Question 1

Workers at WECO Inc. formed a(n)________ so that the members can provide each other support both on and off the job.

Accepted Answer

A) ad hoc committee 
B) cross-functional group 
C) command group 
D) informal group 
E) virtual team 
A) ad hoc committee 
B) cross-functional group 
C) command group 
D) informal group 
E) virtual team D

Question 2

Members of research and development teams are required to come up with new and improved products. In order to do so, team members need to constantly share information with each other and ensure their activities are closely coordinated. This observation reflects the existence of ________ within a research and development team.

Accepted Answer

A) pooled task interdependence 
B) total task independence 
C) reciprocal task interdependence 
D) sequential task interdependence 
E) no task dependence 
A) pooled task interdependence 
B) total task independence 
C) reciprocal task interdependence 
D) sequential task interdependence 
E) no task dependence C

Question 3

Managers can take advantage of the potential for synergy by creating groups with members who have complementary skills and knowledge relevant to the work at hand.

Accepted Answer

A) True 
 B)False  True

Question 4

A computer manufacturing company employs many workers in different locations to produce specific computer mechanisms that are assembled into the final product. The workers are involved in a ________ task interdependence.

Accepted Answer

A) command 
B) pooled 
C) reciprocal 
D) sequential 
E) virtual 
A) command 
B) pooled 
C) reciprocal 
D) sequential 
E) virtual

Question 5

As group size increases, social loafing decreases.

Accepted Answer

A) True 
 B)False

Question 6

Raj has noticed that the members within his team seem to forgo personal opinions quite quickly to come to common solutions. He is concerned that this may be leading to suboptimal solutions. Raj is concerned the team may

Accepted Answer

A) have become too informal 
B) be too independent. 
C) suffer from synergy. 
D) be experiencing groupthink. 
E) be demonstrating social loafing. 
A) have become too informal 
B) be too independent. 
C) suffer from synergy. 
D) be experiencing groupthink. 
E) be demonstrating social loafing.

Question 7

Define virtual team and describe its advantages and disadvantages.

Accepted Answer

Virtual teams are teams whose members ra

Question 8

Cross-functional teams by nature diminish customer responsiveness as team members possess very different skills and expertise.

Accepted Answer

A) True 
 B)False

Question 9

________ task interdependence exists when the work of each group member is completely dependent on the work performed by the other group members.

Accepted Answer

A) Total 
B) Pooled 
C) Sequential 
D) Serial 
E) Reciprocal 
A) Total 
B) Pooled 
C) Sequential 
D) Serial 
E) Reciprocal

Question 10

Members of a task force were recruited to provide specific perspectives to resolving a specific problem; however, the manager empowered the group to evolve their individual activities and contributions as needed to succeed. The executive is encouraging

Accepted Answer

A) social loafing. 
B) role-making. 
C) synergy. 
D) groupthink. 
E) interdependence. 
A) social loafing. 
B) role-making. 
C) synergy. 
D) groupthink. 
E) interdependence.

Question 11

In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n)________ level of cohesiveness in the organization's groups.

Accepted Answer

A) low 
B) moderate 
C) high 
D) nonexistent 
E) extremely high 
A) low 
B) moderate 
C) high 
D) nonexistent 
E) extremely high

Question 12

The members of a newly formed group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called

Accepted Answer

A) storming. 
B) norming. 
C) forming. 
D) adjourning. 
E) performing. 
A) storming. 
B) norming. 
C) forming. 
D) adjourning. 
E) performing.

Question 13

During which stage of group development do close ties between group members develop?

Accepted Answer

A) storming 
B) adjourning 
C) performing 
D) forming 
E) norming 
A) storming 
B) adjourning 
C) performing 
D) forming 
E) norming

Question 14

When a group is experiencing low cohesiveness,

Accepted Answer

A) it becomes attractive to new members. 
B) its effectiveness can be increased by reducing or eliminating competition among groups. 
C) its members have little desire to retain their group membership. 
D) the size of the group should be increased considerably. 
E) there is an emphasis placed on group goal accomplishment. 
A) it becomes attractive to new members. 
B) its effectiveness can be increased by reducing or eliminating competition among groups. 
C) its members have little desire to retain their group membership. 
D) the size of the group should be increased considerably. 
E) there is an emphasis placed on group goal accomplishment.

Question 15

The development team for a greeting card company includes a writer whose focus is on crafting the messages for a series of new cards. The responsibility to craft the words for the team is an example of

Accepted Answer

A) a virtual role. 
B) group conforming. 
C) a group role. 
D) empowerment. 
E) group norming. 
A) a virtual role. 
B) group conforming. 
C) a group role. 
D) empowerment. 
E) group norming.

Question 16

Machinists in a manufacturing plant who have worked together for many years and report to the same shop foreman exemplify a

Accepted Answer

A) friendship group. 
B) virtual team. 
C) cross-functional group. 
D) self-managed team. 
E) command group. 
A) friendship group. 
B) virtual team. 
C) cross-functional group. 
D) self-managed team. 
E) command group.

Question 17

ACME Productions put together a group of employees from marketing, engineering, manufacturing, and quality control to develop a new product idea. This is an example of a(n)________ group.

Accepted Answer

A) informal 
B) friendship 
C) self-managed 
D) cross-functional 
E) top management 
A) informal 
B) friendship 
C) self-managed 
D) cross-functional 
E) top management

Question 18

Which statement is true regarding group cohesiveness?

Accepted Answer

A) To promote cohesiveness in groups, managers should form groups that are significantly large in size. 
B) If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups. 
C) Decreasing levels of group cohesiveness results in little deviance in groups. 
D) As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases. 
E) As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to increase. 
A) To promote cohesiveness in groups, managers should form groups that are significantly large in size. 
B) If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups. 
C) Decreasing levels of group cohesiveness results in little deviance in groups. 
D) As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases. 
E) As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to increase.

Question 19

When top managers design an organization's structure and establish a chain of command, they are essentially creating self-managed work teams.

Accepted Answer

A) True 
 B)False

Question 20

Group ________ is the degree to which the members of a group are attracted to belonging in the group.

Accepted Answer

A) role making 
B) deviance 
C) interdependence 
D) conformity 
E) cohesiveness 
A) role making 
B) deviance 
C) interdependence 
D) conformity 
E) cohesiveness

Workers at WECO Inc. formed a(n)________ so that the members can provide each other support both on and off the job.

Managers can take advantage of the potential for synergy by creating groups with members who have complementary skills and knowledge relevant to the work at hand.

A computer manufacturing company employs many workers in different locations to produce specific computer mechanisms that are assembled into the final product. The workers are involved in a ________ task interdependence.

As group size increases, social loafing decreases.

Raj has noticed that the members within his team seem to forgo personal opinions quite quickly to come to common solutions. He is concerned that this may be leading to suboptimal solutions. Raj is concerned the team may

Define virtual team and describe its advantages and disadvantages.

Cross-functional teams by nature diminish customer responsiveness as team members possess very different skills and expertise.

________ task interdependence exists when the work of each group member is completely dependent on the work performed by the other group members.

Members of a task force were recruited to provide specific perspectives to resolving a specific problem; however, the manager empowered the group to evolve their individual activities and contributions as needed to succeed. The executive is encouraging

In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n)________ level of cohesiveness in the organization's groups.

The members of a newly formed group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called

During which stage of group development do close ties between group members develop?

When a group is experiencing low cohesiveness,

The development team for a greeting card company includes a writer whose focus is on crafting the messages for a series of new cards. The responsibility to craft the words for the team is an example of

Machinists in a manufacturing plant who have worked together for many years and report to the same shop foreman exemplify a

ACME Productions put together a group of employees from marketing, engineering, manufacturing, and quality control to develop a new product idea. This is an example of a(n)________ group.

Which statement is true regarding group cohesiveness?

When top managers design an organization's structure and establish a chain of command, they are essentially creating self-managed work teams.

Group ________ is the degree to which the members of a group are attracted to belonging in the group.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 15: Effective Groups and Teams

Workers at WECO Inc. formed a(n)________ so that the members can provide each other support both on and off the job.

Managers can take advantage of the potential for synergy by creating groups with members who have complementary skills and knowledge relevant to the work at hand.

A computer manufacturing company employs many workers in different locations to produce specific computer mechanisms that are assembled into the final product. The workers are involved in a ________ task interdependence.

As group size increases, social loafing decreases.

Raj has noticed that the members within his team seem to forgo personal opinions quite quickly to come to common solutions. He is concerned that this may be leading to suboptimal solutions. Raj is concerned the team may

Define virtual team and describe its advantages and disadvantages.

Cross-functional teams by nature diminish customer responsiveness as team members possess very different skills and expertise.

________ task interdependence exists when the work of each group member is completely dependent on the work performed by the other group members.

Members of a task force were recruited to provide specific perspectives to resolving a specific problem; however, the manager empowered the group to evolve their individual activities and contributions as needed to succeed. The executive is encouraging

In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n)________ level of cohesiveness in the organization's groups.

The members of a newly formed group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called

During which stage of group development do close ties between group members develop?

When a group is experiencing low cohesiveness,

The development team for a greeting card company includes a writer whose focus is on crafting the messages for a series of new cards. The responsibility to craft the words for the team is an example of

Machinists in a manufacturing plant who have worked together for many years and report to the same shop foreman exemplify a

ACME Productions put together a group of employees from marketing, engineering, manufacturing, and quality control to develop a new product idea. This is an example of a(n)________ group.

Which statement is true regarding group cohesiveness?

When top managers design an organization's structure and establish a chain of command, they are essentially creating self-managed work teams.

Group ________ is the degree to which the members of a group are attracted to belonging in the group.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters