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Organizational Behavior 12th Edition Schermerhorn Test Bank instant download all chapter
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Package Title: Test Bank
Course Title: Sample Schermerhorn OB 12e
Chapter Number: 08
1. An essential criterion of a true team is that the members feel “collectively accountable” for
what they accomplish.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
4. High-performance teams have strong core values that help the team members guide their
attitudes and behaviors in directions consistent with the team’s purpose.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
Answer: False
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
6. Teamwork usually happens naturally in a group, without much effort on the part of members
and leaders.
Answer: False
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
7. Specific objectives provide a clear focus for solving problems and resolving conflicts.
Answer: True
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
8. Team building is a sequence of planned activities designed to gather and analyze data on the
functioning of a group and to initiate changes designed to improve teamwork and increase
team effectiveness.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
9. Team building is an effective way to deal with teamwork difficulties when they occur or to
help prevent them from occurring in the first place.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
10. The first step in the team-building process is data gathering and analysis.
Answer: False
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
11. The second step in the team-building process occurs when members work together in
planning for team improvements.
Answer: False
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
12. The last step in the team-building process occurs when members work together to evaluate
the results.
Answer: True
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
13. The team building process is highly collaborative.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
14. Team building in the formal retreat approach takes place in the firm’s headquarters facility,
typically over a weekend, when the building is quiet.
Answer: False
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
15. The formal retreat approach to team building offers opportunities for intense and
concentrated effort to examine group accomplishments and operations.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
16. The outdoor experience approach to team building places group members in a variety of
physically challenging situations that must be mastered through teamwork, not through
individual work.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
17. In a continuous improvement approach to team building, the team members commit
themselves to monitoring group developments and accomplishments on an ongoing basis and
making the day-to-day changes needed to ensure team effectiveness.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
18. In a continuous improvement approach to team building, the manager, team leader, or group
members themselves take responsibility for regularly engaging in the team-building process.
Answer: True
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
19. Special problems relating to team processes may arise as more and more jobs are turned over
to teams and as more and more traditional supervisors are being asked to function as team
leaders.
Answer: True
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
20. Effective teams have no further need for leadership efforts, after team building, to improve
team processes.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
21. Problems regarding participation, goals, control, relationships, and process are likely to occur
in a new team or when new members join existing teams.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
22. According to Schein, the friendly helper is insecure, suffering uncertainties of intimacy and
control.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
23. In coping with the challenge of entering a team, tough battlers are those individuals who are
frustrated by a lack of identity in the new group and who may act aggressively or reject
authority.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
24. In his studies of how people cope with the challenge of entering a team, Edgar Schein labeled
individuals who act in a passive, reflective, and even single-minded manner while struggling
with the fit between individual goals and group directions as disruptive entrants.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
25. Research in social psychology suggests that the achievement of sustained high performance
by groups requires that members’ task needs and maintenance needs are met.
Answer: True
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
26. Distributed leadership is the sharing of responsibility, by all members, for meeting individual
needs.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
27. Maintenance activities directly contribute to the performance of important group tasks.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
29. Role ambiguity occurs when a person is uncertain about his or her role in a job or on a team.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
30. Role conflict occurs when someone is unable to meet the expectations of others.
Answer: True
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
31. The norms of a group or team represent ideas or beliefs about how members are expected to
behave.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
32. The performance norm conveys expectations about how hard group members should work
and what the team should accomplish.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
33. A leader can establish positive norms within groups and teams by acting as a positive role
model, reinforcing and rewarding desired behaviors, selecting members who can and will
perform, and providing support and training for members.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
34. The statement “on our team, people always try to work hard” is an example of a positive
high-achievement norm.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
35. The statement, “People on this committee are good listeners and actively seek out the ideas
and opinions of others” reinforces the negative support and helpfulness norm.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
36. Cohesiveness of a group or team is the degree to which group or team members are attracted
to and motivated to remain a part of the group or team.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
37. Generally, the more cohesive the group, the greater the conformity of members to group
norms.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
38. In terms of team productivity, the best-case scenario of a work team’s performance norms
and cohesiveness occurs with high performance norms and high team cohesiveness.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
39. From a manager’s perspective, the worst-case scenario of a work team’s performance norms
and cohesiveness occurs with negative performance norms and high team cohesiveness.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
40. Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and
backgrounds.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
41. Group cohesiveness tends to decrease when groups are physically isolated from others and
when they experience performance success or crisis.
Answer: False
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
42. A key negative aspect of inter-team dynamics is that the members of each team may divert
energies toward their mutual animosities rather than on the performance of important tasks.
Answer: True
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
43. A positive aspect of intergroup competition occurs when the members of each group work
harder, become more focused on key tasks, and develop more internal loyalty.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
44. Inter-team dynamics are relationships between groups cooperating and competing with one
another.
Answer: True
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
45. Decentralized communication networks create high levels of member satisfaction and work
best when team tasks are complex and non-routine.
Answer: True
Difficulty: Easy
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
46. The counteracting team pattern results in a decentralized communication network in which
all team members communicate directly and share information with one another.
Answer: False
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
47. In the co-acting team pattern, information flows to a central person and is redistributed to
form a centralized communication network.
Answer: True
Difficulty: Easy
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
48. Wheel communication networks and chain communication network are other names for a
centralized communication network.
Answer: True
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
Answer: True
Difficulty: Hard
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
Answer: True
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
51. Virtual communication networks allow team members to be in electronic contact with one
another and empower team members.
Answer: True
Difficulty: Easy
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
52. In decision by lack of response, one idea after another is suggested without any discussion
taking place. When the team finally accepts an idea, all others have been bypassed and
discarded by simple lack of response rather than by critical evaluation.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
53. In decision by minority rule, the chairperson, a manager, or a leader makes a decision for the
group. This can be done with or without discussion and is very time efficient.
Answer: False
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
54. In decision by majority rule, all team members agree totally on the course of action to be
taken.
Answer: False
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
55. Teams will make decisions by consensus when discussion leads to one alternative being
favored by most members and the others members agreeing to support it.
Answer: True
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
56. To achieve group consensus, members should not argue blindly and should consider others’
reactions to one’s points.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
57. Teams will make decisions by unanimity when all team members agree totally on a course of
action.
Answer: True
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
58. The potential advantages of group decision making include more knowledge and expertise
being applied to the problem, more alternatives being considered, greater understanding and
acceptance of the final decision, and more commitment among group members to making the
final decision work.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
59. The potential disadvantages of group decision making include social pressure to conform,
minority domination, and time delays.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
60. When groupthink occurs in highly cohesive groups, poor decisions may result from the
members’ unwillingness to criticize one another’s ideas and suggestions, overemphasis on
agreement, desire to hold the group together, underemphasis on critical discussion, and desire
to avoid unpleasant circumstances.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
61. Groupthink can be avoided by having the leader express his/her pSection Reference for a
particular course of action.
Answer: False
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
62. Groupthink can be avoided when team leaders hold “second-chance” meetings after
consensus is apparently achieved.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
63. The guidelines for brainstorming include ruling out all criticism, welcoming “freewheeling,”
emphasizing quantity of ideas, and encouraging “piggy-backing” on others’ ideas.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
64. The nominal group technique is a group decision-making approach that involves structured
rules for generating and prioritizing ideas.
Answer: True
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
Question Type: Multiple Choice
65. A high-performing team can be created by doing the all of the following EXCEPT:
a) communicating high-performance standards.
b) having members spend time together.
c) creating a sense of urgency.
d) setting a clear/challenging direction.
e) ensuring that new information is kept to a minimum.
Answer: e
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
Answer: c
Difficulty: Hard
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
67. Researchers point out that collective intelligence is _________ in teams whose processes
result in social sensitivity and absence of domination by one or a few members.
a) higher
b) lower
c) a constant
d) nonexistent
e) none of the above
Answer: a
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
68. __________ is a sequence of planned activities designed to gather and analyze data on the
functioning of a team and to initiate changes designed to improve teamwork and increase
team effectiveness.
a) Team enhancing
b) Team building
c) Team structuring
d) Team championing
e) Team organizing
Answer: b
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
69. Which of the following accurately describes the sequence of steps in the team-building
process?
a) Establishing a team mission statement; team goal setting; data gathering and analysis;
implementing team goals; and evaluation of results
b) Planning for team effectiveness; data gathering and analysis; establishment of team goals and
objectives; implementing team goals; and evaluation of results
c) Establishing a team mission statement; team cohesiveness training; data gathering and
analysis; actions to improve team functioning; and implementing team goals
d) Planning for team effectiveness; team goal setting; implementing team goals, evaluation of
results; and reassessment of team goals
e) Problems or opportunity in team effectiveness; data gathering and analysis; planning for team
improvements; actions to improve team functioning; and evaluation of results
Answer: e
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
70. In the __________, team building takes place during off-site meetings.
a) formal retreat approach
b) informal withdrawal approach
c) privacy approach
d) informal isolation approach
e) formal seclusion approach
Answer: a
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
71. Which of the following is the third step in the team building process?
a) Data gathering and analysis
b) Problem or opportunity in team effectiveness
c) Actions to improve team functioning
d) Planning for team improvements
e) Evaluation of results
Answer: d
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
72. The __________ to team building offers opportunities for intense and concentrated effort to
examine group accomplishments and operations.
a) informal withdrawal approach
b) privacy approach
c) informal isolation approach
d) formal seclusion approach
e) formal retreat approach
Answer: e
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
73. In a(n) __________ to team building, the manager, team leader, or group members
themselves take responsibility for regularly engaging in the team-building process.
a) formal retreat approach
b) employee participation approach
c) outdoor experience approach
d) continuous improvement approach
e) incremental enhancement approach
Answer: d
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
74. The __________ approach to team building places group members in a variety of physically
challenging situations that must be mastered through teamwork, not individual work.
a) formal retreat
b) outdoor experience
c) continuous improvement
d) rustic experience
e) informal withdrawal
Answer: b
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
75. Which of the following statements about improving team processes is NOT accurate?
a) Team members must be prepared to handle more members.
b) As more and more jobs are turned over to teams, special problems relating to team processes
may arise.
c) As more and more traditional supervisors are being asked to function as team leaders, special
problems relating to team processes may arise.
d) Effective teams have no further need, after team-building, for leadership efforts to improve
team processes.
e) Team members must be prepared to handle disagreements on rules and responsibilities
Answer: d
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
76. To improve team processes, both team leaders and members must be prepared to deal with all
of the following EXCEPT:
a) introducing new members.
b) handling disagreements on goals and responsibilities.
c) handling reward distribution issues.
d) resolving delays and disputes when making decisions.
e) reducing friction and interpersonal conflicts.
Answer: c
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
77. Which of the following is NOT one of the problems that face new group members?
a) Participation
b) Goals
c) Lack of originality
d) Control
e) Process
Answer: c
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
78. Edgar Schein identified three common behavior profiles that may hinder group operations
when people try to cope with individual entry problems in self-serving ways. These three
profiles are __________.
a) passive, aggressive, and regressive
b) focused, unfocused, and mid-focused
c) tough battler, friendly helper, and objective thinker
d) primal, emotional, and rational
e) thoughtful, aggressive, and modal
Answer: c
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
79. In coping with the challenge of entering a team, __________ are individuals who act in a
passive, reflective, and even single-minded manner while struggling with the fit between
individual goals and group directions.
a) friendly helpers
b) tough battlers
c) objective thinkers
d) amiable entrants
e) thoughtful newcomers
Answer: c
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
80. __________ is the sharing of responsibility for meeting group task and maintenance needs.
a) Participative partnering
b) Conjunctive leadership
c) Authentic leadership
d) Empowered leadership
e) Distributed leadership
Answer: e
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
Answer: a
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
81. A team member contributes __________ leadership by encouraging the participation of
others, trying to harmonize differences of opinion, praising the contributions of others, and
agreeing to go along with a popular course of action.
a) task
b) functional
c) transactional
d) maintenance
e) directive
Answer: d
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
82. All of the following statements about maintenance activities are true EXCEPT:
a) maintenance activities support the social and interpersonal relationships among group
members.
b) when maintenance leadership is poor, members become dissatisfied with one another.
c) in an effective group, maintenance activities support the relationships needed for team
members to work well together over time.
d) when maintenance leadership is weak, the value of group membership may diminish.
e) maintenance activities include initiating discussion, sharing information, asking information of
others, clarifying something that has been said and summarizing the status of a deliberation.
Answer: e
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
83. Disruptive behaviors that can harm group process include all of the following EXCEPT:
a) being overly aggressive toward other members.
b) trying to recognize others and give them attention.
c) withdrawing and refusing to cooperate with others.
d) horsing around when there is work to be done.
e) talking too much about irrelevant matters.
Answer: b
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
84. _________-role conflict occurs when a person’s values and needs come into conflict with
role expectations.
a) Intrasender
b) Intersender
c) Person
d) Inter
e) Outer
Answer: c
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
85. All of the following statements regarding role ambiguity are true EXCEPT:
a) to do any job well in a group, people need to know what is expected of them.
b) in a new group or team situation, role ambiguities may create problems as members find that
their work efforts are wasted or unappreciated by others.
c) even in mature groups and teams, the failure of members to share expectations and listen to
one another may create a lack of understanding.
d) role ambiguity cannot be managed through awareness of role dynamics and their causes.
e) being asked to do too much or too little as a team member can create problems.
Answer: d
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
86. __________ occurs when too much is expected and the individual feels overwhelmed with
work.
a) Role conflict
b) Role indifference
c) Role encumberment
d) Role overload
e) Role frustration
Answer: d
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
87. All of the following are part of four common forms of role conflict EXCEPT:
a) intrasender role conflict.
b) extrasender role conflict.
c) intersender role conflict.
d) person-role conflict.
e) interrole conflict.
Answer: b
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
88. __________ occurs when different people send conflicting and mutually exclusive
expectations.
a) Person-role conflict
b) Intrasender role conflict
c) Parallel role conflict
d) Interrole role conflict
e) Intersender role conflict
Answer: e
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
89. __________ occurs when the expectations of two or more roles held by the same individual
become incompatible, such as the conflict between work and family demands.
a) Interrole conflict
b) Person-role conflict
c) Correspondent role conflict
d) Divergent role conflict
e) Intersender role conflict
Answer: a
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
Answer: b
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
91. Role __________ is a process for discussing and agreeing upon what team members expect
of one another.
a) negotiation
b) agreement
c) overload
d) expectation
e) cooperation
Answer: a
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
92. Positive norms within groups and teams can be established by doing all of the following
EXCEPT:
a) acting as a positive role model.
b) reinforcing and rewarding desired behaviors.
c) encouraging principled dissenters to join the group.
d) selecting members who can and will perform.
e) providing support and training for members.
Answer: c
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
93. All of the following statements about group norms are correct EXCEPT:
a) in order for a task force to operate effectively, group norms regarding attendance at meetings,
punctuality, and preparedness are needed.
b) groups also commonly have norms regarding how to deal with supervisors, colleagues, and
customers.
c) norms for establishing guidelines for honesty and ethical behaviors are important for groups to
discuss.
d) norms should be identified by the management team only.
e) norms are expressed in everyday conversations
Answer: d
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
94. Which of the following statements does the best job of reinforcing positive “ethics” norms?
a) “In our department, people are always looking for better ways of doing things.”
b) “People on this committee are good listeners and actively seek out the ideas and opinions of
others.”
c) “We try to make fair and just decisions, and we expect others to do the same.”
d) “On our team, people always try to work hard.”
e) “It is a tradition around here for people to stand up for the company when others criticize it
unfairly.”
Answer: c
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
95. Which of the following statements does the best job of reinforcing positive “organizational
and personal pride” norms?
a) “In our department, people are always looking for better ways of doing things.”
b) “People on this committee are good listeners and actively seek out the ideas and opinions of
others.”
c) “Our company strives for both efficiency and effectiveness.”
d) “On our team, people always try to work hard.”
e) “It is a tradition around here for people to stand up for the company when others criticize it
unfairly.”
Answer: e
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
96. __________ refers to the tendency to reduce effort when working in groups.
a) Social mooching
b) Social management
c) Social loafing
d) Social contract
e) Social engagement
Answer: c
Difficulty: Easy
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
97. In contrast to less cohesive groups, members of highly cohesive group members display all
of the following EXCEPT:
a) being more energetic when working on group activities.
b) tending to leave work early when possible.
c) remaining less likely to be absent.
d) enduring more likely to be happy about performance success.
e) continuing more likely to be sad about performance failures.
Answer: b
Difficulty: Easy
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
98. In terms of team productivity, the best-case scenario of a work team’s performance norms
and cohesiveness occurs with __________ performance norms and __________ team
cohesiveness.
a) high; high
b) positive; high
c) negative; high
d) negative; low
e) positive; low
Answer: b
Difficulty: Medium
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
99. From a manager’s perspective, the worst-case scenario of a work team’s performance norms
and cohesiveness occurs with __________ performance norms and __________ team
cohesiveness.
a) high; high
b) high; low
c) negative; high
d) negative; low
e) positive; low
Answer: c
Difficulty: Medium
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
100. All of the following techniques increase group or team cohesiveness EXCEPT:
a) getting agreement.
b) increasing team diversity.
c) making the team smaller.
d) isolating the team from other teams.
e) rewarding team results.
Answer: b
Page: 186
Difficulty: Medium
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
101. The positive aspects of inter-team competition include all of the following outcomes
EXCEPT:
a) the members of each team may work harder.
b) the members of each team may become more focused on key tasks.
c) the members of each team may develop more internal loyalty and satisfaction.
d) the members of each team may achieve a higher level of creativity in problem solving.
e) the members of each team may use their energies toward their mutual animosities.
Answer: e
Difficulty: Medium
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
102. Organizations and their managers can discourage the negative aspects and encourage the
positive aspects of inter-team dynamics by doing all of the following EXCEPT:
a) refocusing the teams on a common enemy or a common goal.
b) training members to work more cooperatively.
c) promoting direct negotiations between teams.
d) using win-lose reward systems.
e) focusing reward distribution on contributions to the total organization.
Answer: d
Difficulty: Hard
Learning Objective 2: Discuss problems related to team processes.
Section Reference: Improving Team Processes
103. The interacting team pattern results in a __________ in which all team members
communicate directly and share information with one another.
a) decentralized communication network
b) centralized communication network
c) restricted communication network
d) synergistic communication network
e) vertical communication network
Answer: a
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
104. Wheel communication network and chain communication network are other names for
__________.
a) restricted communication networks
b) parallel communication networks
c) centralized communication networks
d) synergistic communication networks
e) hierarchical communication networks
Answer: c
Difficulty: Easy
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
105. Tasks that are routine and easily subdivided lend themselves to:
a) hierarchical communication networks.
b) parallel communication networks.
c) decentralized communication networks.
d) restricted communication networks.
e) centralized communication networks.
Answer: e
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
106. __________ form when subgroups emerge within a team due to issue-specific
disagreements.
a) Co-acting teams
b) Counteracting teams
c) Interacting teams
d) Disparate teams
e) Countervailing teams
Answer: b
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
107. The counteracting team pattern involves a __________ in which polarized subgroups
disagree with one another’s positions and maintain sometimes antagonistic relations.
a) countervailing communication network
b) counteracting communication network
c) centralized communication network
d) decentralized communication network
e) restricted communication network
Answer: e
Difficulty: Hard
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
108. When workspace architecture is studied as an influence on communication behavior, this
is part of:
a) cohesiveness.
b) proxemics.
c) virtual communication networks.
d) team building.
e) relationships.
Answer: b
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
Answer: c
Difficulty: Hard
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
110. Decision by __________ occurs when one idea after another is suggested without
discussing them and the team finally accepts an idea without any critical evaluation.
a) majority rule
b) lack of response
c) authority rule
d) consensus
e) minority rule
Answer: b
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
111. Decision by __________ is often done by providing a suggestion and then forcing quick
agreement by challenging the group with such statements as “Does anyone object?...No?
Well, let’s go ahead then.
a) majority rule
b) lack of response
c) authority rule
d) consensus
e) minority rule
Answer: e
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
112. All of the following statements about majority rule are true EXCEPT:
a) formal voting may take place or members may be polled to find the majority viewpoint.
b) all group members will feel successful as a result of the majority rule.
c) some people will feel like “winners” and others will feel like “losers” when the final vote is
tallied.
d) the very process of voting can create coalitions.
e) this method parallels the democratic political system and is often used without awareness of
its potential problems.
Answer: b
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
113. To achieve group consensus, members should adhere to all of the following guidelines
EXCEPT:
a) don’t argue blindly; consider others’ reactions to your points.
b) don’t change your mind just to reach quick agreement.
c) don’t use voting, coin tossing, and bargaining to avoid conflict.
d) don’t try to involve everyone in the decision process.
e) don’t focus on winning versus losing; seek alternatives acceptable to all.
Answer: d
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
114. __________is a “logically perfect” group decision making method because all team
members agree totally on a course of action.
a) Consensus
b) Unanimity
c) Majority rule
d) Minority rule
e) Lack of response
Answer: b
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
Answer: d
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
116. When groupthink occurs in highly cohesive groups, poor decisions may result from the
members’ tendencies to do all of the following EXCEPT:
a) being unwilling to criticize one another’s ideas and suggestions.
b) underemphasizing agreement.
c) desiring to hold the group together.
d) underemphasizing critical discussion.
e) seeking to avoid unpleasant circumstances.
Answer: b
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
Answer: d
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
118. Historical examples of groupthink according to Janis include all of the following
EXCEPT:
a) space shuttle disasters.
b) decision-making during the Vietnam War.
c) American intelligence regarding weapons of mass destruction in Iraq.
d) the lack of preparedness by U.S. forces at Pearl Harbor before entry into WWII.
e) Cuban Missile Crisis.
Answer: e
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
Answer: d
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
120. The guidelines for brainstorming include all of the following EXCEPT:
a) all criticism is ruled out.
b) “freewheeling” is welcomed.
c) quantity is important.
d) quality is important
e) “piggy-backing” on others’ ideas is encouraged.
Answer: d
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
121. The team decision technique of __________ asks everyone to respond individually and in
writing to a basic question such as: “What should be done to improve the effectiveness of this
work team?”
a) statutory technique
b) nominal group technique
c) brainstorming technique
d) freewheeling technique
e) Delphi technique
Answer: b
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
122. A group decision-making approach developed by the Rand Corporation for use in
situations where group members are unable to meet face to face is
a) electronic brainstorming.
b) the nominal group technique.
c) the Delphi technique.
d) the freewheeling technique.
e) computer-mediated analysis.
Answer: c
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
123. __________ teams are able to turn a general sense of purpose into specific performance
objectives and the members feel collectively accountable for moving together in a
compelling direction toward a goal.
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
124. __________ is the ability of a team to perform well across a range of tasks.
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
125. When difficulties occur within a group or team, __________ can help in addressing
problems and resolving issues.
Difficulty: Easy
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
126. In his studies on how people cope with the challenge of entering a team, Edgar Schein
labeled individuals who show extraordinary support for others, behave in a dependent way,
and seek alliances in subgroups or cliques as __________.
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes..
Section Reference: Improving Team Processes
127. Research in social psychology suggests that the achievement of sustained high
performance by groups requires that both __________ needs and __________ needs be met.
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
129. Activities that support the team’s social and interpersonal relationships are called
__________.
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
130. Behaviors that harm the team process like talking too much about irrelevant matters are
called __________.
131. __________ occurs when a person is uncertain about his or her role in a job or on a
team..
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
132. __________ occurs when too little work is expected and the individual feels
underutilized.
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
133. __________ occurs when the same person sends conflicting expectations.
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
134. The __________ of a group or team represent the ideas or beliefs about how members are
expected to behave.
Answer: norms
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
135. The __________ conveys expectations about how hard group members should work.
Answer: performance norm
Difficulty: Hard
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
136. __________ is a process for discussing and agreeing upon what team members expect of
one another.
Difficulty: Easy
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
137. The rule of __________ states that the greater the team cohesiveness, the greater the
conformity of members to team norms.
Answer: conformity
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
138. __________ is the degree to which group or team members are attracted to and motivated
to remain a part of the group or team.
Answer: Cohesiveness
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
139. All-channel or star communication networks are other names for __________.
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
140. __________ are work arrangements where members work on tasks independently, while
linked through some form of central coordination.
Difficulty: Hard
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
141. The attention to office design in building spaces conducive to communication needed by
teams today is part of __________.
Answer: proxemics
Difficulty: Medium
Learning Objective 3: Explain communication networks, including their use in a team setting,
ways they can be improved, and how proxemics and use of space impact communication.
Section Reference: Improving Team Communication
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
143. In decision by __________, when the group finally accepts an idea, all others in the
group have been bypassed and discarded by simple __________ rather than by critical
evaluation.
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
144. Decision by __________ is being used when a chairperson, leader, or manager makes a
decision for the team.
Answer: authority rule
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
145. Decision by __________ is being used when two or three people can dominate the
majority or “railroad” the majority into agreeing to a solution.
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
146. Teams will make decisions by __________ when discussion leads to one alternative
being favored by most members and the others members agree to support it.
Answer: consensus
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
147. __________ is the tendency of members in highly cohesive groups to lose their critical
evaluative capabilities.
Answer: Groupthink
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
148. In __________, group members actively generate as many ideas and alternatives as
possible, and they do so relatively quickly and without inhibitions.
Answer: brainstorming
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
149. When President Kennedy chose to absent himself from strategy discussions by his
Cabinet during the Cuban Missile Crisis, he avoided the tendency for his Cabinet members to
figure out what he wanted and give it to him, thereby avoiding __________.
Answer: groupthink
Difficulty: Hard
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
150. The __________ is a group decision-making approach that involves structured rules for
generating and prioritizing ideas.”
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
Difficulty: Easy
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
152. Describe the characteristics that enable a high-performance team to excel at teamwork.
Answer: Specific characteristics of high-performance teams enable them to excel at teamwork.
First, high-performance teams have a set of members who believe in teams’ goals and are
motivated to work hard to accomplish them. Second, high-performance teams turn a general
sense of purpose into specific performance objectives that engender commitment, provide a clear
focus for solving problems and resolving conflicts, set standards for measuring results and
obtaining performance feedback, and help members understand the need for collective effort.
High-performance teams have the right mix of skills among team members, including technical
skills, problem-solving and decision-making skills, and interpersonal skills.
Difficulty: Hard
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
153. Discuss the following approaches to team building: the formal retreat approach, the
continuous improvement approach, and the outdoor experience approach.
Answer: In the formal retreat approach, team building takes place during an off-site retreat.
During the retreat, which may last from one to several days, group members work intensively on
a variety of assessment and planning tasks. In a continuous improvement approach, the manager,
team leader, or group members themselves take responsibility for regularly engaging in the team-
building process. This method can be as simple as periodic meetings that implement the team-
building steps; it can also include self-managed formal retreats. Finally, the outdoor experience
approach places group members in a variety of physically challenging situations that must be
mastered through teamwork, not individual work. By having to work together in the face of
difficult obstacles, team members are supposed to experience increased self-confidence, more
respect for others’ capabilities, and a greater commitment to teamwork.
Difficulty: Medium
Learning Objective 1: Describe the characteristics of high performance teams, the team building
process, and its alternatives.
Section Reference: High-Performance Teams
154. Describe the differences between role ambiguity, role overload, role underload, and role
conflict.
Answer: Role ambiguity occurs when someone is uncertain about what is expected of him or her.
Role overload occurs when too much is expected and the individual feels overwhelmed with
work. In contrast, role underload occurs when too little is expected and the individual feels
underutilized. Finally, role conflict occurs when someone is unable to meet the role expectations
of others.
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
155. What are norms? What is cohesiveness? How are norms and cohesiveness related?
Answer: Norms represent ideas or beliefs about how members of a group or team are expected to
behave. Cohesiveness refers to the degree to which group or team members are attracted to and
motivated to remain a part of the group or team. Cohesiveness and norms can be related through
the rule of conformity in group dynamics which states that the more cohesive the group, the
greater the conformity of members to group norms.
Difficulty: Medium
Learning Objective 2: Discuss problems relating to team processes.
Section Reference: Improving Team Processes
156. What is groupthink? Why can groupthink be detrimental to effective group functioning?
Answer: Groupthink refers to the tendency for members of highly cohesive groups to lose their
critical evaluative capabilities. When groupthink occurs, group members tend to be unwilling to
criticize one another’s ideas and suggestions. Group members also desire to hold the group
together and to avoid unpleasant disagreements. This leads to an overemphasis on agreement and
an under-emphasis on critical discussion. In turn, poor decisions may ultimately result, thereby
undermining effective group functioning.
Difficulty: Medium
Learning Objective 4: Discuss the ways teams make decisions, the assets and liabilities of team
decisions, groupthink symptoms and remedies, and team decision techniques.
Section Reference: Improving Team Decisions
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Tämän ylhäisen ylenkatseen kukistamana Crainquebille seisoi
pitkän aikaa tyhmistyneenä ja sanattomana, jalat katuojassa. Ennen
menoansa hän yritti antaa selitystä:
— Olipa aate tai mikä tahansa, mutta niin ei olisi pitänyt sanoa;
sillä kun ihminen tekee velvollisuutensa ja saa kärsiä paljon vaivaa,
ei häntä saa loukata tyhmillä sanoilla… Minä kehohan teitä
uudestaan menemään.
— Mulkosilmät.
— Vilhuva katse.
— Ilmeettömät kasvonpiirteet.
— Ja puhe mesimakeaa.
— Isä rakas, sano, kuka tuo Putois oli. Koska minun se muka
kuitenkin pitää tietää, niin sano se sitten.
— Ei, tyttöseni, ei vielä aivan. Putois oli siitä merkillinen, että hän
oli meille tuttu, kotoinen, ja kuitenkin…
— Totta kyllä, että jos hänellä oli hyvät syyt tukena, niin hän veti
ne ennemmin esille kuin sepitti huonoja. Muistatko, sisko, kuinka hän
kerran tuli sanoneeksi päivällispöydässä: "Luojan kiitos, että Zoé on
saanut hinkuyskän; nyt emme voi pitkään aikaan lähteä
Monplaisiriin."
"Työhön puutarhaamme."
"Tuo mies", sanoi rouva Cornouiller, "voi yhtä hyvin tulla työhön
teidän… puutarhaanne maanantaina tai tiistaina. Muutoinkin se on
parempi. Ei pidä tehdä työtä sunnuntaina."
Putois oli mainittu nimeltä. Siitä hetkestä hän oli olemassa. Rouva
Cornouiller lähti pois, mutisten mennessään:
"Putois! Se nimi tuntuu minusta tutulta. Putois? Putois! Hänet
tunnen aivan varmaan. Mutta en saa oikein mieleeni… Missä hän
asuu?"
II
— Niin, hän oli häijy, vastasi herra Bergeret; hän oli häijy
tavallaan, mutta ei kuitenkaan ehdottomasti. Hänen laitansa oli
niinkuin pirujen, joita sanotaan hyvin pahoiksi, mutta joissa tapaa
paljon hyviä puolia, kun heihin paremmin tutustuu. Ja olisin
taipuvainen uskomaan, että Putois'lle on tehty vääryyttä.
"Pidän kyllä silmät auki", sanoi hän itselleen, "ettei Putois saa
vetelehtää eikä näpistää mitään. En jätä mitään onnenkaupalle, ja
kaikki on sulaa voittoa. Nuo maankiertäjät ovat välistä taitavampia
työssään kuin muut kunnolliset työmiehet."
"Oh, minä tunnen nuo ihmiset. Osaan tuon Putois'nne ulkoa. Mutta
ei ole niin tolkutonta työmiestä, joka kieltäytyisi tulemasta
Monplaisiriin työhön. Minun taloni on tunnettu, toivoakseni. Putois
saa mukautua minun määräyksiini, ja viivyttelyittä, ystäväiseni.
Sanohan minulle vain, missä hän asuu; menen itse häntä
tavoittamaan."
Äitini vastasi, ettei hän tiennyt missä Putois majaili, ettei hänellä
ollut mitään vasituista olinpaikkaa, ei kotia eikä kontua. "En ole häntä
sen koommin nähnyt, tätiseni. Luulen että hän tahallaan
piilotteleikse…"
"Oh, niinkö?"
"Luuletteko niin?"
"Sanoinhan jo, että se oli hän!… Löytyipäs kuin löytyikin tuo teidän
Putois'nne; minä olinkin etsimässä. Niin, se on hyvin epäilyttävän
näköinen mies. Olette olleet kovin varomattomia, te ja vaimonne, kun
olette pitäneet häntä työssä. Minä osaan lukea kasvoista, ja vaikka
näinkin hänet vain selkäpuolelta, niin voisin vannoa, että hän on
varas ja ehkäpä murhamieskin. Hänen korvalehtensä ovat
uurteettomat, ja se on pettämätön merkki."
III
Kun Pauline kello kymmenen tienoissa illalla oli vetäytynyt omaan
huoneeseensa, sanoi neiti Bergeret veljelleen:
"Se on Putois!"