Chapter 15—Teamwork
TRUE/FALSE
1. A team is defined as a unit of two or more people who interact and coordinate their work to
accomplish a common goal for which they are committed and hold themselves mutually accountable.
2. A group and a team are interchangeable terms.
3. A team shares or rotates leadership roles while a group has a designated strong leader.
4. A free rider is a person who benefits from team membership but does not make a proportionate
contribution to the team’s work.
5. A common dysfunction of teams is to be results oriented.
6. Work team effectiveness is based on two outcomes—productive output and marketplace acceptance.
7. Productive output pertains to the team’s ability to meet the personal needs of its members.
8. A tremendous impact on team processes and effectiveness can come from the diversity of the team.
9. A formal team composed of employees from different areas of expertise and from different levels in
the organization’s formal chain of command is called a vertical team.
10. A vertical team typically includes only one department in an organization.
11. Horizontal teams are created by the organization as part of the formal organization structure.
12. A task force or a cross-functional team is a group of employees from different departments formed to
deal with a specific activity and existing only until the task is completed.
13. Employee involvement started out simply with techniques such as information sharing with employees
or asking employees for suggestions about improving the work. Gradually, companies moved toward
greater autonomy for employees, which ultimately led to self-directed teams.
14. Self-directed teams consist of 5 to 20 multi-skilled workers who rotate jobs and produce an entire
product or service.
15. Team members take the responsibilities of scheduling work and vacations and ordering materials in a
self-directed team.
16. The virtual teams have resulted from globalization and advances in technology.
17. To be effective, virtual team leaders shape culture through action.
18. One of the primary advantages of virtual teams is the ability to rapidly assemble the most appropriate
group of people to complete a project, solve a problem, or exploit a specific strategic opportunity.
19. Global teams can pose a problem for team leaders with regards to language, technology, and belief
differences.
20. A multidomestic team is a work team made up of members of different nationalities whose activities
span multiple countries.
21. The ideal size of work teams often is thought to be eight.
22. As a general rule, large teams may cause a decrease in satisfaction and motivation.
23. Research studies have confirmed that both functional diversity and demographic diversity can have a
positive impact on work team performance.
24. Two common behaviors of the socioemotional role are energizing and encouraging.
25. People who play the task specialist role often display the compromising behavior.
26. It is important for managers to remember that effective teams must have people in both task specialist
and socioemotional roles.
27. The storming stage of team development is marked by conflict and disagreement.
28. During the norming stage of team development, individual personalities emerge causing conflict and
disagreements.
29. The five stages of team development are forming, storming, reforming, performing, and adjourning.
30. The stage of team development in which conflicts are resolved and members focus on problem solving
is called reforming.
31. The leader should concentrate on managing high task performance during the performing stage of
team development.
32. In the adjourning stage of team development, task performance is not a priority.
33. Individual personalities emerge during the performing stage.
34. Adjourning is the stage of team development in which members prepare for the team’s disbandment.
35. Diet Soda Company has teams with high cohesiveness. Additionally, the teams are normally focused
on their commitment to quality performance. This combination can be expected to result in high
productivity.
36. When a team is in moderate competition with other teams, its cohesiveness decreases as it strives to
win.
37. Team cohesiveness does not necessarily lead to higher team productivity.
38. Making explicit statements about the desired team behaviors is a powerful way leaders influence
norms.
39. The four common ways in which norms develop for controlling and directing behavior are critical
events, primacy, carryover behaviors, and implicit statements.
40. As a common way group norms develop, critical events are norms the team brings from the outside.
41. As a common way group norms develop, primacy means that the first behaviors that occur in a team
often set a precedent for later team expectations.
42. Groupthink occurs when people are so committed to a cohesive team that they are reluctant to express
contrary opinions.
43. A common cause of conflict includes scarce resources.
44. A competing style to handle conflict involves a high degree of assertiveness and a low degree of
cooperation.
45. A competing style to handle conflict involves a high degree of assertiveness and a high degree of
cooperation.
46. An avoiding style to handle conflict involves a high degree of assertiveness and a low degree of
cooperation.
47. An avoiding style to handle conflict involves a low degree of assertiveness and a low degree of
cooperation.
48. An accommodating style to handle conflict involves a high degree of assertiveness and a low degree of
cooperation.
49. An accommodating style to handle conflict involves a low degree of assertiveness and a high degree of
cooperation.
50. A dual role goal is a goal that cannot be reached by a single party.
51. A superordinate goal setting is using a third party to settle a dispute.
52. The process of using a third party to settle a dispute is called mediation.
53. Negotiation is the process of using a third party to settle a dispute.
54. A collaborative approach to negotiation that is based on a win-win assumption, whereby the parties
want to come up with a creative solution that benefits both sides of the conflict is called integrative
negotiation.
55. Distributive negotiation is a collaborative approach to negotiation that is based on a win-win
assumption, whereby the parties want to come up with a creative solution that benefits both sides of
the conflict.
56. A competitive and adversarial negotiation approach in which each party strives to get as much as it
can, usually at the expense of the other party is called distributive negotiation.
57. For a win-win solution, stay focused on interests and not demands.
58. Social facilitation is the tendency for the presence of others to influence an individual’s motivation and
performance.
59. Much work in teams is interdependent, which means that individuals and departments rely on other
individuals and departments for information or resources to accomplish their work.
60. Teams run efficient meetings, whereas groups run meetings that encourage open-ended discussion.
61. Team trust dissolves when members hold one another accountable rather than relying on managers as a
source of accountability.
62. In the work team effectiveness model, team characteristics include size, diversity, and roles.
63. In most cases, team leaders do not play a significant role in shaping team effectiveness.
64. Committees typically are formed to deal with tasks that recur regularly.
65. Self-directed teams are empowered with decision-making authority, allowing members to have the
freedom to select new members, solve problems, spend money, monitor results, and plan for the
future.
66. One recent study suggests that in virtual teams, the higher the level of online communication, the
lower the level of team cohesiveness.
67. Although diversity contributes to higher levels of agreement in a team setting, it also results in reduced
creativity.
68. Norms begin to develop in the first interactions among members of a new team.
69. Task conflict refers to interpersonal incompatibility that creates tension and personal animosity among
people.
70. Virtual and global teams are particularly prone to communication breakdowns.
71. The compromising style of conflict management reflects a high degree of cooperativeness and a low
degree of assertiveness.
72. Managers can achieve a win-win solution in negotiations by generating a single alternative and
sticking to it.
MULTIPLE CHOICE
1. Which of the following refers to a unit of two or more people who interact and coordinate their work
to accomplish a specific objective?
a.
An organization
b.
A team
c.
A committee
d.
A council
e.
Leadership
2. Which of the following is a component of a team?
a.
People in a team do not have to have regular interaction
b.
Four or more people are required to form a team
c.
A performance goal is shared between team members
d.
Teams tend to be small groups, usually with less than 10 people
e.
Each member tends to set his/her own goals for the team
3. Which of the following does NOT pertain to teams?
a.
Teams have a designated strong leader
b.
Teams have individual and mutual accountability
c.
Specific team vision or purpose
d.
Collective work products
e.
All of these pertain to teams
4. Randy is a team leader at Welldrilling.net. His team is made up of fifteen co-workers. Recently, he has
noticed a tendency for some team members to participate much less than others. They seem
uninterested and content to let others do the work. This is called
a.
free riding.
b.
reduced commitment.
c.
power realignment.
d.
the costs of coordination.
e.
self-directed team.
5. All of the following are common dysfunctions of teams EXCEPT:
a.
Lack of trust
b.
Avoidance of accountability
c.
Fear of conflict
d.
Lack of commitment
e.
Results orientation
6. A(n) ____ is a person who benefits from team membership but does not make a proportionate
contribution to the team’s work.
a.
“yes” man
b.
social worker
c.
work surfer
d.
free rider
e.
groupthink
7. Work team effectiveness is based on three outcomes: productive output, capacity to adapt and learn,
and
a.
cohesiveness.
b.
satisfaction.
c.
commitment.
d.
leadership.
e.
norms.
8. In the context of work team effectiveness, ____ pertains to the team’s ability to meet the personal
needs of its members.
a.
cohesiveness
b.
satisfaction
c.
commitment
d.
leadership
e.
norms
9. Common types of formal teams are
a.
vertical and diagonal.
b.
horizontal and diagonal.
c.
vertical and horizontal.
d.
horizontal and lateral.
e.
lateral and diagonal.
10. Which of the following is a formal team composed of a manager and his or her subordinates?
a.
Vertical team
b.
Horizontal team
c.
Self-managed team
d.
Special-purpose team
e.
Social team
11. Tamika is a manager at Sleeveless Clothes, Inc. Recently, she was assigned a work team. She is in
charge of the team and it consists of the subordinates under her authority. This is an example of
a.
a horizontal team.
b.
a vertical team.
c.
a self-managed team.
d.
a special-purpose team.
e.
a social team.
12. A functional team is also referred to as a(n):
a.
command team.
b.
task force.
c.
special purpose team.
d.
horizontal team.
e.
interorganizational team.
13. Which of the following refers to a formal team composed of employees from about the same
hierarchical level but from different areas of expertise?
a.
A special-purpose team
b.
A horizontal team
c.
A self-managed team
d.
A vertical team
e.
A diagonal team
14. A ____ is a group of employees from different departments formed to deal with a specific activity and
existing only until the task is completed.
a.
Vertical team
b.
Command team
c.
Special purpose team
d.
Task force
e.
Functional group
15. Nancy belongs to a horizontal team in her organization. She was selected on the basis of her title, not
her expertise. The type of horizontal team she belongs to is likely a(n)
a.
self-managed work team.
b.
task force.
c.
cross-functional team.
d.
committee.
e.
ad-hoc committee.
16. A task force is sometimes called a(n):
a.
vertical team.
b.
cross-functional team.
c.
command team.
d.
special-purpose team.
e.
executive team.
17. Which of the following teams are created outside the formal organization structure to undertake a
project of special importance or creativity?
a.
Vertical
b.
Command
c.
Special-purpose
d.
Cross-functional
e.
Functional
18. Self-directed teams are ____ teams.
a.
temporary
b.
permanent
c.
ad–hoc
d.
task force
e.
none of these
19. Self-directed teams consist of 5 to 20 ____ workers.
a.
union
b.
non-union
c.
multiskilled
d.
low wage
e.
all of these
20. Carolyn is a member of a work team at Creepy Clown’s Company. She and her teammates possess
several different skills and are able to perform a major organizational task with little or no oversight
from management. Carolyn is a member of a(n)
a.
union.
b.
self-directed team.
c.
project team.
d.
special-purpose team.
e.
bureaucratic team.
21. Which of the following statements is true?
a.
Self-directed teams are empowered with decision-making authority.
b.
Self-managed teams still rely heavily on their manager.
c.
Self-managed teams have little access to resources.
d.
Self-managed teams will eventually develop into problem-solving teams.
e.
None of these
22. Which of the following teams are described as a team that uses computer technology and groupware so
that geographically distant members can collaborate on projects and reach common goals?
a.
Functional
b.
Command
c.
Virtual
d.
Long distance
e.
Task force
23. Effective virtual team leaders use technology to build relationships through all of the following ways
EXCEPT:
a.
Bring attention to and appreciate diverse skills and opinions
b.
Scrutinize electronic communication patterns
c.
Use technology to enhance communication and trust
d.
Ensure timely responses online
e.
Manage online socialization
24. Cross-border work teams made up of members of different nationalities whose activities span multiple
countries are called
a.
self-directed teams.
b.
project teams.
c.
multinational teams.
d.
long distance teams.
e.
global teams.
25. Members of ____ teams remain in separate locations around the world and conduct their work
electronically.
a.
intercultural
b.
international
c.
multinational
d.
virtual global
e.
distance
26. What is the ideal size of work teams?
a.
Three
b.
Five
c.
Twelve
d.
Fifteen
e.
Twenty-three
27. Josh is a manager at On-The-Go Cars. He recently has read quite a bit of literature on the benefits of
work teams. He is particularly interested in forming a vertical team. There are twenty-eight employees
in his department. Josh should
a.
recruit more employees for his department; twenty-eight is too small for a work team.
b.
form one team of twenty-eight employees.
c.
divide the group into four teams of seven employees each.
d.
forget the team idea; he has too many employees and he shouldn’t divide his work group.
e.
do his job and not worry about teams.
28. Which of the following is more common in large teams?
a.
Member satisfaction
b.
The development of subgroups
c.
Agreement
d.
Commitment
e.
All of these
29. All of these behaviors are consistent with the role of a task specialist except
a.
seek information.
b.
initiation.
c.
summarize.
d.
compromise.
e.
energize.
30. Which of the following behaviors is NOT consistent with the socioemotional role?
a.
Encourage
b.
Energize
c.
Harmonize
d.
Compromise
e.
Follow
31. ____ is a role in which the individual provides support for team members’ emotional needs.
a.
A task specialist role
b.
A dual role
c.
A nonparticipator role
d.
A socioemotional role
e.
None of these
32. There are two types of roles that emerge in teams. They are the ____ role and the ____ role.
a.
task specialist, socioeconomic
b.
generalists, socioeconomic
c.
task specialist, socioemotional
d.
generalists, socioemotional
e.
socioemotional, socioeconomic
33. Which of these is consistent with the role of the socioemotional role?
a.
Encourage
b.
Follow
c.
Compromise
d.
All of these
e.
Both encourage and follow
34. Sally is a member of a work team at Beauty-R-Us Corporation. She often proposes new solutions to
team problems. This is an example of which task specialist role?
a.
Harmonize
b.
Seek information
c.
Initiation
d.
Reduce tension
e.
Compromise
35. Which of the following behaviors is consistent with the socioemotional role?
a.
Reduce tension
b.
Give opinions
c.
Seek information
d.
Summarize
e.
Energize
36. Amber is a member of a work team at Buchanon Dance, Inc. She often attempts to help disagreeing
parties reach agreement. This is an example of which socioemotional role behavior?
a.
Compromise
b.
Follow
c.
Reduce tension
d.
Harmonize
e.
Summarize
37. Some team members are asked to play a dual role. These members
a.
engage in two sets of behaviors: initiation and energize.
b.
perform both role: task specialist and socioemotional.
c.
perform both roles: liaison and negotiator.
d.
engage in two sets of behavior: follow and compromise.
e.
do not do anything.
38. Michael’s team has evolved to the storming stage of team development. As team leader, what should
Michael be emphasizing?
a.
Lots of informal interaction
b.
Participation by all team members
c.
Task accomplishment
d.
Goal achievement
e.
Disbanding team
39. Which of the following is the first stage of team development?
a.
Forming
b.
Storming
c.
Norming
d.
Performing
e.
Reforming
40. The forming stage of team development is characterized by
a.
the establishment of order and cohesion.
b.
cooperation.
c.
problem solving.
d.
orientation.
e.
conflict.
41. During which stage of team development should the team leader help clarify team roles, norms, and
values?
a.
Adjourning
b.
Storming
c.
Forming
d.
Performing
e.
Norming
42. Jessica has just been appointed leader of a new work team in her organization. She is wondering what
to do at her first meeting with the group. Which of the following would you suggest?
a.
She should waste little time; get the team focused on the task.
b.
She should help the team clarify roles and responsibilities.
c.
She should allow time for team members to become acquainted with one another; allow
for informal social interaction.
d.
She should let someone else worry about this since she is the leader.
e.
She should propose to disband the team.
43. Which of the five stages of team development is marked by conflict and disagreement?
a.
Performing
b.
Norming
c.
Storming
d.
Forming
e.
Reforming
44. During the ____ stage, the team leader should encourage participation by each team member.
a.
forming
b.
storming
c.
norming
d.
adjourning
e.
performing
45. During which stage of team development does team unity emerge?
a.
Forming
b.
Storming
c.
Performing
d.
Norming
e.
Adjourning
46. Dale’s work team is beginning to resolve its conflicts and consensus is developing on such things as
members’ roles. Dale’s team is in which stage of team development?
a.
Norming
b.
Forming
c.
Storming
d.
Performing
e.
Reforming
47. During the ____ stage of team development, the major emphasis is on task accomplishment.
a.
forming
b.
performing
c.
achieving
d.
norming
e.
storming
48. Kristen, in her role as team leader, has recently switched her style from one of clarifying team roles to
one of emphasizing task accomplishment. Her change was driven by a desire to keep pace with her
team, which has evolved from the ____ stage to the ____ stage of team development.
a.
forming, storming
b.
storming, performing
c.
performing, adjourning
d.
norming, performing
e.
storming, reforming
49. Once some teams have evolved to the ____ stage of team development, task performance is no longer
the top priority.
a.
performing
b.
storming
c.
adjourning
d.
norming
e.
achieving
50. Darren and his team have just finished Project A, and are preparing to disband. Darren and his team
are in the ____ stage of team development.
a.
forming
b.
storming
c.
norming
d.
performing
e.
adjourning