Question 1

Due to globalization,companies are usually unable to form virtual teams within the same country,or continent.

Accepted Answer

A) True 
 B)False

Question 2

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

Accepted Answer

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

Question 3

Team cohesiveness decreases with increased interaction,because there are more chances for conflicts to emerge.

Accepted Answer

A) True 
 B)False

Question 4

Task coordination and scouting activity are two types of boundary spanning activities.

Accepted Answer

A) True 
 B)False

Question 5

Team success,team size,and member similarity are three:

Accepted Answer

A) of the main factors influencing team cohesiveness. 
B) ways to change team norms. 
C) elements of the organizational and team environment. 
D) of the main causes of social loafing. 
E) ways to minimize teambuilding. 
A) of the main factors influencing team cohesiveness. 
B) ways to change team norms. 
C) elements of the organizational and team environment. 
D) of the main causes of social loafing. 
E) ways to minimize teambuilding.

Question 6

The physical layout of the team's workspace encourages:

Accepted Answer

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

Question 7

The degree of attraction people feel toward the team and their motivation to remain members is called:

Accepted Answer

A) social loafing. 
B) team development. 
C) team heterogeneity. 
D) task interdependence. 
E) team cohesiveness. 
A) social loafing. 
B) team development. 
C) team heterogeneity. 
D) task interdependence. 
E) team cohesiveness.

Question 8

Employees working in a department would be considered a team only when:

Accepted Answer

A) they operate without any supervisor. 
B) everyone in the department has the same set of skills. 
C) they are interdependent and coordinate work activities. 
D) they are all located in the same physical area. 
E) all of these conditions exist. 
A) they operate without any supervisor. 
B) everyone in the department has the same set of skills. 
C) they are interdependent and coordinate work activities. 
D) they are all located in the same physical area. 
E) all of these conditions exist.

Question 9

The most frequently mentioned characteristics of effective team members are: communicating,comforting,conflict resolving,coordinating,and cooperating.

Accepted Answer

A) True 
 B)False

Question 10

Two important elements of the team's environment are the team's size and composition.

Accepted Answer

A) True 
 B)False

Question 11

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

Accepted Answer

A) True 
 B)False

Question 12

Brooks's law states that,"whatever can go wrong in groups will,so one should be prepared for it."

Accepted Answer

A) True 
 B)False

Question 13

A characteristic of team roles is that:

Accepted Answer

A) they influence the emotions and attitudes,but not behaviours,of team members. 
B) they are always assigned by organizational leaders to specific people in the team. 
C) they usually weaken team cohesiveness. 
D) most teams can operate effectively without any team roles. 
E) many roles within formal teams exist informally. 
A) they influence the emotions and attitudes,but not behaviours,of team members. 
B) they are always assigned by organizational leaders to specific people in the team. 
C) they usually weaken team cohesiveness. 
D) most teams can operate effectively without any team roles. 
E) many roles within formal teams exist informally.

Question 14

As team leader,you discover that a competitor is about to develop a similar product that your group is currently developing.What is most likely to happen if you tell your team members about this external threat?

Accepted Answer

A) The team would become more cohesive. 
B) The team would begin to introduce dysfunctional norms. 
C) The team would move quickly to the adjourning stage of team development. 
D) Individual team members would become more productive through social loafing. 
E) All of these will occur. 
A) The team would become more cohesive. 
B) The team would begin to introduce dysfunctional norms. 
C) The team would move quickly to the adjourning stage of team development. 
D) Individual team members would become more productive through social loafing. 
E) All of these will occur.

Question 15

Teams tend to make better decisions when:

Accepted Answer

A) team members have similar backgrounds and characteristics. 
B) the team leader is able to sway the group towards one preference over others. 
C) team norms encourage consensus rather than disagreement. 
D) all of these conditions exist. 
E) none of these conditions exist. 
A) team members have similar backgrounds and characteristics. 
B) the team leader is able to sway the group towards one preference over others. 
C) team norms encourage consensus rather than disagreement. 
D) all of these conditions exist. 
E) none of these conditions exist.

Question 16

Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing,because there are fewer people to do the work.

Accepted Answer

A) True 
 B)False

Question 17

The three main foundations of trust are:

Accepted Answer

A) relational,transactional,and calculative. 
B) identification-based,knowledge-based,and calculus-based. 
C) adaptive,static,and dynamiC. 
D) overt,covert,and non-existent. 
E) relational,deterministic,and autocratic. 
A) relational,transactional,and calculative. 
B) identification-based,knowledge-based,and calculus-based. 
C) adaptive,static,and dynamiC. 
D) overt,covert,and non-existent. 
E) relational,deterministic,and autocratic.

Question 18

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

Accepted Answer

A) True 
 B)False

Question 19

The motivation to be part of an informal group is influenced mainly by the drive to:

Accepted Answer

A) defend 
B) learn 
C) acquire 
D) bond or socialize 
E) be inclusive and fair 
A) defend 
B) learn 
C) acquire 
D) bond or socialize 
E) be inclusive and fair

Question 20

Team members tend to work together more effectively when they are rewarded for individual performance.

Accepted Answer

A) True 
 B)False

Due to globalization,companies are usually unable to form virtual teams within the same country,or continent.

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

Team cohesiveness decreases with increased interaction,because there are more chances for conflicts to emerge.

Task coordination and scouting activity are two types of boundary spanning activities.

Team success,team size,and member similarity are three:

The physical layout of the team's workspace encourages:

The degree of attraction people feel toward the team and their motivation to remain members is called:

Employees working in a department would be considered a team only when:

The most frequently mentioned characteristics of effective team members are: communicating,comforting,conflict resolving,coordinating,and cooperating.

Two important elements of the team's environment are the team's size and composition.

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

Brooks's law states that,"whatever can go wrong in groups will,so one should be prepared for it."

A characteristic of team roles is that:

As team leader,you discover that a competitor is about to develop a similar product that your group is currently developing.What is most likely to happen if you tell your team members about this external threat?

Teams tend to make better decisions when:

Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing,because there are fewer people to do the work.

The three main foundations of trust are:

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

The motivation to be part of an informal group is influenced mainly by the drive to:

Team members tend to work together more effectively when they are rewarded for individual performance.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 8: Team Dynamics

Due to globalization,companies are usually unable to form virtual teams within the same country,or continent.

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

Team cohesiveness decreases with increased interaction,because there are more chances for conflicts to emerge.

Task coordination and scouting activity are two types of boundary spanning activities.

Team success,team size,and member similarity are three:

The physical layout of the team's workspace encourages:

The degree of attraction people feel toward the team and their motivation to remain members is called:

Employees working in a department would be considered a team only when:

The most frequently mentioned characteristics of effective team members are: communicating,comforting,conflict resolving,coordinating,and cooperating.

Two important elements of the team's environment are the team's size and composition.

During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.

Brooks's law states that,"whatever can go wrong in groups will,so one should be prepared for it."

A characteristic of team roles is that:

As team leader,you discover that a competitor is about to develop a similar product that your group is currently developing.What is most likely to happen if you tell your team members about this external threat?

Teams tend to make better decisions when:

Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing,because there are fewer people to do the work.

The three main foundations of trust are:

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

The motivation to be part of an informal group is influenced mainly by the drive to:

Team members tend to work together more effectively when they are rewarded for individual performance.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters