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Chapter 9
Understanding work teams
1. Analyse the growing popularity of teams in

organisations.
MULTIPLE CHOICE. Choose the one alternative that best completes the
statement or answers the question.
1) Which of the following helps explain the current popularity of teams?
A) Teams are a way to better utilise employee talents.

B) Teams are less expensive.
C) Teams are easier to manage.
D) Teams promote social loafing.
Answer: A
AACSB: Interpersonal relations and teamwork
Diff: 2
Type: MC
Topic: Why have work teams become so popular?
Objective: Analyse the growing popularity of teams in organisations
2) Which of the following does not explain the current popularity of

teams?
A) Teams are a means to increase employee motivation.

B) Teams enable organisations to better utilise employee talents.
C) Teams do not require employee participation in operating decisions.
D) None of the above.
Answer: C
Diff: 1
Type: MC
3) Which of the following is not something teams are able to do quickly?

Copyright © 2013 Pearson Australia (a division of Pearson Australia Group Pty Ltd)
– 9781442558786 /Robbins/Organisational Behaviour/7e
1
A) Assemble.
B) Deploy.
C) Make decisions.
D) Disband.
Answer: C
Diff: 1
Type: MC
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement
is false.
1) Teams are more flexible and responsive to changing events than

traditional departments or other forms of permanent groups.
Answer: True
Diff: 1
Type: TF
2) Teams tend to be less flexible and less responsive to changing events

than traditional departments.
Answer: False
Diff: 1
Type: TF
3) Teams are an effective means for management to democratise their

organisations.
Answer: True
Diff: 3
Type: TF
4) Teams are quick to assemble and disband, but they are difficult to
refocus.
Answer: False
Diff: 2
Type: TF
2
5) Teams increase employee motivation.
Answer: True
Diff: 1
Type: TF
MULTIPLE CHOICE: Scenarios. Choose the one alternative that best

completes the statement or answers the question.
Kate works in an industry that is highly competitive. Her organisation

recently restructured itself to compete more effectively and efficiently.
1) Kate’s organisation likely uses teams because:
A) teams are more flexible and responsive to changing events

B) teams can quickly assemble, deploy, refocus and disband
C) teams facilitate employee participation in operating decisions
D) all of the above
Answer: D
Diff: 2
Type: MC
ESSAY. Write your answer in the space provided or on a separate sheet of

paper.
1) Why have teams become so popular?
Answer: As organisations have restructured themselves to compete more

effectively and efficiently, they have turned to teams as a better way to
use employee talents. Teams are more flexible and responsive to changing
events than traditional departments or other forms of permanent
groupings. They can quickly assemble, deploy, refocus and disband. Also,
consistent with previous discussion of employee involvement as a
motivator, teams facilitate employee participation in operating
decisions. So another explanation for their popularity is that they are
an effective means for management to democratise organisations and
increase employee motivation.

Diff: 1
Type: ES
3
2. Contrast groups and teams.
1) What is a work group?
A) A group whose individual efforts result in a performance that is

greater than the sum of those individual inputs.
B) A group of 10 to 15 people who take on responsibilities of their
former supervisors.
C) A group that interacts primarily to share information and to make
decisions to help each member perform within his or her area of
responsibility.
D) A group made up of members from across departmental lines.
Answer: C
Diff: 2
Type: MC
Topic: Differences between groups and teams
Objective: Contrast groups and teams
2) A work team has one important aspect not found in a work group. This
is:
A) enthusiasm
B) synergy
C) information sharing
D) energy
Answer: B
Diff: 2
Type: MC
3) A group differs from a work team due to a few different dimensions.

Which dimension deals with ‘individual’ versus ‘individual and mutual’?
A) Goal
B) Synergy
C) Accountability
D) Skills
Answer: C
Diff: 3
Type: MC
4
Which dimension deals with ‘random and varied’ versus ‘complementary’?
A) Goal
B) Synergy
C) Accountability
D) Skills
Answer: D
Diff: 3
Type: MC

Which dimension deals with ‘share information’ versus ‘collective
performance’?
A) Goal
B) Synergy
C) Accountability
D) Skills
Answer: A
Diff: 3
Type: MC
is false.
1) A work group is a group that interacts primarily to share information

and to make decisions to help each member perform within his or her area
of responsibility.
Answer: True
Diff: 1
Type: TF
2) A work group creates positive synergy.
Answer: False
Diff: 2
Type: TF
5
3) A work team generates positive synergy while a work group does not.
Answer: True
Diff: 2
Type: TF
4) Work groups engage in collective work that requires joint effort.
Answer: False
Diff: 2
Type: TF
5) The extensive use of teams creates the potential for an organisation

to generate greater outputs with no increase in inputs.
Answer: True
Diff: 1
Type: TF
6) Merely calling a group a team doesn't automatically increase its

performance.
Answer: True
Diff: 1
Type: TF
7) The accountability of work groups is individual, while the

accountability of teams is complementary.
Answer: False
Diff: 3
Type: TF
8) The synergy of work groups is neutral, while the synergy of teams is

positive.
Answer: True
6
Diff: 3
Type: TF
9) Positive synergy in work teams is created through coordinated effort.
Answer: True
Diff: 2
Type: TF

Sarah, Adam and Jacob frequently get to work on the same projects. Within
the projects, they are all aiming to achieve the same goal and they
frequently have to consult with one another to achieve the end result.
Moreover, they each take on different roles with the projects, serving
different functions. At the completion of the project, they often get
complimented on their team efforts rather than their individual
contributions.
1) The relationship held by Sarah, Adam and Jacob is a work team rather
than a work group because they:
A) share information, have positive synergy, have individual

accountability and have complementary skills
B) aim for collective performance, have positive synergy, have some
mutual accountability and have complementary skills
C) aim for collective performance, have neutral synergy, have some mutual
accountability and have random and varied skills
D) share information, have neutral synergy, have individual
accountability and have random and varied skills
Answer: B
Diff: 3
Type: MC

paper.
1) Discuss the difference between a work group and a work team.
Answer: A work group is a group that interacts primarily to share

information and to make decisions to help each member performs within his
or her area of responsibility. There is no positive synergy that would
create an overall level of performance that is greater than the sum of
the inputs. A work team generates positive synergy through coordinated
effort. Their individual efforts result in a level of performance that is
7
greater than the sum of those individual inputs. The extensive use of
teams creates the potential for an organisation to generate greater
outputs with no increase in inputs. Refer to Exhibit 9.1 for a thorough
comparison.

Diff: 2
Type: ES
3. Compare and contrast four types of teams.

1) Which is not one of the most common types of teams?
A) self-managed
B) virtual
C) problem identification
D) problem-solving
Answer: C
Diff: 2
Type: MC
Topic: Types of teams
Objective: Compare and contrast four types of teams
2) Teams of employees who meet to discuss ways to improve quality,

efficiency, and the work environment are called:
A) problem-solving teams
B) unions
C) cross-functional teams
D) self-managed work teams
Answer: A
Diff: 2
Type: MC
3) You are a member of a work team whose goal is to improve the

efficiency of the production process. Your team is best described as:
A) problem-solving
B) self-managed
C) cross-functional
D) goal oriented
8
Answer: A
Diff: 2
Type: MC
4) ________ teams perform highly related or interdependent jobs and take

on many of the responsibilities of their former supervisors.
A) Virtual
B) Self-managed
C) Problem identification
D) Performance
Answer: B
Diff: 2
Type: MC
5) Self-managed work teams generally:
A) take on the responsibilities of their former supervisors

B) are comprised of 5-7 workers
C) are made up of people from different levels of the organisation
D) are from different work areas, but about the same hierarchical level,
and work together to accomplish tasks
Answer: A
Diff: 3
Type: MC
6) Self-managed work teams typically have ________ members.
A) 8-9
B) 2-3
C) 6-7
D) 10-15
Answer: D
Diff: 3
Type: MC
7) Self-managed work teams typically perform which of the following

responsibilities?
9
A) assigning tasks to members
B) planning and scheduling
C) taking action on problems
D) all of the above
Answer: D
Diff: 2
Type: MC
8) Which of the following is not true about self-managed work teams?
A) Individuals on these teams tend to report higher levels of job

satisfaction.
B) This type of team often does not manage conflicts well.
C) The success of self-managed teams has been uniformly positive.
D) They sometimes have higher rates of absenteeism and turnover.
Answer: C
Diff: 2
Type: MC
9) The research on the effectiveness of self-managed work teams suggests

that:
A) absenteeism and turnover rates are sometimes higher on self-managed

work teams
B) individuals have lower levels of job satisfaction
C) productivity is lower for self-managed work teams
D) individuals overwhelmingly prefer to work on self-managed work teams
Answer: A
Diff: 3
Type: MC
10) ________ teams are made up of employees from about the same
hierarchical level, but from different work areas, who come together to
accomplish a task.
A) Cross-functional
B) Multifaceted
C) Problem-solving
D) Self-managed
Answer: A
Diff: 2
10
Type: MC
11) ________ teams are an effective way to allow people from diverse
areas within an organisation to exchange information, develop new ideas
and solve problems, and coordinate complex projects.
A) Problem-solving
B) Cross-functional
C) Multifaceted
D) Self-managed
Answer: B
Diff: 2
Type: MC
12) ________ teams allow people to collaborate online.
A) Cross-functional
B) Self-managed
C) Virtual
D) Problem-solving
Answer: C
Diff: 1
Type: MC
13) While most types of teams do their work face-to-face, ________ teams
use computer technology.
A) functional
B) telecommuting
C) virtual
D) outsourced
Answer: C
Diff: 1
Type: MC
14) In virtual teams there is:
A) increased social rapport

B) increased direct interaction among members
C) a greater focus on task
11
D) less social-emotional exchange
Answer: D
Diff: 2
Type: MC
is false.
15) Problem-solving teams take employees from the same department.
Answer: True
Diff: 2
Type: TF
16) The role of the supervisor becomes even more important in the case of
self-managed work teams.
Answer: False
Diff: 2
Type: TF
17) The four most common forms of teams are: problem-solving, self-
managed, cross-functional, and virtual.
Answer: True
Diff: 2
Type: TF
18) Problem-solving teams generally consist of 3 to 5 employees from the

same department.
Answer: False
Diff: 2
Type: TF
19) You are a member of a team of six individuals from the same
department who meet for a few hours each week to discuss ways of
12
improving quality, efficiency, and the work environment. You are a member
of a self-managed work team.
Answer: False
Diff: 2
Type: TF
20) A self-managed work team takes on many of the responsibilities of

their former supervisors.
Answer: True
Diff: 2
Type: TF
21) Supervisory positions take on decreased importance for a self-managed

work team and are sometimes even eliminated.
Answer: True
Diff: 2
Type: TF
22) As a result of self-managed teams, supervisory positions may be

eliminated.
Answer: True
Diff: 3
Type: TF
23) Individuals on self-managed work teams report higher levels of job

satisfaction.
Answer: True
Diff: 2
Type: TF
24) Individuals on self-managed work teams have lower absenteeism rates

than employees in traditional work structures.
13
Answer: False
Diff: 3
Type: TF
25) Turnover rates are often much lower for self-managed work teams than
for employees working in traditional work structures.
Answer: False
Diff: 2
Type: TF
26) Cross-functional teams are made up of employees from about the same
accomplish a task.
Answer: True
Diff: 1
Type: TF
27) All the major car manufacturers currently use cross-functional teams
to coordinate complex projects.
Answer: True
Diff: 2
Type: TF
28) One advantage of cross-functional teams is that they are easy to

manage.
Answer: False
Diff: 2
Type: TF
29) Cross-functional teams commonly use computer technology to tie

together physically dispersed members in order to achieve a common goal.
Answer: False
14
Diff: 2
Type: TF
30) According to a 2009 study, well-managed virtual teams can potentially

outperform teams working in a common location.
Answer: True
Diff: 3
Type: TF
31) Virtual teams report less satisfaction with the group interaction
process than do face-to-face teams.
Answer: True
Diff: 2
Type: TF
32) While problem-solving team members share ideas or suggest how work
processes and methods can be improved, they rarely have the authority to
unilaterally implement any of their suggestions.
Answer: True
Diff: 3
Type: TF

Recognising that teams can do a variety of things, Joan has decided to

use a number of teams in her divisions.
1) Joan has created a team of seven employees from the accounts payable
department who meet for three hours a week to discuss ways of improving
quality, efficiency, and the work environment. This is an example of a
________ team.
A) problem-solving
B) virtual
C) cross-functional
D) self-managed
Answer: A
15
Diff: 2
Type: MC

2) Joan has decided to create a team of 11 employees from accounts

receivable, give them the responsibility of their former supervisor
(including scheduling of work and evaluating each other's performance),
and eliminate the former supervisor's position. This is an example of a
________ team.
A) problem-solving
B) virtual
C) self-managed
D) cross-functional
Answer: C
Diff: 2
Type: MC

3) To better accomplish specific tasks, Joan has used employees from

about the same hierarchical level but from different work areas, who come
together to accomplish a task. This would be a ______ type of team.
A) cross-functional
B) problem-solving
C) virtual
D) self-managed
Answer: A
Diff: 2
Type: MC

4) Since Joan's employees are located in Europe, Asia, and North America,
she has decided to use computer technology to tie her employees together
in order to achieve a common goal. This is an example of a ________ team.
A) cross-functional
B) problem-solving
16
C) virtual
D) self-managed
Answer: C
Diff: 1
Type: MC

paper.
1) Discuss self-managed work teams.
Answer: Self-managed work teams are groups of employees (typically 10-15

in number) who perform highly related or interdependent jobs and take on
many of the responsibilities of their former supervisors. Typically, this
includes planning and scheduling of work, assigning tasks to members,
collective control over the pace of work, making operating decisions,
taking action on problems, and working with suppliers and customers.
Fully self-managed work teams even select their own members and have the
members evaluate each other's performance. As a result, supervisory
positions take on decreased importance and may even be eliminated.

Diff: 1
Type: ES
2) What is a cross-functional team?
Answer: Cross-functional teams are made up of employees from about the

same hierarchical level, but from different work areas, who come together
to accomplish a task. This is an effective means for allowing people from
diverse areas within an organisation to exchange information, develop new
ideas and solve problems, and coordinate complex projects.

Diff: 1
Type: ES
3) What is a virtual team? What are its benefits and drawbacks?
Answer:
Virtual teams use computer technology to tie together physically
dispersed members in order to achieve a common goal. They allow people to
collaborate online using communication links like wide-area networks,
video conferencing, or e-mail, whether they're only a room away or
continents apart. Virtual teams can do all things that other teams do:
share information, make decisions, and complete tasks. Nearly all teams
today do at least some of their work remotely. According to a 2009 study,
17
well-managed virtual teams can potentially outperform teams working in a
common location. The benefits of virtual teams can be significant. For
example, they can integrate diverse knowledge and skills to drive
innovation, address complex tasks more effectively and make better
decisions. They can reduce costs due to the elimination of overlapping
functions and the sharing of best practices. They can share knowledge
about different products and markets and they can be productive 24 hours
a day, seven days a week, by working across global time zones. They may
suffer because there is less social rapport and direct interaction among
members. They are not able to duplicate the normal give-and-take of face-
to-face discussion. Especially when members haven’t personally met,
virtual teams tend to be more task-oriented and exchange less social–
emotional information than face-to-face teams. Not surprisingly, their
members report less satisfaction with the group interaction process than
do face-to-face teams.

Diff: 2
Type: ES
4) What can management do to ensure effective virtual teams?
Answer: For virtual teams to be effective, management should ensure that

(1) trust is established among members; (2) team progress is monitored
closely so the team doesn’t lose sight of its goals and no team member
‘disappears’; and (3) the efforts and products of the team are publicised
throughout the organisation so the team does not become invisible.

Diff: 2
Type: ES
5) Discuss the four most common forms of work teams: problem-solving

teams, self-managed teams, cross-functional teams, and virtual teams.
Answer:
Teams can do a variety of things. They can make products, provide
services, negotiate deals, coordinate projects, offer advice, and make
decisions. The four most common types of team are problem-solving teams,
self-managed teams, cross-functional teams, and virtual teams.
On problem-solving teams, members share ideas or offer suggestions on how

work processes and methods can be improved. They meet for a few hours
each week to discuss ways of improving quality, efficiency, and the work
environment. Rarely, however, are these teams given the authority to
unilaterally implement any of their suggested actions.
Self-managed work teams are groups of employees (typically 10-15 in

number) who perform highly related or interdependent jobs and take on
many of the responsibilities of their former supervisors. Typically, this
includes planning and scheduling of work, assigning tasks to members,
18
collective control over the pace of work, making operating decisions,
taking action on problems, and working with suppliers and customers.
Fully self-managed work teams even select their own members and have the
members evaluate each other's performance. As a result, supervisory
positions take on decreased importance and may even be eliminated.
Cross-functional teams are made up of employees from about the same

accomplish a task. This is an effective means for allowing people from
diverse areas within an organisation to exchange information, develop new
ideas and solve problems, and coordinate complex projects.
Virtual teams use computer technology to tie together physically

dispersed members in order to achieve a common goal. They allow people to
collaborate online using communication links like wide-area networks,
video conferencing, or e-mail, whether they're only a room away or
continents apart. Virtual teams can do all things that other teams do:
share information, make decisions, and complete tasks.

Diff: 2
Type: ES
4. Identify the characteristics of effective teams.

1) The key components making up effective teams can be subsumed into

three categories. Which of the following is not one of those categories?
A) contextual influences
B) goals
C) process variables
D) composition
Answer: B
Diff: 3
Type: MC
Topic: Creating effective teams
Objective: Identify the characteristics of effective teams
2) The context category of the team effectiveness model includes:
A) adequate resources
B) ability
C) autonomy
D) conflict
Answer: A
Diff: 3
19
Type: MC
3) One stream of research has identified potential team roles that people
prefer to play. The "creator" role is one who:
A) coordinates and integrates

B) champions ideas
C) provides structure
D) initiates creative ideas
Answer: D
Diff: 2
Type: MC
4) Of the nine key roles on teams, the "promoter" is the group member
most likely to:
A) champion ideas after they are initiated

B) provide structure
C) initiate creative ideas
D) fight external battles
Answer: A
Diff: 3
Type: MC
5) Which of the following is not one of the nine potential team roles
identified for successful teams?
A) resource allocator
B) maintainer
C) organiser
D) controller
Answer: A
Diff: 3
Type: MC
6) You find that in a team situation you prefer to be the one who
examines for details and is concerned with enforcing rules and
regulations. Your role is called the:
A) maintainer
20
B) controller
C) linker
D) promoter
Answer: B
Diff: 2
Type: MC
7) Which team role provides structure?
A) assessor
B) organiser
C) controller
D) maintainer
Answer: B
Diff: 3
Type: MC
8) People who fight the team's battles are called:
A) controllers
B) maintainers
C) producers
D) assessors
Answer: B
Diff: 3
Type: MC
9) In general, the most effective teams tend to have ________ members.
A) 5
B) more than 12
C) 5 to 9
D) 3
Answer: C
Diff: 3
Type: MC
21
10) There are four contextual factors that appear to be most
significantly related to team performance. Which of the following is not
one of those four factors?
A) effective communication
B) adequate resources
C) leadership and structure
D) a performance evaluation and reward system
Answer: A
Diff: 3
Type: MC
11) Which of the following statements is true concerning the climate of

trust?
A) Interpersonal trust among team members bonds members around the belief
that others on the team will take advantage of them if given the
opportunity.
B) Interpersonal trust among team members decreases members' likelihood
to take risks.
C) Interpersonal trust among team members reduces the need to monitor
each other's behaviour.
D) Interpersonal trust among team members inhibits cooperation.
Answer: C
Diff: 2
Type: MC
12) Process variables include all of the following except:
A) social loafing
B) specific goals
C) climate of trust
D) team efficacy
Answer: C
Diff: 2
Type: MC
13) Successful teams translate their ________ into specific, measurable,

and realistic performance goals.
A) common purpose
B) roles
C) skills
22
D) norms
Answer: A
Diff: 2
Type: MC
14) Effective teams have confidence in themselves and believe they can
succeed. This is termed:
A) social facilitation
B) social loafing
C) goal congruence
D) team efficacy
Answer: D
Diff: 3
Type: MC
15) What can management do to increase team efficacy?
A) help the team achieve small successes

B) limit time spent in training
C) provide measurable goals
D) ensure team goals are challenging
Answer: A
Diff: 2
Type: MC
16) Which type of conflict is almost always dysfunctional?
A) relationship conflict
B) resource conflict
C) task conflict
D) efficacy conflict
Answer: A
Diff: 2
Type: MC
17) Coasting on the group effort is termed:
23
A) cross-functional help
B) incompetence
C) inconsistency
D) social loafing
Answer: D
Diff: 1
Type: MC
18) Research has shown that demographic diversity:
A) decreases the number of perspectives

B) increases communication
C) is substantially related to team performance overall
D) is unrelated to team performance overall
Answer: D
Diff: 3
Type: MC
19) Which of the following statements about the ability of team members
is FALSE?
A) When tasks are simple, high-ability teams do not perform as well.

B) A less-intelligent leader can neutralise the effect of a high-ability
team.
C) Teams primarily require problem-solving skills to be effective.
D) High-ability teams are also more adaptable to changing situations.
Answer: C
Diff: 2
Type: MC
20) Why are high-ability teams able to more easily adapt to changing
situations?
A) When tasks are changing, high-ability teams are able perform at an

optimum level.
B) They can more effectively apply existing knowledge to new problems.
C) They are more easily able to engage problem-solving skills.
D) None of the above.
Answer: B
Diff: 2
Type: MC
24
is false.
21) The key components making up effective teams can be grouped into four
categories: work design, team composition, cohesion factors, and
perceptual influences.
Answer: False
Diff: 3
Type: TF
22) On a team, the role of the "creator" describes the person who
analyses decision options.
Answer: False
Diff: 3
Type: TF
23) The role of the "linker" describes the person within the work team
who coordinates and integrates the work of team members.
Answer: True
Diff: 3
Type: TF
24) Your analytical skills are very good and you enjoy the role of
integrating creative ideas for your group. You will find that you are
most effective in the role of the "promoter".
Answer: False
Diff: 3
Type: TF
25) Susan is well organised and enjoys providing structure for the group.
Her role within the work team may be described as the "maintainer".
Answer: False
Diff: 3
25
Type: TF
26) The most effective teams have fewer than four members.
Answer: False
Diff: 2
Type: TF
27) Team efficacy refers to teams that have been successful in raising
their beliefs about future success, which, in turn, motivates them to
work harder.
Answer: True
Diff: 2
Type: TF
28) When selecting team members, personality should be considered as well

as abilities and skills.
Answer: True
Diff: 2
Type: TF
29) Teams must receive the necessary support from management and the
larger organisation if they are going to succeed in achieving their
goals.
Answer: True
Diff: 2
Type: TF
30) Given the option, many employees will select themselves out of team
participation.
Answer: True
Diff: 1
Type: TF
26
31) "Social loafing" is possible within a team because it is not possible

to identify individual contributions.
Answer: True
Diff: 1
Type: TF
32) Teams that rate higher on mean levels of conscientiousness and

openness to experience tend to perform better.
Answer: True
Diff: 1
Type: TF
33) When leaders provide an inspirational common goal for members with
varying types of education and knowledge, teams are very creative.
Answer: True
Diff: 2
Type: TF
34) Effective teams also show reflexivity, meaning they reflect on and
adjust their master plan when necessary.
Answer: True
Diff: 2
Type: TF
35) Effective teams share accurate mental models.
Answer: True
Diff: 3
Type: TF
27
36) Culturally heterogeneous teams have more difficulty learning to work
with each other and solving problems.
Answer: True
Diff: 1
Type: TF
Topic: Global implications
Objective: Show how our understanding of teams differs in a global
context
37) Matching team ability to the task is important.
Answer: True
Diff: 1
Type: TF
context
38) Smart team leaders help less-intelligent team members when they
struggle with a task, thus improving their performance. Conversely a
less-intelligent leader can keep a high-ability team on track and improve
their performance.
Answer: False
Diff: 1
Type: TF
context

You have been assigned to a problem-solving team. You have never met any
of the team members before but you have been given their resumes and it
is your job to match the team members to the various roles that are
needed for successful completion of your project. You have gathered the
following information about the members of your team: Iris is a recent
college graduate with a degree in mathematics. She is new to the company
and seems eager to please but is inexperienced. James has been with the
company for 15 years and has had experience in several areas within the
company. He has a reputation for being well-organised and is a strong
defender of the company and its policies. He always follows through and
is able to coordinate the work of others. Betty is highly motivated and
intelligent. She has several advanced degrees and is able to view
situations from differing viewpoints. She is regarded as a good listener
and as being able to coordinate and integrate. You have decided that you
are willing to take on any group role that is handed to you but are more
comfortable with implementation of ideas than with initiating them.
28
1) James is very well suited to which role?
A) promoter
B) maintainer
C) controller
D) none of the above
Answer: C
Diff: 2
Type: MC
You have been assigned to a problem-solving team. You have never met any
of the team members before but you have been given their resumes and it
is your job to match the team members to the various roles that are
needed for successful completion of your project. You have gathered the
following information about the members of your team: Iris is a recent
college graduate with a degree in mathematics. She is new to the company
and seems eager to please but is inexperienced. James has been with the
company for 15 years and has had experience in several areas within the
company. He has a reputation for being well-organised and is a strong
defender of the company and its policies. He always follows through and
is able to coordinate the work of others. Betty is highly motivated and
intelligent. She has several advanced degrees and is able to view
situations from differing viewpoints. She is regarded as a good listener
and as being able to coordinate and integrate. You have decided that you
are willing to take on any group role that is handed to you but are more
comfortable with implementation of ideas than with initiating them.
2) The person best suited for the role of assessor is probably:
A) Iris
B) You
C) Betty
D) James
Answer: C
Diff: 2
Type: MC

paper.
1) What is team efficacy and what can management do to increase team

efficacy?
Answer: Effective teams have confidence in themselves. They believe they

can succeed. This is called team efficacy. Teams that have been
successful in raising their beliefs about future success, which in turn,
motivates them to work harder. To increase team efficacy, management can
29
help the team achieve small successes that build confidence. Also, they
can provide training to improve members’ technical and interpersonal
skills.

Diff: 2
Type: ES
2) The team effectiveness model identifies three categories of key

components making up effective teams. What are these categories? Give
examples of each category.
Answer:
The key components making up effective teams can be subsumed into three
general categories. The first category is context. First are the
resources and other contextual influences that make teams effective.
These include providing adequate resources, leadership and structure, a
climate of trust and performance evaluation and reward systems. The
second relates to the team's composition. To perform effectively, a team
requires three different types of skills: technical expertise, problem-
solving and decision-making skills, and interpersonal skills. No team can
achieve its performance potential without developing all three types of
skills. Member personality, preferences and diversity must be considered,
plus the team’s size and roles. Lastly, the process variables reflect the
things that go on in the team that influence effectiveness. These include
member commitment to a common purpose, establishment of specific team
goals, team efficacy, a managed level of conflict, and minimising social
loafing. Refer to exhibit 10.3.

Diff: 3
Type: ES
3) Discuss the advantages and disadvantages of diversity on teams.
Answer:
Many of us hold the optimistic view that diversity should be a good
thing—diverse teams should benefit from differing perspectives and do
better. Two meta-analytic reviews of the research literature show,
however, that demographic diversity is essentially unrelated to team
performance overall. One qualifier is that gender and ethnic diversity
have more negative effects in occupations dominated by white or male
employees, but in more demographically balanced occupations diversity is
less of a problem. Diversity in function and expertise are positively
related to group performance, but these effects are quite small and
depend on the situation. One of the pervasive challenges with teams is
that, while diversity may have real potential benefits, a team is deeply
focused on commonly held information. But to realise their creative
potential, diverse teams need to focus not on their similarities but on
their differences. Some evidence suggests that when team members believe
others have more expertise they will work to support those members,
30
leading to higher levels of effectiveness. The key is for members of
diverse teams to communicate what they uniquely know and also what they
don’t know. Proper leadership can also improve the performance of diverse
teams.

Diff: 3
Type: ES
5. Show how organisations can create team players.

1) Your company is considering implementing work teams in your Thailand

facility. You should find this relatively easy because those employees
will have strong ________ values.
A) social
B) individualistic
C) creative
D) collectivist
Answer: D
Diff: 2
Type: MC
Topic: Turning individuals into team players
Objective: Show how organisations can create team players
2) Which of the following is not one of the options suggested that

managers have for trying to turn individuals into team players?
A) selection
B) training
C) rewards
D) goals
Answer: D
Diff: 2
Type: MC
3) When hiring job candidates who don't have team skills, which of the
following is an option for managers?
A) The individual can be transferred to another unit within the

organisation without teams.
B) The candidate should not be hired.
31
C) The candidates can undergo training to make them into team players.
D) All of the above.
Answer: D
Diff: 2
Type: MC
4) Exercises which help individuals become team players would include

workshops in:
A) labour law
B) sexual harassment
C) power distance
D) negotiation
Answer: D
Diff: 2
Type: MC
is false.
1) Teams fit well with countries that score high on collectivism.
Answer: True
Diff: 1
Type: TF
2) Apparently, the low trust typical of the competitive group will not be
readily replaced by high trust with a quick change in reward systems.
Answer: True
Diff: 3
Type: TF
Topic: Turning Individuals Into Team Players
3) Competitive reward structures reinforce the importance of

collaboration in work teams.
Answer: False
Diff: 2
32
Type: TF
Topic: Turning Individuals into Team Players
4) Individual contributions to the team should be balanced with selfless

contributions.
Answer: True
Diff: 2
Type: TF
Topic: Turning Individuals into Team Players


paper.
1) Discuss strategies an organisation might use to turn individuals into

team players.
Answer:
Managers have several options to turn individuals into team players. When
hiring team members, in addition to the technical skills required filling
the job, care should be taken to ensure that candidates can fulfil their
team roles as well as technical requirements. A large proportion of
people raised on the importance of individual accomplishment can be
trained to become team players. Training specialists conduct exercises
that allow employees to experience the satisfaction that teamwork can
provide. The reward system needs to be reworked to encourage cooperative
efforts rather than competitive ones. Promotions, pay raises, and other
forms of recognition should be given to individuals for how effective
they are as a collaborative team member.

Diff: 2
Type: ES
6. Decide when to use individuals instead of teams.

1) In which of the following is teamwork preferable to individual work?
A) Success requires a great deal of coordination between interdependent

players.
B) There is a need for different perspectives.
C) The task is complex.
33
Answer: D
Diff: 3
Type: MC
Topic: Beware! Teams aren't always the answer
Objective: Decide when to use individuals instead of teams
is false.
1) Teamwork takes more time and often more resources than individual
work.
Answer: True
Diff: 1
Type: TF
2) Teams make sense when there is interdependence between tasks.
Answer: True
Diff: 2
Type: TF
3) Simple tasks that don’t require diverse input are probably better left
to individuals.
Answer: True
Diff: 2
Type: TF
4) Using teams makes sense when there is independence between tasks.
Answer: False
Diff: 2
Type: TF

34
Jeffrey is the plant manager of a manufacturing facility. The plant has
been experiencing a number of problems and Jeffrey has been directed to
solve these issues. Currently, teams have been used to manufacture
products; however one big concern is the low quality of the manufactured
product.
1) Which of the following aspects of the production teams should be

reviewed to assess how the teams are functioning?
A) Assess whether the work be done better by more than one person.
B) Review the complexity of the work and the need for different
perspectives.
C) Determine whether the members of the group are interdependent.
Answer: D
Diff: 2
Type: MC

paper.
2) What are some of the cautions to be aware of when using teams?
Answer: Teams have increased communication demands, conflicts to be

managed and meetings to be run. It has been suggested that three tests be
applied to see if a team fits the situation. First, can the work be done
better by more than one person? A good indicator is the complexity of the
work and the need for different perspectives. Simple tasks that don't
require diverse input are probably better left to individuals. Secondly,
does the work create a common purpose or set of goals for the people in
the group that is more than the aggregate of individual goals? The final
test to assess whether teams fit the situation is: Are the members of the
group interdependent? Teams make sense where there is interdependence
between tasks; where the success of the whole depends on the success of
each one and the success of each one depends on the success of the
others.

Diff: 2
Type: ES
35
Another random document with
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river. There was a bumper crop, and the price of transport is heavy.
Finally he succeeded in securing the boat in which he and his family
had come up earlier in the season. The bargain was made for sixty-
two dollars for the trip, with a bonus of two extra at the end, if we
were satisfied. There were to be four rowers, but they didn’t keep to
the agreement. They wanted to have military escort in addition,
which we declined on account of the limited deck space in which
they and the owners have to live.
The accommodation of a river-boat is small: ours consisted of
three tiny compartments, of which we took two, finding that our beds
occupied exactly half the space, with a well between them, and our
chairs and table the remainder. The cooking was done in a sort of
well in the small deck in front of us, and it was a great satisfaction to
watch the way in which it was done by Yao and his meticulous
cleanliness. There was no lack of water, so each vegetable was
washed in clean water about five or six times. I believe the correct
number of times to wash rice before cooking is ten. It was really
astonishing to see the dishes Yao prepared on the handful of
charcoal which was used to cook not only our meals but also those
of the crew.
The scenery was very wild and beautiful, and on the whole our
crew rowed well. There was an engaging little girl of three years old,
who amused us not a little with her clever manipulation of the
chopsticks, never dropping a grain of rice: she wore two silver
bangles and two rings. Each night we moored by the bank in what
was considered a safe place, for the robbers were much dreaded by
the crew. Our live stock—chickens and ducks—were tethered out to
graze. At one place they took on a couple of unarmed police,
unknown to us, but as they would have been no use whatever had
we been attacked, I ordered them to be put ashore at the next town.
The robbers had burned many villages, we were told, driving off the
cattle, killing some of the inhabitants, and looting all that was of
value to them. All the way we passed shrines dotted along the river-
bank—one hideous fat Buddha was painted on the rock—and
incense was burnt continually by the owners of the boat. The quality
of their zeal varied relatively to the danger incurred, so we had no
need to make inquiry. At the worst part of all we had to support the
courage of the crew by a pork feast, portions of which were flung into
the air and caught by wicked-looking crows, which hovered
screaming overhead. These crows are looked upon as evil spirits of
the river needing to be propitiated.
The first important town we reached in Hunan was Yuan Chowfu,
and we found there some missionaries of the China Inland Mission
who had many interesting experiences to tell of revolutionary days.
Hunan has always been a particularly anti-foreign province, and
work has progressed slowly: it is not at all surprising that the people
should be slow to understand the object of foreigners coming to
settle among them, and every one mistrusts what they do not
understand. It needs something to break down prejudice, and in this
case the something was of a tragic nature. The missionary came
home one day to find his wife lying in the veranda with a fractured
skull and brain exposed to view: she had been attacked by a
madman, who left her for dead. It was long before she was nursed
back to a certain measure of health, with speech and memory gone.
This happened two years ago, and now she is slowly regaining
strength and her lost powers, and welcomed us with exquisite
hospitality; despite having an attack of fever, she insisted on our
staying to tea and the evening meal. Mr. and Mrs. Becker have the
supreme satisfaction of finding that from the time of the accident
their work has taken on a wholly different complexion; the people
have rallied round them and look to them for support in troublous
times. With but slight medical training Mr. Becker organized Red
Cross classes, and took charge of the wounded in the mission
premises. At one time the city was threatened by revolutionaries, the
officials lost control, and for three days he took full command and
saved the situation. He received medals and a complimentary board
from the Government, acknowledging the great services he had
rendered to Yuan Chow.
No less than nine times Mr. Becker has been caught by robbers,
but has never had a single thing stolen by them, which certainly
constitutes a record. When a pistol was put to his head, he
presented a visiting card, saying, “Take this to your Chief”: it is a fine
example of “a soft answer turneth away wrath.” On recognizing who
he is, they have always released him without any injury. He told us
that recently the robber bands have been broken up, and thought we
need have no anxiety about them. We were regaled with the first
strawberries of the season from their garden, which contained a
promising supply of vegetables, and there were goats and kids in
pens. We went away loaded with good things, and deeply impressed
by the sight of these heroic workers and their colleagues.
The principal industry of the place is white wax: special ash trees
grow here on which the insects live, but every year the insects
necessary to produce the wax have to be brought from the
neighbouring province of Szechwan. “When they reach the right
stage of development they are put in paper boxes, in bamboo trays,
and carried by the swiftest runners. These men only travel by night,
as it is essential that the process of development should not proceed
too rapidly. The boxes have to be opened every day and ventilated,
and the men secure the best rooms in the inns, so that other
travellers have to suffer if they are on the road at the same time”
(Face of China, p. 183). There were also large numbers of paulownia
trees, with their lilac flowers in full bloom: they produce a vegetable
oil used for cooking and for furniture. All this district is noted for its
trees, and much wood is brought down by a tributary river from the
Panghai district, where it is cut down by the Black Miao tribe.
The next town where we halted was particularly attractive,
surrounded by red sandstone walls and grey stone battlements. We
made a complete tour on the top of the city wall, but the houses are
so high that you cannot see into any of the courtyards. At one point
there was a fine, picturesque group of trees overhanging the wall,
otherwise the houses were built very close together, like a rabbit
warren. On the battlements were a number of most comical little
guns, some carefully protected from the weather by shrines built
over them. They looked as if they might have come out of the ark,
but were only about seventy years old, some being dated.
In the market we bought wild raspberries, which had quite a good
flavour when cooked, but they were rather tart, as they were not fully
ripe. We found wild strawberries by the wayside, but were told that
some varieties are poisonous, and those we ate were quite
tasteless.
Our next halting-place was Hong Kiang, where we arrived at 8.30
a.m., and spent a pleasant day with two missionary families, one
being a doctor’s. He was rather depressed, because the town is
under the control of a military governor of irascible temper. The
doctor’s cook had recently been suffering from insanity and was
being treated in the hospital, when he was suddenly seized and
condemned to death. The doctor, on hearing of it, went instantly to
the Governor to explain matters, but he pleaded in vain, and found
the man had been shot while he was with the Governor. Executions
are continually taking place, and so badly done that frequently the
offenders linger wounded for hours after they have been shot. Often
the doctor is begged to go and help, but what can he do? On
occasion he has been allowed to go and bring them back to life! In
one case he had taken stretchers on which to bring the sufferers
back to the hospital, but they were one too few, so that he told one
man he would come back for him. The man dare not wait for his
return, and managed, despite being in a terrible condition, to drag
himself to the hospital on foot.
Mr. Hollenwenger took us up a high hill behind the city to see the
view, and it was certainly worth while, although the heat was great.
The river winds round a long strip of land, and a narrow stream
across it could easily be made navigable so as to save the junks
having to make a detour of several miles. Another big tributary joins
the river almost opposite the stream, by which quantities of wood are
brought down from the hills. The valley is full of ricefields, and we
saw men transplanting the rice with incredible rapidity from the small
field in which it is originally raised to the larger fields where it attains
maturity.
When we got back to lunch we found Dr. Witt had to go at once to
an ambulance class, which the Governor had requested him to
undertake in view of the troops being sent to fight in the struggle now
going on between North and South. In various parts of the country
we found missionaries being used by the authorities in this way. At
the time that China joined the Allies during the war they told the
German missionaries to leave the country, but exceptions were
made in the case of many like these, whose work was felt to justify
their remaining.
The next town of importance that we reached was Shen Chowfu,
where there is quite a large group of American missionaries with
hospitals, schools, etc., whom we had been asked to visit. Their
buildings stood up conspicuously at both ends of the long river-front
of the city. We were told that the hospital had been built with
indemnity money paid by the Chinese Government on account of the
murder of C.I.M. missionaries many years ago, but which the C.I.M.
declined to accept. It is a well-known fact that such money never
comes from the guilty parties, but is extorted from the people, and
consequently is always a source of ill-will. We were told by some
charming American ladies there, how bitter the feeling had been
against them, and that for years they were guarded by soldiery and
never left their houses unaccompanied by a guard. They had
spacious gardens, and the missionaries’ families lived there without
ever going into the streets. It seemed a strange kind of existence,
and brought home to us acutely the question of mission policy. There
seem to me to be two classes of American missionary ideals—
roughly speaking—one of which is responsible for some of the finest
work possible in China and which every one must heartily admire;
such work may be seen at St. John’s University, Shanghai, and in
the American Board at Peking. But there is another increasingly
large class whose faith seems to be pinned on a strange trinity—
money, organization, and Americanization. The first necessity for
them is large and showy buildings, generally apart from the busy city
life, or at least on the outskirts of the city—this may be all right in the
case of boarding-schools, but for hospitals it renders them practically
useless. I have seen groups of residential premises miles away from
the work. The welfare of the missionaries is the foremost
consideration. The means of transport are slow, so that hours must
be spent every day by the workers getting to and from their work,
and they live a life wholly apart from the Chinese. The work is highly
organized, and they have much larger staffs than our missions
provide, as they seem to have unlimited means and men.
Undoubtedly we err grievously in the opposite direction: our
missionaries have all far more work than they can perform. Added to
that, our missionaries have about one-third of the holiday that the
Americans do and less money to make the holiday a real one. Our
societies are all hard hit by the question of finance, but it would be
better to cut down our work rather than spoil its quality by insufficient
staffing and underpay.
The third point is Americanization. A large section of missionaries
so value their own culture that they believe they can do no better
than try and denationalize the Chinese, or Indians, or whatever other
nations they may be working amongst, and transform them into
Americans. In the case of China this seems to me a most disastrous
policy, and founded on serious error. The Chinese and British
characteristic of reserve which we consider a quality they consider a
defect, and believe that familiarity breeds not contempt but
friendship. The breaking down of the reserve in the Chinese
character is only too frequently a breaking down also of moral
barriers—a disintegration of character, and opposed to the genius of
the race. The Chinese student returning from the United States is
often completely spoiled by having cast off the charming old-time
manners of his own country in favour of the hail-fellow-well-met
manners of young America. He cannot be accepted into a European
or Chinese household on his return without taking what seems to
them unwarrantable liberties, while he himself is sublimely
unconscious of the effect produced. In the same way in mission
schools the students are encouraged to familiarity with their teachers
—as for instance in the case of mixed bathing in summer resorts.
The teacher and the taught are all put on the same level, and the
respect which we have been taught to consider due to age and
learning, ceases to exist. “Manners maketh man,” and the difference
in manners is one of the greatest bars to united work, which
Christians of all denominations are trying so hard to build up in China
at the present day.
To return to our brief stay at Shen Chow. It seemed an interesting
place with fine large shops, and we should like to have made closer
acquaintance with them. However, our boatman, who always wanted
to loiter where there was nothing to be seen, showed a sudden
determination that we should leave the town before sundown and
reach a certain safe spot to spend the night. As we were always
urging him to hurry, we felt obliged to give in, and reluctantly went on
board. The Standard Oil Co. is very energetic there, and has a large
advertisement, happily in Chinese characters, which are not
aggressively ugly (like our Western advertisements) all along the
river-front, the last thing we saw as we floated down stream.
Next day we shot the big rapid, and much incense and paper was
burnt to ensure our safety. Rain fell heavily in the evening, as it had
so often done during our journey. Before stopping for the night we
came to a custom-house, where our boat was thoroughly searched
for opium. It meant that at last we were come to a place where
opium was strictly forbidden, namely into the territory under General
Feng’s jurisdiction. The Customs officers, however, were most
courteous, though thorough, and I believe would have taken our
word with regard to our personal belongings, but I preferred that they
should see we were quite willing to be examined.
At midday on the morrow we reached Changteh, and walked
through wet slippery streets a long way till we came to the C.I.M.
house. Mr. and Mrs. Bannan received us most cordially and invited
us to be their guests, as Mr. Locke (who had invited us when we
were at Shanghai) had been transferred to a school five miles down
the river and was sure we should prefer to be in the city. This was
much more convenient, and we found a week only far too short to
see all the interesting things. We spent a couple of nights at the
school with Mr. and Mrs. Locke, and took part in a Christian
Endeavour meeting. This movement has proved very successful in
some parts of China, especially for training the women and girls to
take active part in evangelization. We went down the river in a
minute motor launch, which was very handy, especially as we had to
leave at an early hour to call on General Feng. I leave to another
chapter an account of him and the city, which so obviously bore his
impress when we were there. The level of Changteh is below the
river-level sometimes to the extent of fifteen feet; then the city gates
have to be sandbagged to keep the water out.
From Changteh we went by passenger boat to Changsha, and had
two little cabins which we converted into one for the voyage. The
whole of the roof was covered with third-class passengers and their
belongings; at night they spread their bedding, and in the daytime
squatted about or wandered round the very narrow gangway outside
the cabins, a proceeding which left us in a darkened condition. Yao
managed to prepare us savoury meals in some minute nook, having
brought the necessary stores and a tiny stove on which to cook
them. The day after leaving Changteh we crossed the wonderful lake
of Tong Ting, a lake more than two thousand square miles in extent
during the summer, and non-existent in winter. This strange and
unique phenomenon is due to an overflow of the Yangtze, and in the
summer there is a regular steamship service across the lake,
connecting Changsha with Hankow, two hundred and twenty-two
miles distant, by the river Siang and a tributary of the Yangtze.
Eventually they will be connected by a railway, which is to run from
Hankow to Canton, and of which the southern part is already in
existence—and also a short section from Changsha to Chuchow;
this is only thirty-eight miles and is mainly valuable on account of its
connexion with a branch line to the Ping Siang collieries.
Changsha is an important city, the capital of Hunan. It is large and
clean, the centre of considerable trade, and one of the newest treaty
ports, opened in 1904. The variety of its exports is interesting: rice,
tea, paper, tobacco, lacquer, cotton-cloth, hemp, paulownia oil,
earthenware, timber, coal, iron and antimony. I was anxious to buy
some of the beautiful grass cloth for which it is noted, and was taken
by a friend to some of the big shops, but found them busily packing
up all their goods, in case their shops should be looted by the
approaching Southern troops. Such doings are by no means
uncommon, and all Americans and Europeans seemed to take it as
a matter of course. Arrangements were being made to receive
terrified refugees into mission premises, and the Red Cross was
extremely busy preparing for the wounded. The rumours as to the
Governor fleeing varied from hour to hour, and it soon became plain
that the city would be undefended. Our kind American hosts, Mr. and
Mrs. Lingle, were having little Red Cross flags made to put up as
signals on places of refuge, and he came in to tell us how the tailor
who was making them had just appealed to him for help: a retreating
soldier thought to make hay while the sun shone, and was taking
possession of the sewing-machine, demanding that it should be
carried away for him by the tailor’s assistant. Mr. Lingle also
prevented another sewing-machine being stolen: evidently they were
in great request.
No more striking proof could be seen of the progress of
Christianity in China than the difference of attitude shown towards
missions in time of danger and difficulty. When I first visited China a
mission station was the most dangerous place to live in; now it is the
place of safety par excellence, to which all the Chinese flock when
they are in danger. An interesting illustration of this took place last
year. In a certain district in Shensi a notorious band of robbers came
to a Baptist Missionary and a Roman Catholic priest, and promised
to save the town where they were working if they would procure for
them six rifles. They succeeded in getting the rifles, and took them to
the brigands. When they attempted to use them, the brigands found
they had been tampered with, and decided to loot the town in
consequence. They respected, however, their promise to the men
who had brought them, evidently believing in their good faith, and
said they would spare all the Christians. The problem was how to
recognize them, for at once there were a large number who claimed
to be Christians. The robbers decided by looking at them who was
genuine and who was not. In cases of uncertainty they appealed to
the missionaries, who assure us that they had proved quite accurate
in their judgment. Christianity ought to mould the expression of a
face.
There are many missions of various nationalities at Changsha,
and all seemed extremely prosperous, most of them in large and
handsome buildings. The girls’ school, of which our hostess was the
head, stood in spacious grounds outside the city wall, and near it is
the imposing pile of the Yale mission buildings. The mission started
in 1905 when Dr. Gaze began the medical work, a hospital was
opened in 1908, and the first students graduated in 1912: it is
essentially a medical school, and differs from others as regards the
staff in having short course men sent out from Yale University as
volunteers. They are not necessarily missionaries. There are fine
laboratories for research work, a large new building for science
students, splendid up-to-date equipment in all branches of medical
and surgical work, schools for male and female nurses, beautiful
houses for the large staff of professors, library, a really beautiful
chapel, lecture rooms, dormitories, playing grounds, tennis courts; in
fact everything that can be desired on the most lavish scale, the
greatest conceivable contrast to every other mission I have seen in
China. There is a special ward for Europeans. The new Rockefeller
hospital in Peking is to outshine it in beauty, I believe, but will find it
difficult to equal it in all-round equipment, and of course will lack the
acreage, which makes many things possible in Changsha which are
impossible in Peking. “The Hunan Provincial Government has met all
the local expenses of the College of Medicine and the Hospital for
the last six years.” The Rockefeller Foundation has provided funds
for salaries of additional medical staff, and Yale Foreign Missionary
Society academic teachers and a few of the medical staff. The fees
of the patients cover about half the running expenses of the hospital.
“The campus of Yale in China in the north suburb is on rising ground
between the railroad and the river, where its buildings are
conspicuous to travellers arriving by either train or steamer” (see
Yale College in China). The only drawback seems to be lack of
patients.
One of the finest pieces of mission work I saw was Dr. Keller’s
Bible School, which is supported by a Society in Los Angeles: it is for
the training of Chinese evangelists for all missionary societies, and
they divide the time of training between study and practical work.
They looked a fine body of men, and have been greatly appreciated
by the missionaries for whom they have worked. Application for their
help is made to the school, and they do not go unasked into any
district occupied by a society. When asked to conduct a mission, a
band of men is sent, and their modus operandi is as follows: they
make a map of the district, taking an area of about three square
miles—and after a day spent in prayer the men visit systematically
every house in that area and try to get on friendly terms with old and
young, giving them some portion of Scripture and inviting them to an
evening meeting. As soon as the people have become interested,
evening classes are started respectively for men, women, boys and
girls. The children are taught to sing, as they very quickly learn
hymns and like to practise the new art both early and late. The
special feature of their work is that they go as Friends to the people,
and as their own race; and it is to Chinese only that many Chinese
will listen. The character of many a village has been changed, the
missionaries say, by these national messengers, where they
themselves have been utterly unable to get a hearing. This is an
important feature of present-day missionary enterprise, and is the
link between the Past Phase of foreign evangelization and the Future
Phase of home Chinese mission work. Changsha is full of foreign
workers of many nationalities, but mainly American.
Dr. Keller’s work has been greatly strengthened in the eyes of the
Chinese by the noble example of his mother, whose spirit has
impressed them far more than any words could have done. When
her son was home for his last furlough, he felt that he could not leave
her alone, an old lady of eighty, recently widowed, and he decided to
give up his mission work for the time being. She would not agree to
this, but decided to go out with him and make her home in China for
the remainder of her life. Who can gauge the sacrifice of giving up
home and friends at such a time of life and going to an unknown land
where men spoke an unknown tongue? She had to undergo very
great hardships at first, and now after four years the solitude presses
heavily on her. At first she was able to read a great deal and lived in
her books; but she told us that now her sight is failing the time
seems very long.
We visited a Danish mission of some size, Norwegian Y.M.C.A.
workers, and a Russian lady in charge of a little blind school. She
had had no word from home for the last two years, but was pluckily
sticking to her task. The London Missionary Society has withdrawn
from work in Hunan, but the Wesleyan Mission has a high reputation
under the charge of Dr. Warren. He is one of the men who takes a
special interest in the political side of Chinese life, and gave me
much valuable information about the different parties. Just now the
changes going on are so rapid that anything one put down would be
out of date before it could be printed. The secret forces at work
keeping up hostility between North and South were everywhere
attributed to Japanese militarism: but it is only too obvious that the
present Government is not strong or patriotic enough to deal with the
situation. It is hard enough to carry on good government in so small
and stable a country as our own, so need we wonder at the inability
to transform the whole political and social system of the vastest
country in the world.
Meanwhile the civil war is a very curious one, and happily does not
cause the bloodshed one would expect, considering the forces
engaged. We had some talk with our British Consul about the
dangers of the road, as we wanted to go south to visit the sacred
mountain of Hengshan and thence to cross fine mountain passes
into the neighbouring province of Kwangshi. Mr. Giles told us that it
would be hopeless to attempt it, as an English steamer had been
fired on the day before in the very direction we must take. The
Northern and Southern troops were in active fighting, and every day
they were coming nearer to Changsha. The Governor would
probably desert the city when the Southern army had driven back the
Northern, and no one could say what would happen! After so
discouraging a report it may seem strange that Mr. Giles said there
was to be a reception at the Consulate next day, in honour of the
King’s birthday, to which he invited us.
War seemed infinitely remote from the charming gathering, where
all the foreign community met in the sunny garden on the river-bank.
English hospitality is very delightful so far away from home, and the
cordial spirit of the host and hostess lent a special attractiveness to
the occasion. I was particularly pleased to meet a Chinese friend
there, Miss Tseng, who invited us to visit her school next day. In
Chapter VIII I have tried to give an account of this famous scion of a
famous race.
With all the educational and religious and philanthropic institutions
to be visited, it was most difficult to find time to see the monuments
of the past, but we determined not to miss the beautiful golden-
roofed temple, dedicated to Chia Yi, a great statesman of the second
century B.C. It is now transformed into a school, and we saw the
boys drilling; but they seemed an insignificant handful in those noble
courtyards, and there were no signs of proper or even necessary
equipment.
Our time at Changsha was all too short, and it ended very
pleasantly with an evening spent at the Consulate. By this time many
of the Chinese were in full flight, because of the coming Southerners,
and the city was supposed to be set on fire by incendiaries at 8 p.m.
Our steamer had retired into the middle of the river, because of the
rush of passengers clamouring to be taken on board, and the captain
was unable therefore to fulfil his engagement to dine at the
Consulate. We were promised a fine sight of the blazing city—only
happily the show did not come off—from the Consulate garden
across the river. We stayed there in the delicious summer air till it
was time to go on board, and found it difficult not to step on the
slumbering people who covered the deck when we reached the
steamer. At midnight we slipped down stream, following in the wake
of the departing Governor. The Southern troops came in a few days
later, but without the looting and fighting which has so often
happened in similar circumstances.
Chapter VII
Present-Day Ironsides—General Feng Yu Hsiang
“There shall never be one lost good! What was shall live
as before;
The evil is null, is nought, is silence implying sound;
What was good shall be good, with, for evil, so much good
more;
On the earth the broken arcs; in the heaven the perfect
round.
All we have willed or hoped or dreamed of good shall

exist;
Not its semblance, but itself; no beauty, nor good, nor
power
Whose voice has gone forth, but each survives for the
melodist
When eternity affirms the conception of an hour.
The high that proved too high, the heroic for earth too
hard,
The passion that left the ground to lose itself in the sky,
Are music sent up to God by the lover and the bard;
Enough that He heard it once: we shall hear it by and
by.”
—Browning.
Chapter VII
Present-Day Ironsides—General Feng Yu Hsiang
China is a land full of
surprises, and at the
present day there is an
amazing variety of
individual efforts for the
regeneration of the country
by her patriotic sons and
daughters. In some ways
the chaotic political state of
China makes these
individual efforts possible
where perhaps a more
settled government would
not admit of them. For
instance, each province is
governed by a military or
civil governor, or both; and
within a province may be
found large territories
practically controlled by
some autocratic military
official, the presence of
whose army is the potent
INN LAMP. warrant for his wishes
being executed. In the
province of Hunan, roughly
speaking in the centre of China proper, is such an area, of which
Changteh is the army headquarters.
Having travelled for many weeks through districts infested with
robbers, where law and order are mainly conspicuous by their
absence, where the land is one great poppy garden for the opium
trade, it came as a shock of surprise and delight to enter a district
where we found the exact reverse of these things.
In 1918 there was fighting between the forces of the North and of
the South throughout this district, and as the Northern forces were
defeated and the City of Changteh captured by the Southerners,
General Feng was sent from the neighbouring province of Szechuan
to re-take the city. He had not only defeated the Southern Army
there, but had treated them in an entirely new way. Feng disbanded
the Southern troops after disarming them, and presented each
officer with ten dollars and each private with five dollars, so that they
might be able to return to their homes without resorting to pillage, the
source of so much sorrow in China. The General led his troops to
Changteh and found that the Southern forces had withdrawn, so that
he entered the city unopposed, though by no means with the
goodwill of the inhabitants. They were only too familiar with the
tyranny of ordinary Chinese troops; for it is not by foreigners only
that they are evilly spoken of, but by all Chinese.
In the two years which had elapsed since then this attitude was
completely changed, for the army was paid regularly and not obliged
to prey upon the habitants for sustenance, the strictest discipline was
observed, and no soldier was allowed to loaf about the streets. The
city itself underwent a wonderful purification: gambling dens, opium-
smoking halls, houses of ill repute were swept away, and theatres
transformed into schools; now a woman even can walk the streets
day or night without fear. A notice of three days to quit was given to
the above-mentioned houses, and the order was no dead letter.
Severe fines were inflicted on traffickers in opium. The streets of the
town became wonderfully clean in another sense of the word; the
General is so particular about this that if any of the army mules or
horses pass through it they are followed by scavengers in order that
no traces of their passage may remain; for as there is no wheeled
traffic and the streets are extremely narrow there are no side-walks.
There are notices in the centre of the streets with regard to the rule
of the road, but this is too recent an innovation to be quite
understood as yet. Everywhere one is confronted with signs of the
General’s determination to raise the moral of the people. When he
closed the opium dens he opened refuges for the cure of the smoker,
instead of putting him in prison, as is done in certain parts of the
North. The patient was photographed on entering and on leaving (à
la Barnardo). General Feng punishes with death the soldier proved
to have been trafficking in the sale of opium, while the civilian is
punished by being flogged and paraded bare-backed afterwards
through the streets, preceded by a notice board stating his offence.
The city gaol is the only one in the country which has a chapel and
the missionary bodies in the town have charge—a month at a time
by turns. As you pass along the streets your eye is attracted by
posters of a novel kind. They are pictures descriptive of evil habits to
be shunned: a cock is vainly sounding the réveillé to which the
sluggard pays no heed; the vain woman on her little bound feet
watches from afar the industrious woman doing her task in cheerful
comfort with normal feet, and so on. In odious contrast to these
pictures are the British and American cigarette posters to be found
all over the country, and I was told that one of the leading
Englishmen in the trade said regretfully that he thought they had
done the country no good turn in introducing cigarettes to China.
They are considered a curse by thoughtful Chinese, and at the
request of the officers, the General has prohibited the use of them in
the army, though there is no embargo on other tobacco-smoking.
A Man of Mark.
Page 158
Another noticeable feature of the city is the open-air evening
school, the sign of which is a blackboard on a wall, sheltered by a
little roof which may be seen in many an open space. When the
day’s work is over benches are produced from a neighbouring house
and school begins. The General has established over forty night
schools dotted along the five miles of the city on the river-bank,
besides the industrial schools open during the daytime. We visited
one large training school for girls and women, which he has
established and supports in order to promote industry, and to which
workers from the country districts are welcomed. They have six
months’ training and one meal a day gratis, and they are taught
weaving, stocking-making (on machines), dressmaking and tailoring,
etc., and the goods turned out find a ready market. The instructors
are all very well paid, and the work done is thoroughly good, despite
the disparaging remarks of an elderly overseer who evidently had
the conventional contempt for the Chinese woman’s intelligence.
General Feng is a firm believer in women’s education, and has
established a school for the wives of his officers, to which they come
not altogether willingly, I fear. The unwonted routine and discipline
are naturally a trial, especially to women no longer in their première
jeunesse; and despite the fact that he succeeded in persuading a
highly-trained and charming woman to come from the north to take
charge of it, there have been many difficulties to surmount. She
lunched with us one day and told us an instance of this which makes
one realize the situation: a certain lady resented the fact of her
teacher being the wife of a veterinary surgeon (lower in rank than her
husband), and disregarded her continual efforts to curb her feminine
loquacity and make her attend to her studies. Finally there was a
complete rupture between the ladies, and the unwilling pupil
indignantly left the school. The teacher pondered over this and could
not bear the thought of having quarrelled with a fellow Christian. She
determined to try and make it up, so she called upon the lady, who
refused to see her. Nothing daunted, she tried a second time, and
again the lady was “not at home,” but sent her husband to speak to
her. The teacher explained to him all she felt—he was so moved by
her appeal that he fetched his wife, a complete reconciliation took
place, and she returned to school.
The General has a short religious service in his own house every
Sunday morning for these ladies, at which he, his wife and some
officers are present, and at which he invited me to speak.
Having described in outline the changes effected in Changteh by
General Feng, it is time to try and describe the man himself and his
past life. He is tall and powerful, with a resolute, masterful air as
befits a man who is ruler of men; but his ready smile and the
humorous twinkle in his eye reassures the most timid. He was born
in 1881 in the northern province of Nganhwei, of humble parentage,
and had no educational advantages. He has amply made up for this,
however, having a keen sense of the value of knowledge and giving
to others what was not given to him. The study of English is being
eagerly pursued by himself and his officers, and he will soon pick it
up if he comes to England, as he wishes to do.
General Feng entered the army as a common soldier, and in 1900
was present (on duty), but only as an onlooker, at the Boxer
massacre of missionaries at Paotingfu. This was his first contact with
Christian people, and it made a deep impression on him. This was
strengthened by further contact with a medical missionary, who
cured him of a poisoned sore and charged nothing, but told him of
the love of God, Who had sent him to heal the sick. There is no
doubt that medical missions have been one of the best possible
instruments for winning the Chinese to Christianity, and one cannot
but regret that it is now becoming necessary to abandon the practice
of non-payment, except for the most necessitous cases, on account
of the terrible rise in prices and the lack of funds for the upkeep of
our hospitals. However, it appears to be inevitable.
The turning-point in General Feng’s life took place when he was
stationed at Peking in 1911, having already risen to the rank of
Major. He was feared and disliked by officers and men on account of
his fierce temper, which caused him to strike them when he was
angry, while his wife also had to submit to being beaten when she
displeased her lord and master in the most trivial details. There was
as complete a change in his life as in Saul’s when he obeyed the
heavenly vision. This was the result of attendance at a meeting by
Dr. Mott, and he was assigned to Bishop Morris’s care for further
teaching. The strongest influence brought to bear on him at that
time, however, seems to have been that of Pastor Liu, of the
Wesleyan Mission, who became one of his best friends. It is not easy
at the age of thirty-one to conquer an ungoverned temper and
tongue, but the fact remains that he is now adored by his troops, and
that he has never abused or ill-treated his wife (a General’s
daughter) since becoming a Christian. How difficult this is may be
judged by the fact that one of the finest characters among the
Christian Chinese clergy, Pastor Hsi, says that he found it so
impossible to conquer the lifelong habit of abusive language to his
wife that he had to make it a special matter of prayer before he could
succeed, though he was such a saint. The question of bad language
throughout the army is remarkable; an American missionary, after
spending a year constantly in and out amongst the men, said he had
heard none, for the General has a wonderful way of getting his
wishes observed, and has been instrumental in winning the bulk of
both officers and men to Christianity. He has compiled a treatise on
military service, redolent of Christian morality, which every one of his
men can repeat by heart. This treatise has been taken as the basis
of General Wu Pei Fu’s handbook (a friend of General Feng), who
quotes Cromwell’s army of Ironsides as a model for the soldier’s
imitation, though he does not profess to be a Christian! It may be
thought that the Christianizing of the army is of doubtful reality, but
this is certainly not the case; for in the first place the amount of Bible
teaching they are undergoing is far beyond what would ordinarily be
the case here at home before admitting candidates to Church
membership, and the only difficulty about this teaching is to find the
teachers necessary for such numerous candidates: they are keen to
learn about Christianity. Before baptism they have to submit to a
searching examination of their character and behaviour, and must
have an officer’s certificate to that effect. In addition each man must
sign a statement promising to spend time daily in prayer and study of
the Bible, to seek the guidance of the Holy Spirit and to obey the
teaching of the New Testament.
Nevertheless, they have been baptized by hundreds, so that
already more than a third of the army (and I think the proportion must
be much greater now, as over one hundred were postponed as being

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1) Which of the following helps explain the current popularity of teams?

A) Teams are a way to better utilise employee talents.

2) Which of the following does not explain the current popularity of

A) Teams are a means to increase employee motivation.

3) Which of the following is not something teams are able to do quickly?

1) Teams are more flexible and responsive to changing events than

2) Teams tend to be less flexible and less responsive to changing events

3) Teams are an effective means for management to democratise their

5) Teams increase employee motivation.

MULTIPLE CHOICE: Scenarios. Choose the one alternative that best

Kate works in an industry that is highly competitive. Her organisation

1) Kate’s organisation likely uses teams because:

A) teams are more flexible and responsive to changing events

ESSAY. Write your answer in the space provided or on a separate sheet of

1) Why have teams become so popular?

Answer: As organisations have restructured themselves to compete more

AACSB: Interpersonal relations and teamwork

1) What is a work group?

A) A group whose individual efforts result in a performance that is

3) A group differs from a work team due to a few different dimensions.

5) A group differs from a work team due to a few different dimensions.

1) A work group is a group that interacts primarily to share information

2) A work group creates positive synergy.

4) Work groups engage in collective work that requires joint effort.

5) The extensive use of teams creates the potential for an organisation

6) Merely calling a group a team doesn't automatically increase its

7) The accountability of work groups is individual, while the

8) The synergy of work groups is neutral, while the synergy of teams is

9) Positive synergy in work teams is created through coordinated effort.

MULTIPLE CHOICE: Scenarios. Choose the one alternative that best

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ESSAY. Write your answer in the space provided or on a separate sheet of

1) Discuss the difference between a work group and a work team.

Answer: A work group is a group that interacts primarily to share

AACSB: Interpersonal relations and teamwork

3. Compare and contrast four types of teams.

1) Which is not one of the most common types of teams?

2) Teams of employees who meet to discuss ways to improve quality,

3) You are a member of a work team whose goal is to improve the

4) ________ teams perform highly related or interdependent jobs and take

5) Self-managed work teams generally:

A) take on the responsibilities of their former supervisors

6) Self-managed work teams typically have ________ members.

7) Self-managed work teams typically perform which of the following

8) Which of the following is not true about self-managed work teams?

A) Individuals on these teams tend to report higher levels of job

9) The research on the effectiveness of self-managed work teams suggests

A) absenteeism and turnover rates are sometimes higher on self-managed

12) ________ teams allow people to collaborate online.

14) In virtual teams there is:

A) increased social rapport

15) Problem-solving teams take employees from the same department.