. In the ____ stage of team development, team members position themselves to gain control of pieces of
the team.
a.
de-forming
b.
de-norming
c.
de-storming
d.
storming
e.
reforming
76. E-Lab (the “E” stands for experience) has project teams perform field research for its clients. One team
had to spend time riding in the back seat of a squad car, accompanying cops on drug raids, as part of
research for a new communications device for police departments. Another team studied how people
get sick with a cold to create a new over-the-counter cold remedy. Often clients give team members
extremely ambitious goals, which the team members initially have no idea how to solve. In other
words, project teams are given:
a.
temporal missions
b.
myopic visions
c.
proximity goals
d.
options-based objectives
e.
stretch goals
77. With ____, teams no longer have to go through the frustratingly slow process of multilevel reviews
and signoffs to get management approval before making changes.
a.
administrative reciprocity
b.
structural accommodation
c.
fast-track approval
d.
virtual accommodation
e.
bureaucratic immunity
78. The achievement of stretch goals is made easier when the team members have:
a.
localized synergy
b.
bureaucratic immunity
c.
strategic diversity
d.
organizational accommodation
e.
limited cohesiveness
79. ____ is the ability to change organizational structures, policies, and practices in order to meet stretch
goals.
a.
Structural accommodation
b.
Bureaucratic immunity
c.
Structural immunity
d.
Bureaucratic accommodation
e.
Administrative reciprocity
80. Which of the following is NOT necessary for stretch goals to effectively motivate teams?
a.
a high degree of autonomy
b.
the empowerment to control resources
c.
structural accommodation
d.
conflict management training
e.
the ability to change organizational policies and procedures
81. Which of the following is a factor that companies should carefully manage in order to increase the
likelihood that teams will succeed?
a.
the selection and training of team members
b.
the setting of team goals and priorities
c.
team compensation
d.
structural accommodations
e.
all of these
82. Which of the following is a factor that companies should carefully manage in order to increase the
likelihood that teams will succeed?
a.
the development of formalized rules and regulations
b.
bureaucratic immunity
c.
administrative reciprocity
d.
the use of synergy
e.
stonewalling
83. Which of the following is NOT one of the factors that should be taken into account when selecting
people who are suited for teamwork or for working on a particular team?
a.
individualist versus collectivist orientation
b.
team level
c.
bureaucratic versus participative management styles
d.
team diversity
e.
a preference for teamwork
84. ____ describes the average level of ability, experience, personality, or any other factor on a team.
a.
Team diversity
b.
Group synergy
c.
Team level
d.
Team conformity
e.
Team performance
85. E-Lab (the “E” stands for experience) has project teams perform field research for its clients. These
project teams are composed of students of theology, actors, and musicians as well as the more
traditional marketing experts and statisticians. E-Lab teams benefit from:
a.
group norms
b.
team diversity
c.
aggregated creativity
d.
collectivism
e.
structural accommodation
86. A group in Great Britain has been established to improve the employment, retention, and promotion
prospects of black and ethnic minorities and women in the Fire and Rescue Service, which at present
has a largely white, male demographic. The group is trying to increase ____ within the fire fighting
teams.
a.
group norms
b.
team diversity
c.
aggregated creativity
d.
collectivism
e.
structural accommodation
87. Which of the following statements about team training is true?
a.
Organizations often overestimate the amount of training required to make teams effective.
b.
Cross-training is less appropriate for teams of highly skilled workers.
c.
The most common type of training provided is training in technical skills.
d.
Team leaders typically do not require training.
e.
The most common type of training provided is training in conceptual skills.
88. ____ is a compensation system in which companies share the financial value of performance gains,
such as productivity, cost savings, or quality, with their workers.
a.
Skill-based pay
b.
Gainsharing
c.
A draw account
d.
Profit sharing
e.
Optional equity
89. Which of the following is a method used for compensating employees for team participation and
accomplishments?
a.
hourly wages
b.
gainsharing
c.
piecework pay
d.
retained earnings
e.
all of these
90. An organization that rewards its team members through gainsharing is:
a.
using a nonfinancial reward
b.
sharing the financial value of performance gains
c.
paying employees to gain new skills
d.
paying hourly wages
e.
engaging in cross training
91. Pennsylvania-based JLG Industries is a producer of mobile aerial work platforms. It rewards
employees for the number of basic skills they can perform rather than for the jobs to which they are
assigned. Prior to initiating this system, pay increases were based on a merit system. The merit system
is still in effect; however, the new program focuses emphasis on continued acquisition of new skills.
JLG uses:
a.
hourly wages
b.
gainsharing
c.
piecework
d.
retained earnings
e.
skill-based pay
92. The city of College Station, Texas, has implemented a program to reward employees for finding ways
to save money for the city through improved operations and innovations. The city government is
using:
a.
hourly wages
b.
gainsharing
c.
piecework pay
d.
retained earnings
e.
skill-based pay
93. Which of the following statements about team compensation is generally true?
a.
Skill-based pay is more effective for self-managing teams.
b.
Skill-based pay is more effective for self-directing teams performing complex tasks.
c.
Gainsharing works well is relatively stable environments.
d.
Gainsharing better allows employees to focus on improving their productivity.
e.
All of the statements about team compensation are generally true.
94. In general, ____ is most effective for self-managing and self-directing teams performing complex
tasks, and ____ works best in relatively stable environments where employees can focus on improving
the productivity, cost savings, or quality of their current work system.
a.
skill-based pay; nonfinancial reward
b.
gainsharing; nonfinancial reward
c.
nonfinancial reward; skill-based pay
d.
skill-based pay; gainsharing
e.
gainsharing; skill-based pay
Mattel
Ivy Ross, Mattel’s head of design and packaging for its girls division, needed a new toy that was part
construction set and part craft kit. Ross built a team from various departments (designers from research
and development, model makers from production, copywriters from marketing, etc.) and assigned
them the task of developing the new toy. The 12-member team was freed from all other duties so they
could concentrate on developing this new toy. During their first week together, members were exposed
to different ways of thinking. One of the hardest things the group had to deal with was the lack of
structure. It took participants nearly two weeks to realize that there was no schedule for their activities.
The strength of the team lay in its members’ abilities to build on each other’s ideas and to trust one
another.
95. Refer to Mattel. One of the advantages associated with the creation of such teams is:
a.
social loafing
b.
self-limiting behavior
c.
the avoidance of legal risks
d.
increased job satisfaction
e.
groupthink
96. Refer to Mattel. Mattel was able to make effective use of teams because:
a.
the group had a clear purpose
b.
rewards were available for individual performance
c.
the job could be done by individuals working independently
d.
the resources needed to create a new toy were not available
e.
groupthink provides valuable input
97. Refer to Mattel. Which of the following terms could also be used to describe Mattel’s team?
a.
tactical
b.
peripheral
c.
cross-functional
d.
tangential
e.
hierarchical
98. Refer to Mattel. During the first two weeks of its existence, the Mattel team was in the ____ stage as
its members dealt with scheduling and similar concerns.
a.
reforming
b.
forming
c.
performing
d.
norming
e.
conforming
99. Refer to Mattel. By not setting a time schedule for completion of the new toy development process,
Mattel gave the team members ____ even though this was not the case if and when team members
returned to their normal duties.
a.
power-sharing
b.
administrative control
c.
group norms
d.
structural accommodation
e.
bureaucratic control