Question 1

Self-directed teams:

Accepted Answer

A) are informal groups that exist in an organization. 
B) usually exist as communities of practice. 
C) consist of a group of employees who are subject to methodical supervision. 
D) have substantial autonomy over the execution of a complete task. 
E) have reduced member-interdependence compared to other teams. 
A) are informal groups that exist in an organization. 
B) usually exist as communities of practice. 
C) consist of a group of employees who are subject to methodical supervision. 
D) have substantial autonomy over the execution of a complete task. 
E) have reduced member-interdependence compared to other teams.

Question 2

Trust refers to positive expectations one person has toward another person in low-risk situations.

Accepted Answer

A) True 
 B)False

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Production blocking refers to a constraint in team decision making that discourages employees from mentioning their ideas in front of coworkers.

Accepted Answer

A) True 
 B)False

Question 5

Students experience sequential interdependence when they are lined up at the laser printers trying to get their assignments printed just before a class deadline.

Accepted Answer

A) True 
 B)False

Question 6

During the _____ stage of team development, team members shift their attention away from task orientation to a relationship focus.

Accepted Answer

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

Question 7

Teams with strong fault lines:

Accepted Answer

A) experience more dysfunctional conflict within the team. 
B) proceed more quickly through the team development process. 
C) have team members with similar demographic and professional backgrounds. 
D) have very few members in the team. 
E) have better interpersonal relations. 
A) experience more dysfunctional conflict within the team. 
B) proceed more quickly through the team development process. 
C) have team members with similar demographic and professional backgrounds. 
D) have very few members in the team. 
E) have better interpersonal relations.

Question 8

Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance.

Accepted Answer

A) True 
 B)False

Question 9

Process losses are the resources expended to develop and maintain an effective team.

Accepted Answer

A) True 
 B)False

Question 10

Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:

Accepted Answer

A) minimize team cohesiveness. 
B) add more roles to the team. 
C) increase the risk of forming dysfunctional norms. 
D) minimize social loafing. 
E) minimize the process losses. 
A) minimize team cohesiveness. 
B) add more roles to the team. 
C) increase the risk of forming dysfunctional norms. 
D) minimize social loafing. 
E) minimize the process losses.

Question 11

Identification-based trust is potentially the strongest and most robust form of trust in work relationships.

Accepted Answer

A) True 
 B)False

Question 12

Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers.

Accepted Answer

A) True 
 B)False

Question 13

If a dysfunctional norm is very deeply ingrained in a team, the best strategy is probably to:

Accepted Answer

A) tell the group that corporate leaders are willing to tolerate the dysfunctional norm. 
B) disband the group and replace it with people having more favorable norms. 
C) supplement the existing group with one or two people having more favorable norms. 
D) introduce rewards that support the dysfunctional norm. 
E) provide direct reinforcement and punishment to the employees. 
A) tell the group that corporate leaders are willing to tolerate the dysfunctional norm. 
B) disband the group and replace it with people having more favorable norms. 
C) supplement the existing group with one or two people having more favorable norms. 
D) introduce rewards that support the dysfunctional norm. 
E) provide direct reinforcement and punishment to the employees.

Question 14

_____ provides an explanation of why people belong to informal groups.

Accepted Answer

A) Need to defend 
B) Social identity theory 
C) Confirmation bias 
D) Social loafing 
E) Cognitive dissonance 
A) Need to defend 
B) Social identity theory 
C) Confirmation bias 
D) Social loafing 
E) Cognitive dissonance

Question 15

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Accepted Answer

Evaluation apprehension is the tendency

Question 16

Which of the following are two features that distinguish virtual teams from conventional teams?

Accepted Answer

A) Size and heterogeneity 
B) Lack of co-location and dependence on information technology 
C) Joint optimization and primary work unit 
D) Norms and trust 
E) Size and homogeneity of the team 
A) Size and heterogeneity 
B) Lack of co-location and dependence on information technology 
C) Joint optimization and primary work unit 
D) Norms and trust 
E) Size and homogeneity of the team

Question 17

Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members.

Accepted Answer

A) True 
 B)False

Question 18

High-cohesion teams perform poorer than low-cohesion teams when:

Accepted Answer

A) the team faces external competition. 
B) the team has more than fifteen members. 
C) the team leader has less knowledge and skills than the team members. 
D) team norms undermine the organization's performance. 
E) teams have tight deadlines. 
A) the team faces external competition. 
B) the team has more than fifteen members. 
C) the team leader has less knowledge and skills than the team members. 
D) team norms undermine the organization's performance. 
E) teams have tight deadlines.

Question 19

Which of the following is true about calculus-based trust?

Accepted Answer

A) It is the lowest potential trust in organizations. 
B) It can sustain a team's relationship by itself. 
C) It is mainly based on the other party's predictability. 
D) It occurs when one party thinks, feels, and responds like the other party. 
E) It is based on the knowledge of the other member's behavior. 
A) It is the lowest potential trust in organizations. 
B) It can sustain a team's relationship by itself. 
C) It is mainly based on the other party's predictability. 
D) It occurs when one party thinks, feels, and responds like the other party. 
E) It is based on the knowledge of the other member's behavior.

Question 20

Fellow team members often monitor performance more closely than a traditional supervisor.This is particularly true where the team's performance depends on:

Accepted Answer

A) technological factors. 
B) the special efforts of members. 
C) certain skills of members. 
D) the aptitudes of members. 
E) the worst performer in the group. 
A) technological factors. 
B) the special efforts of members. 
C) certain skills of members. 
D) the aptitudes of members. 
E) the worst performer in the group.

Self-directed teams:

Trust refers to positive expectations one person has toward another person in low-risk situations.

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

Production blocking refers to a constraint in team decision making that discourages employees from mentioning their ideas in front of coworkers.

Students experience sequential interdependence when they are lined up at the laser printers trying to get their assignments printed just before a class deadline.

During the _____ stage of team development, team members shift their attention away from task orientation to a relationship focus.

Teams with strong fault lines:

Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance.

Process losses are the resources expended to develop and maintain an effective team.

Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:

Identification-based trust is potentially the strongest and most robust form of trust in work relationships.

Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers.

If a dysfunctional norm is very deeply ingrained in a team, the best strategy is probably to:

_____ provides an explanation of why people belong to informal groups.

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Which of the following are two features that distinguish virtual teams from conventional teams?

Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members.

High-cohesion teams perform poorer than low-cohesion teams when:

Which of the following is true about calculus-based trust?

Fellow team members often monitor performance more closely than a traditional supervisor.This is particularly true where the team's performance depends on:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Teams and 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

Self-directed teams:

Trust refers to positive expectations one person has toward another person in low-risk situations.

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

Production blocking refers to a constraint in team decision making that discourages employees from mentioning their ideas in front of coworkers.

Students experience sequential interdependence when they are lined up at the laser printers trying to get their assignments printed just before a class deadline.

During the _____ stage of team development, team members shift their attention away from task orientation to a relationship focus.

Teams with strong fault lines:

Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance.

Process losses are the resources expended to develop and maintain an effective team.

Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:

Identification-based trust is potentially the strongest and most robust form of trust in work relationships.

Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers.

If a dysfunctional norm is very deeply ingrained in a team, the best strategy is probably to:

_____ provides an explanation of why people belong to informal groups.

Explain how evaluation apprehension and production blocking adversely affect traditional team decision making and why they are less likely to occur in electronic brainstorming.

Which of the following are two features that distinguish virtual teams from conventional teams?

Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members.

High-cohesion teams perform poorer than low-cohesion teams when:

Which of the following is true about calculus-based trust?

Fellow team members often monitor performance more closely than a traditional supervisor.This is particularly true where the team's performance depends on:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Communicating in Teams and 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