Question 1

Describe the distinctive features of a typical self-directed team.

Accepted Answer

The textbook identifies two distinctive

Question 2

Which foundation of trust is determined mainly by the other party's predictability?

Accepted Answer

A) Relational 
B) Transactional 
C) Identification-based 
D) Calculus-based 
E) Knowledge-based 
A) Relational 
B) Transactional 
C) Identification-based 
D) Calculus-based 
E) Knowledge-based

Question 3

Teams with high levels of efficacy outperform teams with low levels of efficacy.

Accepted Answer

A) True 
 B)False

Question 4

Cohesiveness tends to be higher in teams when team members interact with each other fairly regularly.

Accepted Answer

A) True 
 B)False

Question 5

Quokka Electronics has research and development operations in three locations across Canada. The company is planning to develop a new microprocessor, which involves exploring previously untested ideas and applying methods that have a high degree of complexity. This project would require a dozen researchers and technicians with diverse skills and knowledge and whose individual work would be highly interdependent with each other. Under these conditions, would you recommend a virtual team or a conventional face-to-face team?

Accepted Answer

This question relates to the team tasks

Question 6

Which of these statements about teams is FALSE?

Accepted Answer

A) All groups are teams. 
B) Team members influence each other, although some members are more influential than others. 
C) Teams are held together by their interdependence and need for collaboration to fulfill goals. 
D) All teams exist to fulfill some purpose. 
E) Team members perceive themselves as a social entity within the organization. 
A) All groups are teams. 
B) Team members influence each other, although some members are more influential than others. 
C) Teams are held together by their interdependence and need for collaboration to fulfill goals. 
D) All teams exist to fulfill some purpose. 
E) Team members perceive themselves as a social entity within the organization.

Question 7

The nominal group technique is essentially a variation of brainwriting

Accepted Answer

A) True 
 B)False

Question 8

How do norms affect the behaviour of team members?

Accepted Answer

A) Norms help the team regulate and guide the behaviours of its members. 
B) Norms help the team move from the forming to storming stages of team development. 
C) Norms encourage members to try new behaviours not previously sanctioned by the team. 
D) Norms represent the glue or esprit de corps that holds the team together. 
E) Norms apply to the attitudes and beliefs, but not the behaviours of team members. 
A) Norms help the team regulate and guide the behaviours of its members. 
B) Norms help the team move from the forming to storming stages of team development. 
C) Norms encourage members to try new behaviours not previously sanctioned by the team. 
D) Norms represent the glue or esprit de corps that holds the team together. 
E) Norms apply to the attitudes and beliefs, but not the behaviours of team members.

Question 9

Which of the following is NOT a feature of nominal group technique?

Accepted Answer

A) After the problem is described, team members silently and independently write down as many solutions as they can. 
B) After ideas have been presented, participants silently and independently rank order or vote on each proposed solution. 
C) Nominal group technique follows an individual, then team, then individual process. 
D) Participants openly debate and criticize ideas constructively. 
E) Nominal group technique discourages criticism or debate. 
A) After the problem is described, team members silently and independently write down as many solutions as they can. 
B) After ideas have been presented, participants silently and independently rank order or vote on each proposed solution. 
C) Nominal group technique follows an individual, then team, then individual process. 
D) Participants openly debate and criticize ideas constructively. 
E) Nominal group technique discourages criticism or debate.

Question 10

Organizational leadership, organizational structure, and reward systems are

Accepted Answer

A) three ways to minimize teambuilding. 
B) three team design features. 
C) three of the main sources of team cohesiveness. 
D) three of the main causes of social loafing. 
E) three elements of the organizational and team environment. 
A) three ways to minimize teambuilding. 
B) three team design features. 
C) three of the main sources of team cohesiveness. 
D) three of the main causes of social loafing. 
E) three elements of the organizational and team environment.

Question 11

Identification-based trust is the most robust or sturdy form of trust in work relationships.

Accepted Answer

A) True 
 B)False

Question 12

The nominal group technique tends to produce more and better ideas than do traditional interacting groups.

Accepted Answer

A) True 
 B)False

Question 13

One of the main advantages of brainstorming is that it results in more creative ideas being generated.

Accepted Answer

A) True 
 B)False

Question 14

The three elements of team design include communication systems, organizational environment, and reward systems.

Accepted Answer

A) True 
 B)False

Question 15

Due to a corporate restructuring, three of the six employees who work on your corporate investment team have been transferred to other teams and three new recruits to the organization will be assigned to your team as replacements. Although the three new hires are experienced from other organizations, they are new to your organization and your team. Consequently, your team will pass through most stages of team development again. Briefly describe any three (3) stages of team development that your team will probably experience after the new recruits join the team. Your answer should recognize that only half of your corporate investment team members are new; the others have been with the team for more than one year.

Accepted Answer

Students can describe any three of the f

Question 16

Taskwork and teamwork behaviours are considered internal team processes.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following does NOT minimize social loafing?

Accepted Answer

A) Specialize tasks. 
B) Form larger work teams. 
C) Select team members with a collectivist value orientation. 
D) Measure individual performance. 
E) Make the work more interesting to the social loafer and other team members. 
A) Specialize tasks. 
B) Form larger work teams. 
C) Select team members with a collectivist value orientation. 
D) Measure individual performance. 
E) Make the work more interesting to the social loafer and other team members.

Question 18

Team cohesiveness tends to be higher

Accepted Answer

A) in smaller teams. 
B) when entry into the team becomes extremely difficult and humiliating. 
C) when members have limited interaction. 
D) when the team has distinct fault lines. 
E) in diverse teams. 
A) in smaller teams. 
B) when entry into the team becomes extremely difficult and humiliating. 
C) when members have limited interaction. 
D) when the team has distinct fault lines. 
E) in diverse teams.

Question 19

To improve the team development and cohesiveness of virtual teams, the textbook recommends that:

Accepted Answer

A) team members should meet face-to-face, particularly when the team is formed. 
B) the team should have as many members as the company can afford. 
C) team members should avoid communicating with each other after the task has been discussed at the beginning of the project. 
D) the team should rely only on one communication medium, such as e-mail. 
E) The textbook states that virtual teams do not require any action to improve their development or cohesiveness. 
A) team members should meet face-to-face, particularly when the team is formed. 
B) the team should have as many members as the company can afford. 
C) team members should avoid communicating with each other after the task has been discussed at the beginning of the project. 
D) the team should rely only on one communication medium, such as e-mail. 
E) The textbook states that virtual teams do not require any action to improve their development or cohesiveness.

Question 20

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

Accepted Answer

A) True 
 B)False

Describe the distinctive features of a typical self-directed team.

Which foundation of trust is determined mainly by the other party's predictability?

Teams with high levels of efficacy outperform teams with low levels of efficacy.

Cohesiveness tends to be higher in teams when team members interact with each other fairly regularly.

Which of these statements about teams is FALSE?

The nominal group technique is essentially a variation of brainwriting

How do norms affect the behaviour of team members?

Which of the following is NOT a feature of nominal group technique?

Organizational leadership, organizational structure, and reward systems are

Identification-based trust is the most robust or sturdy form of trust in work relationships.

The nominal group technique tends to produce more and better ideas than do traditional interacting groups.

One of the main advantages of brainstorming is that it results in more creative ideas being generated.

The three elements of team design include communication systems, organizational environment, and reward systems.

Taskwork and teamwork behaviours are considered internal team processes.

Which of the following does NOT minimize social loafing?

Team cohesiveness tends to be higher

To improve the team development and cohesiveness of virtual teams, the textbook recommends that:

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

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

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Exam 8: Team Dynamics

Describe the distinctive features of a typical self-directed team.

Which foundation of trust is determined mainly by the other party's predictability?

Teams with high levels of efficacy outperform teams with low levels of efficacy.

Cohesiveness tends to be higher in teams when team members interact with each other fairly regularly.

Which of these statements about teams is FALSE?

The nominal group technique is essentially a variation of brainwriting

How do norms affect the behaviour of team members?

Which of the following is NOT a feature of nominal group technique?

Organizational leadership, organizational structure, and reward systems are

Identification-based trust is the most robust or sturdy form of trust in work relationships.

The nominal group technique tends to produce more and better ideas than do traditional interacting groups.

One of the main advantages of brainstorming is that it results in more creative ideas being generated.

The three elements of team design include communication systems, organizational environment, and reward systems.

Taskwork and teamwork behaviours are considered internal team processes.

Which of the following does NOT minimize social loafing?

Team cohesiveness tends to be higher

To improve the team development and cohesiveness of virtual teams, the textbook recommends that:

One of the reasons why self-directed teams often fail is because they are given too much autonomy.

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