Question 1

A team that achieves its organizational goals, satisfies member needs, and survives in its environment:

Accepted Answer

A) has a strong communication system but inappropriate reward system. 
B) is called a task force. 
C) has too many members for the required task. 
D) has not yet reached its highest level of team development. 
E) is an effective team. 
A) has a strong communication system but inappropriate reward system. 
B) is called a task force. 
C) has too many members for the required task. 
D) has not yet reached its highest level of team development. 
E) is an effective team.

Question 2

In teams plagued by overconfidence, the team's efficacy far exceeds reality regarding its competencies and the favourableness of the situation.

Accepted Answer

A) True 
 B)False

Question 3

The main reason teams become overconfident is due to team-level variation of self-enhancement.

Accepted Answer

A) True 
 B)False

Question 4

The only way to alter team norms is to disband the group.

Accepted Answer

A) True 
 B)False

Question 5

Team building is often ineffective because

Accepted Answer

A) the activity occurs over a long period of time, whereas it should occur in a few intense days. 
B) the activity is usually chosen without properly diagnosing the team's needs. 
C) companies provide many types of team building in different situations, whereas all teams should have the same team building activities. 
D) the activity tends to occur on the job, whereas effective team building removes employees from their familiar workplace. 
E) all of these statements explain why team building is often ineffective. 
A) the activity occurs over a long period of time, whereas it should occur in a few intense days. 
B) the activity is usually chosen without properly diagnosing the team's needs. 
C) companies provide many types of team building in different situations, whereas all teams should have the same team building activities. 
D) the activity tends to occur on the job, whereas effective team building removes employees from their familiar workplace. 
E) all of these statements explain why team building is often ineffective.

Question 6

Which of the following team environment factors is more important to the success of virtual teams than to most conventional teams?

Accepted Answer

A) Organizational environment 
B) Reward systems 
C) Information technologies 
D) Organizational structure 
E) None of these team environment factors is more important to virtual teams than to conventional teams. 
A) Organizational environment 
B) Reward systems 
C) Information technologies 
D) Organizational structure 
E) None of these team environment factors is more important to virtual teams than to conventional teams.

Question 7

Two features that distinguish virtual teams from conventional teams are

Accepted Answer

A) joint optimization and primary work unit. 
B) lack of co-location and dependence on information technology. 
C) norms and trust. 
D) size and heterogeneity. 
E) None of these factors distinguishes virtual teams from conventional teams. 
A) joint optimization and primary work unit. 
B) lack of co-location and dependence on information technology. 
C) norms and trust. 
D) size and heterogeneity. 
E) None of these factors distinguishes virtual teams from conventional teams.

Question 8

Evaluation apprehension is most common in meetings attended by people with different levels of status or expertise.

Accepted Answer

A) True 
 B)False

Question 9

Team members are held together by their interdependence and need for collaboration to achieve common goals.

Accepted Answer

A) True 
 B)False

Question 10

Research shows that teams with more well-developed systems outperform teams with less well-developed systems.

Accepted Answer

A) transactive memory 
B) interpersonal 
C) democratic 
D) conflict resolution 
E) procedural 
A) transactive memory 
B) interpersonal 
C) democratic 
D) conflict resolution 
E) procedural

Question 11

A transactive memory system describes how task-relevant knowledge is distributed within a team and the collective awareness of who knows what.

Accepted Answer

A) True 
 B)False

Question 12

The physical layout of the team's workspace encourages

Accepted Answer

A) frequent communication. 
B) task independence. 
C) it has no effect on the team. 
D) conflict. 
E) reduced layers of management. 
A) frequent communication. 
B) task independence. 
C) it has no effect on the team. 
D) conflict. 
E) reduced layers of management.

Question 13

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

Accepted Answer

A) interaction. 
B) interdependencies. 
C) coordination. 
D) cooperation. 
E) confirmation. 
A) interaction. 
B) interdependencies. 
C) coordination. 
D) cooperation. 
E) confirmation.

Question 14

Teams develop their first real sense of cohesion during the norming stage of team development.

Accepted Answer

A) True 
 B)False

Question 15

Informal groups exist primarily to complete tasks for the organization that management doesn't know about.

Accepted Answer

A) True 
 B)False

Question 16

Brainstorming includes all of these rules EXCEPT

Accepted Answer

A) state ideas even if they may seem crazy. 
B) provide as many ideas as possible. 
C) critique the ideas of other team members. 
D) piggyback on other people's ideas. 
E) speak freely. 
A) state ideas even if they may seem crazy. 
B) provide as many ideas as possible. 
C) critique the ideas of other team members. 
D) piggyback on other people's ideas. 
E) speak freely.

Question 17

During which stage of team development does a consensus form around the team's objectives?

Accepted Answer

A) conforming 
B) performing 
C) reforming 
D) norming 
E) forming 
A) conforming 
B) performing 
C) reforming 
D) norming 
E) forming

Question 18

Employees working in an organization would be considered a team only when

Accepted Answer

A) they exist to serve some purpose and perceive themselves to be a team. 
B) they have the same skills. 
C) they report to the same supervisor. 
D) they manage their own work activities without a supervisor. 
E) Never, because work teams never include all employees from the same department. 
A) they exist to serve some purpose and perceive themselves to be a team. 
B) they have the same skills. 
C) they report to the same supervisor. 
D) they manage their own work activities without a supervisor. 
E) Never, because work teams never include all employees from the same department.

Question 19

You have recently been appointed as head of the nine-person accounting department in a large oil company. The accounting offices are located on the 6th and 3rd floors of head office. The three accounting employees on the 3rd floor use extra office space in the purchasing department. Two accounting employees were hired a few months before you took over the unit; one was offered a job at the time she submitted her application form (i.e. hired without an interview or careful review). The employees possess the skills and resources (e.g. new computer systems) to perform effectively if they work together as a team. However, you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance. Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness.

Accepted Answer

Six factors that influence team cohesion

Question 20

The pressure to conform

Accepted Answer

A) has no effect on team decision making. 
B) is the main cause of production blocking. 
C) can influence the decision preferences of team members even when the pressure is subtle. 
D) is the main cause of group polarization. 
E) has none of these effects or characteristics. 
A) has no effect on team decision making. 
B) is the main cause of production blocking. 
C) can influence the decision preferences of team members even when the pressure is subtle. 
D) is the main cause of group polarization. 
E) has none of these effects or characteristics.

A team that achieves its organizational goals, satisfies member needs, and survives in its environment:

In teams plagued by overconfidence, the team's efficacy far exceeds reality regarding its competencies and the favourableness of the situation.

The main reason teams become overconfident is due to team-level variation of self-enhancement.

The only way to alter team norms is to disband the group.

Team building is often ineffective because

Which of the following team environment factors is more important to the success of virtual teams than to most conventional teams?

Two features that distinguish virtual teams from conventional teams are

Evaluation apprehension is most common in meetings attended by people with different levels of status or expertise.

Team members are held together by their interdependence and need for collaboration to achieve common goals.

Research shows that teams with more well-developed systems outperform teams with less well-developed systems.

A transactive memory system describes how task-relevant knowledge is distributed within a team and the collective awareness of who knows what.

The physical layout of the team's workspace encourages

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

Teams develop their first real sense of cohesion during the norming stage of team development.

Informal groups exist primarily to complete tasks for the organization that management doesn't know about.

Brainstorming includes all of these rules EXCEPT

During which stage of team development does a consensus form around the team's objectives?

Employees working in an organization would be considered a team only when

The pressure to conform

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 8: Team Dynamics

A team that achieves its organizational goals, satisfies member needs, and survives in its environment:

In teams plagued by overconfidence, the team's efficacy far exceeds reality regarding its competencies and the favourableness of the situation.

The main reason teams become overconfident is due to team-level variation of self-enhancement.

The only way to alter team norms is to disband the group.

Team building is often ineffective because

Which of the following team environment factors is more important to the success of virtual teams than to most conventional teams?

Two features that distinguish virtual teams from conventional teams are

Evaluation apprehension is most common in meetings attended by people with different levels of status or expertise.

Team members are held together by their interdependence and need for collaboration to achieve common goals.

Research shows that teams with more well-developed systems outperform teams with less well-developed systems.

A transactive memory system describes how task-relevant knowledge is distributed within a team and the collective awareness of who knows what.

The physical layout of the team's workspace encourages

Teamwork behaviour refers to activities devoted to enhancing the quality of all of the following EXCEPT:

Teams develop their first real sense of cohesion during the norming stage of team development.

Informal groups exist primarily to complete tasks for the organization that management doesn't know about.

Brainstorming includes all of these rules EXCEPT

During which stage of team development does a consensus form around the team's objectives?

Employees working in an organization would be considered a team only when

The pressure to conform

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters