Effective Human Relations Interpersonal and Organizational Applications 12th Edition Reece Test Bank

Effective Human Relations
Interpersonal and Organizational

Applications 12th Edition Reece Test
Bank
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Chapter 12—Team Building: A Leadership Strategy
MULTIPLE CHOICE
1. According to The Leadership Challenge, which is a practice of exemplary leadership?

a. Model the way.
b. Take on more action for others.
c. Manage resources.
d. All of these.
ANS: A PTS: 1 DIF: Difficulty: Easy
REF: p. 253 OBJ: LO: 12-1 NAT: BUSPROG: Analytic
STA: DISC: Leadership Principles KEY: Bloom's: Knowledge
2. Which of the following would not be a positive result of self-managed teams?

a. Each member acquires knowledge and skills to do a variety of jobs.
b. Members feel more accountable for work of the total team.
c. The team achieves synergy through similar thinking patterns.
d. Members are more engaged and challenged.
ANS: C PTS: 1 DIF: Difficulty: Moderate
STA: DISC: Group Dynamics KEY: Bloom's: Analysis
3. When an organization has a leadership style that emphasizes team building, you tend to also have
a. higher productivity and profitability.
b. greater job satisfaction and lower stress for employees.
c. outcomes that are greater than the sum of the various inputs.
d. all of these.
ANS: D PTS: 1 DIF: Difficulty: Easy
REF: p. 253-254 OBJ: LO: 12-1 NAT: BUSPROG: Analytic
4. Teams composed of part-time employees are more prone to experience team dysfunction due to
a. inattention to results.
b. lack of skill.
c. lower organizational commitment.
d. task-related factors.
ANS: C PTS: 1 DIF: Difficulty: Easy
STA: DISC: Group Dynamics KEY: Bloom's: Knowledge
5. In the beginning of Chapter 12, you were introduced to a story about an executive who worked out in
the field with the front-line team. He did this to
a. understand how a self-managed team works.
b. understand the industry so he could get the job as CEO.
c. demonstrate his desire to build trust.
d. create empathy among the workers for executives.
STA: DISC: Leadership Principles KEY: Bloom's: Comprehension
6. According to McGregor, an effective work team is characterized by
a. an avoidance of disagreement.
b. the free expression of the team members' feelings as well as their ideas.
c. participation by all members with diverse visions.
d. a formal, highly structured atmosphere.
ANS: B PTS: 1 DIF: Difficulty: Easy
STA: DISC: Group Dynamics KEY: Bloom's: Comprehension
7. Gabriela is having a focused conversation with Emily about her current responsibilities at the
company. Emily has exceeded all her goals and Gabriela is discussing more training so she can do
different jobs in the department. What kind of coaching is taking place?
a. Development
b. Career
c. Performance
d. Support Learning
ANS: A PTS: 1 DIF: Difficulty: Moderate
STA: DISC: Leadership Principles KEY: Bloom's: Application
8. Sophia spends most of her time as head of the engineering department on keeping the engineers “on
task”. She has daily reports to show them their progress. She demonstrates which kind of leader in
the Ohio State Study?
a. low structure, low consideration
b. low structure, high consideration
c. high structure, low consideration
d. high structure, high consideration
9. Carter has been promoted after working at Quality Printing for 8 years. He is now a manager and he
is expected to
a. find the potential in his employees.
b. be participative among the staff..
c. be sure employees know how and when to run all the machines.
d. create common values among the employees.
10. Organizations in America are using teams because:

a. there is not one overall "best" management style.
b. there are so many layoffs and mergers.
c. leaders find it saves them money.
d. it is proven to be an effective strategy.
11. Common characteristics, such as integrity and high emotional intelligence, of successful leaders
suggest that
a. some individuals are genetically predisposed to become leaders.
b. individuals can develop strong leadership qualities.
c. leaders are highly sociable and dominant.
d. there is one universal "best" style of leadership.
ANS: B PTS: 1 DIF: Difficulty: Moderate
STA: DISC: Leadership Principles KEY: Bloom's: Analysis
12. Good advice for anyone who wants to become an outstanding leader is to be guided by the law of
empathy, which states:
a. Leaders engage in candid personal conversation with those they lead.
b. Leaders recognize individuals' accomplishments and celebrate them.
c. Leaders are sensitive to and aware of the needs, feelings, and motivations of those they
lead.
d. Leaders create structure within the organization.
13. As Jin's sales manager, Ines senses that Jin's customer retention has been slipping for the last two
months. She wants to do what she can to prevent the trend from continuing. Ines' first step to
responding to Jin's performance issues should be
a. getting Jin to recognize and agree that her customer retention needs improvement.
b. documenting Jin's customer retention rate.
c. getting Jin to commit to an improvement plan.
d. exploring ways that Jin can improve her customer retention.
14. Leaders must often assume a role of

a. follower.
b. superiority.
c. coach.
d. coworker.
15. A manager working to improve consideration skills should specifically

a. learn about the values of individual employees.
b. encourage individual goal setting.
c. carefully communicate plans to the group.
d. deal with poor performance immediately.
ANS: A PTS: 1 DIF: Difficulty: Easy
16. Without ____ it is impossible to build a trusting relationship with the people you lead.
a. charisma
b. strength
c. intelligence
d. character
REF: p. 264 OBJ: LO: 12-3 NAT: BUSPROG: Reflective Thinking
STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge
17. The Situational Leadership Model

a. places the most emphasis on relationship building.
b. uses a more structured approach to management style.
c. adapts the leadership style to the employee.
d. identifies the manager's leadership style based on his/her current practice.
18. Because organizations must change rapidly in a volatile, global market, non-supervisory employees
must be prepared to
a. behave in "work bee" mode all of the time to avoid falling behind.
b. provide a diversity of leadership by demonstrating leadership on the job.
c. avoid behaving as rigid "rule followers," lest they stifle others' creativity.
d. rely on management's vision and leadership.
STA: DISC: Leadership Principles KEY: Bloom's: Analysis
19. One important way to become a respected team member in an organization is to

a. form a sub-alliance within the team.
b. go along with the team regardless of your personal feelings or ideas.
c. express your own views.
d. avoid self-disclosure.
STA: DISC: Individual Dynamics KEY: Bloom's: Comprehension
20. Managing your boss can be important for the success of your team. Which of the following is not a
general consideration to keep in mind when you are practicing "boss" management?
a. Reflect on your own strengths, weaknesses, work habits, etc.
b. Maintain a distant and professional relationship.
c. Be frank and candid.
d. Flex your communication style to build rapport and avoid unnecessary stress.
ANS: B PTS: 1 DIF: Difficulty: Easy
Case 12.1
Harvey is considering implementing team-building management in his company. He wants to start
with teams that work on the production line. He wants groups of five to fifteen people, responsible for
one clearly defined product, and he wants them trained to be able to perform each other's tasks. Harvey
believes that effective teams permit free expression of feelings as well as ideas, have members who
listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She has a high, balanced valuing of both her
people and their productivity. She seeks to be proactive in her management and works hard at
rewarding the contribution of ideas and recognizing accomplishments. William, in contrast, is far more
task-oriented and is more concerned with production than with his people. To William, employees are
instruments of production.
21. Refer to Case 12.1. The types of teams Harvey is seeking to implement are
a. self-managed teams.
b. cross-functional teams.
c. problem-solving teams.
d. special-project teams.
ANS: A PTS: 1 DIF: Difficulty: Moderate
22. Refer to Case 12.1. What could William do to improve his consideration skills?
a. Increase production by hiring more employees.
b. Take a personal interest in each employee.
c. Provide specific feedback during open office hours.
d. All of these.
STA: DISC: Individual Dynamics KEY: Bloom's: Application
23. Refer to Case 12.1. Cynthia's leadership style exemplifies which leader style in the Ohio State Study?
a. low consideration, high structure
b. low structure, low consideration
c. high stucture, high consideration
d. high consideration, low structure
24. Refer to Case 12.1. William's leadership style deomonstrates which leadership style in the Ohio State
Study?
a. high consideration, low structure
b. high structure, low consideration
c. high structure, high consideration
d. low consideration, low structure
25. Refer to Case 12.1. Assuming William possesses a certain amount of self-awareness, he would be well
advised to
a. communicate his expectations more.
b. work on developing his emotional intelligence.
c. adjust his leadership style and behaviors so as to prevent unhappiness and dissension
among the employees.
d. all of the above.
STA: DISC: Individual Dynamics KEY: Bloom's: Application
TRUE/FALSE
1. Supervising a diverse work force is less demanding than supervising a homogeneous work force
because diversity makes the work force more interesting to work with.
ANS: F PTS: 1 DIF: Difficulty: Easy

REF: p. 253 OBJ: LO: 12-1 NAT: BUSPROG: Diversity
2. Behavioral research suggests that leaders are born, not made.

3. Self-managed teams encourage each team member to be responsible for one particular task.

4. Effective cross-functional teams need management to clearly state their purpose.
ANS: T PTS: 1 DIF: Difficulty: Easy

5. Successful teams experience occasional disagreement and conflict.

6. McGregor believed that unity of purpose distinguishes most productive work groups from less
productive teams.
ANS: T PTS: 1 DIF: Difficulty: Moderate

7. An exemplary leader realizes there are some processes in an organization that should not be questioned
or challenged.
8. A highly structured manager encourages up-ward communication.

9. Trust among team members is a result of open communication, delegating tasks and sharing their
completion..

10. People who work under a manager who emphasizes structure will have a good relationship and be able
to share ideas.

11. An effective way to develop structure skills is to recognize employee accomplishments and to take a
personal interest in each employee.

12. It is important for the development of structure skills to learn the values of each employee and build a
climate of open communication.

13. When an employee is learning a new job, it is better for a manager to be patient and delay addressing
any performance problems.

14. Before documenting a problem with an employee's performance, a good coach must first convince the
employee that an issue exists and that improvement is necessary.
ANS: F PTS: 1 DIF: Difficulty: Moderate

15. Emotional intelligence is a powerful predictor of leadership success because it gives you the ability to
monitor your own and others' emotions and deal with them effectively.
16. There is no reason that members of a virtual team can not perfrom as well as a team that meets
together in a room.

17. Team members of an effective team fulfill dual roles: that of team member and leader.

18. One of the ways an employee can function as a leader is in the role of the "worker bee," who
frequently serves as a leader when the issue is how to get the work done.

19. The most well-known management expert in the field of leadership said you can predict the future if
you plan it.

20. When managing your relationship with your boss, you should develop an understanding of your boss
and his or her communication style.

COMPLETION
1. Teamwork is a powerful strategy for increasing ____________________, the outcome of the

interaction of two or more elements that produces a result greater than the sum of its parts.
ANS: synergy
PTS: 1 DIF: Difficulty: Easy REF: p. 253-254

OBJ: LO: 12-1 NAT: BUSPROG: Analytic STA: DISC: Leadership Principles
KEY: Bloom's: Knowledge
2. Tamika always tries to give herself credit for the team’s success. Dan may occasionally feel like he
contributed more to the team, but realizes others helped him. He gives credit to those team members.
Tamika is a member of a _______________ team and Dan is a member os a _______________ team.
ANS: low performing/high performing
PTS: 1 DIF: Difficulty: Moderate REF: p. 265

OBJ: LO: 12-4 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics
KEY: Bloom's: Application
3. ____________________ is the process of coordinating people and other resources to achieve the goals
of the organization.
ANS: Management
PTS: 1 DIF: Difficulty: Easy REF: p. 252

4. Madison is a middle manager in the Design Department. Matthew is a senior engineer. Joseph is
from the Accounting Department and Julia is the manager of Marketing. They must take an exisiting
product and make it more environmentally-friendly This is called a __________________ team.
ANS: cross-functional

5. Technology enables people who live in other countries to work for a company. They are usually
members of a ___________________.
ANS: virtual team

OBJ: LO: 12-2 NAT: BUSPROG: Analytic STA: DISC: Strategy
6. Jiro works for a small web design business. He and his coworkers feel empowered to make a variety of
decisions as needs arise − from distributing client assignments, to creating project timetables, to
holding one another accountable for meeting deadlines and performance standards. The working
dynamic of Jiro and his coworkers is characteristic of ____________________.
ANS: self-managed teams

7. Jen goes to school and works full-time. Her manager is aware of her taxing schedule but refuses her
request to flex her schedule on school days. She abides and works doubly hard, somehow meeting
assignment goals and earning a 3.8 GPA. Throughout the semester, her manager never asks her how
classes are going or acknowledges her persistence at work. Jen's manager seems to be lacking the
____________________ skills of good leadership.
ANS: consideration
PTS: 1 DIF: Difficulty: Moderate REF: p. 259-260
8. Keiko has been working as a customer relations representative for five months now and realizes two
other representatives are not answering phone calls promptly. Many customers are ‘on hold’ longer
than the required time. As a member of a ________________________ team, she is not criticized
when she tells the team’s supervisor.
ANS: high performing

9. Rachel has been promoted from a virtual team member to a manager. She wants to do a better job.
While she was working as a member she noticed there was a lack of __________________ and no
one knew about deadlines and completion of milestones. She wants the entire team to be current on
information.
ANS: detailed status reports and/or meeting results

10. One of the ways to be a good team member is not join a _______________ or small group within the
team.
ANS: clique

SHORT ANSWER
1. Not paying attention to results and not holding other team members accountable for their low
performance is a symptom of a ____________________.
ANS:
dysfunctional team

KEY: Bloom's: Comprehension
2. John Hersey believes that a leader can influence others if they do two things. What are they?
ANS:
a. Diagnose the readiness level of the person who is assigned the work.
b. Provide the appropriate leadership style for that person and that task or the situation.

3. Liz is highly focused on pushing employees through the challenges of providing quality service,
adhering to tight timetables, and maintaining heavy workloads in a down-sized, short-staffed
organization. In the process, employees feel stressed, braced for failure, and underappreciated. What
advice would you offer Liz?
ANS:
Liz should improve her consideration skills in leadership by:
a. Recognizing accomplishments.
b. Providing for early and frequent success.
c. Individualizing supervision.
d. Establishing a climate of open communication.
e. Discovering individual employee values.
PTS: 1 DIF: Difficulty: Moderate REF: p. 260-261

4. Darnell is less participative as a manager. Under his belief, the employees should be responsible and
able enough to direct and monitor themselves and their workloads. Unfortunately, the employees are
feeling unsure that they're working toward the same vision or that their judgment of their performances
is consistent with Darnell's. What advice would you offer Darnell?
ANS:
Darnell should improve his structure skills in leadership by:
a. Clearly defining goals.
b. Encouraging individual goal setting.
c. Providing relevant feedback often.
d. Dealing with poor performance immediately.

5. What are some of the characteristics that influence team dynamics?
ANS:
shared vision and values
clear goals and objectives
establishing a process of accountability
having good communication and decision-making practices
leades who build trust

KEY: Bloom's: Comprehension
6. Many of today's leaders are no longer molded by seniority and experience. What are five tips for
young managers?
ANS:
a. Watching your boss in action is not enough to teach you to be a boss.
b. Never assume that others are motivated by the same things you are.
c. Don't ask for suggestions or opinions that you are not prepared to consider.
d. Approach relationships with what you have to offer, not with what you want.
e. Reach out to people with more age and experience.

7. A friend wants to know how to improve his relationship with his boss. Give him four tips for
accomplishing that goal.
ANS:
a. Assess your own strengths.
b. Develop an understanding of your boss.
c. Flex your communication style.
d. Be frank and candid.
PTS: 1 DIF: Difficulty: Easy REF: p. 266-267

ESSAY
1. Do you agree with the statement "leaders are made, not born"? What theories would support or
discredit this statement, and how? What ideas can you add to support your position?
ANS:
Answers will vary. To support the statement, the Ohio State Model assumes one can “consciously
work to develop competence” in consideration or structure when assuming a leadership role. Also one
could mention developing character and emotional intelligence to become a good leader.
PTS: 1 DIF: Difficulty: Challenging REF: p. 252 | p. 260-261 | p. 264

OBJ: LO: 12-1 | LO: 12-3 NAT: BUSPROG: Analytic
STA: DISC: Leadership Principles KEY: Bloom's: Evaluation | Bloom's: Synthesis
2. Do you feel that there is one overall best leadership style? What theories would support or discredit
this statement, and how? What ideas can you add to support your position?
ANS:
Answer should refer to the Situational Leadership Model to discredit the statement.
PTS: 1 DIF: Difficulty: Challenging REF: p. 258-264

KEY: Bloom's: Evaluation
3. You are starting up a new company and will structure the work to be done in teams. Based on Jim
Collins’ research, what would be your list of core values to achieve the best performance? You plan
to post this list all over the building.
ANS:
The answer should be based on the information in Figure 12.6
PTS: 1 DIF: Difficulty: Challenging REF: p. 265

KEY: Bloom's: Synthesis

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Effective Human Relations

Interpersonal and Organizational

1. According to The Leadership Challenge, which is a practice of exemplary leadership?

2. Which of the following would not be a positive result of self-managed teams?

10. Organizations in America are using teams because:

14. Leaders must often assume a role of

15. A manager working to improve consideration skills should specifically

17. The Situational Leadership Model

19. One important way to become a respected team member in an organization is to

ANS: F PTS: 1 DIF: Difficulty: Easy

2. Behavioral research suggests that leaders are born, not made.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

4. Effective cross-functional teams need management to clearly state their purpose.

ANS: T PTS: 1 DIF: Difficulty: Easy

5. Successful teams experience occasional disagreement and conflict.

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Moderate

8. A highly structured manager encourages up-ward communication.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

1. Teamwork is a powerful strategy for increasing ____________________, the outcome of the

PTS: 1 DIF: Difficulty: Easy REF: p. 253-254

PTS: 1 DIF: Difficulty: Moderate REF: p. 265

PTS: 1 DIF: Difficulty: Easy REF: p. 252

PTS: 1 DIF: Difficulty: Moderate REF: p. 256

ANS: virtual team

PTS: 1 DIF: Difficulty: Easy REF: p. 256

ANS: self-managed teams

PTS: 1 DIF: Difficulty: Moderate REF: p. 255

ANS: high performing

PTS: 1 DIF: Difficulty: Moderate REF: p. 265

ANS: detailed status reports and/or meeting results

PTS: 1 DIF: Difficulty: Moderate REF: p. 256

PTS: 1 DIF: Difficulty: Easy REF: p. 266

PTS: 1 DIF: Difficulty: Easy REF: p. 257

PTS: 1 DIF: Difficulty: Easy REF: p. 263

b. Providing for early and frequent success.

d. Establishing a climate of open communication.

e. Discovering individual employee values.

PTS: 1 DIF: Difficulty: Moderate REF: p. 260-261

a. Clearly defining goals.

b. Encouraging individual goal setting.

c. Providing relevant feedback often.

d. Dealing with poor performance immediately.

PTS: 1 DIF: Difficulty: Moderate REF: p. 261

5. What are some of the characteristics that influence team dynamics?

PTS: 1 DIF: Difficulty: Moderate REF: p. 254