Question 1

______ is a group of managers who are responsible for designing the long-range strategic plan for an organization.

Accepted Answer

A) An informal team 
B) A cross-cultural group 
C) A top-management team 
D) A friendship group 
E) An interest group 
A) An informal team 
B) A cross-cultural group 
C) A top-management team 
D) A friendship group 
E) An interest group

Question 2

When the CEO of an organization redesigns the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____ groups.

Accepted Answer

A) informal 
B) friendship 
C) command 
D) virtual 
E) interest 
A) informal 
B) friendship 
C) command 
D) virtual 
E) interest

Question 3

_____ are work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization.

Accepted Answer

A) Informal groups 
B) Interest groups 
C) Command groups 
D) Top-management teams 
E) Self-managed work teams 
A) Informal groups 
B) Interest groups 
C) Command groups 
D) Top-management teams 
E) Self-managed work teams

Question 4

Employees of a multinational organization will mostly likely opt for asynchronous technologies when large differences in time zones make it impossible for them to communicate on a real-time basis.

Accepted Answer

A) True 
 B)False

Question 5

_____ are informal groups composed of employees who enjoy one another's company and socialize with one another.

Accepted Answer

A) Command groups 
B) Virtual teams 
C) Interest groups 
D) Task forces 
E) Friendship groups 
A) Command groups 
B) Virtual teams 
C) Interest groups 
D) Task forces 
E) Friendship groups

Question 6

A group of machinists in a manufacturing plant who report to the same shop foreman is an example of

Accepted Answer

A) an informal group. 
B) a virtual group. 
C) a cross-functional group. 
D) a self-managed work group. 
E) a command group. 
A) an informal group. 
B) a virtual group. 
C) a cross-functional group. 
D) a self-managed work group. 
E) a command group.

Question 7

_____ exists when group members must perform specific tasks in a predetermined order.

Accepted Answer

A) Sequential task interdependence 
B) Partial task interdependence 
C) Pooled task interdependence 
D) Reciprocal task interdependence 
E) Complete task independence 
A) Sequential task interdependence 
B) Partial task interdependence 
C) Pooled task interdependence 
D) Reciprocal task interdependence 
E) Complete task independence

Question 8

Which of the following statements is true about groups that are smaller in size?

Accepted Answer

A) Members of small groups tend to be less motivated. 
B) Members interact less with each other in small groups. 
C) Managers of small work groups obtain a smaller advantage from division of labor. 
D) Members of small groups find it harder to share information with one another. 
E) Managers of small work groups tend to be less committed. 
A) Members of small groups tend to be less motivated. 
B) Members interact less with each other in small groups. 
C) Managers of small work groups obtain a smaller advantage from division of labor. 
D) Members of small groups find it harder to share information with one another. 
E) Managers of small work groups tend to be less committed.

Question 9

_____ exists when group members make separate, independent contributions to group performance.

Accepted Answer

A) Sequential task interdependence 
B) Total task dependence 
C) Reciprocal task interdependence 
D) Simultaneous task interdependence 
E) Pooled task interdependence 
A) Sequential task interdependence 
B) Total task dependence 
C) Reciprocal task interdependence 
D) Simultaneous task interdependence 
E) Pooled task interdependence

Question 10

Angelo is the manager of the finance department and he is on a management team with managers from the marketing and production departments.Angelo's management team is a(n)

Accepted Answer

A) cross-cultural team. 
B) formal group. 
C) cross-functional team. 
D) interest group. 
E) top management group. 
A) cross-cultural team. 
B) formal group. 
C) cross-functional team. 
D) interest group. 
E) top management group.

Question 11

JME Manufacturing put together a group of employees from marketing, engineering, manufacturing, and quality control to come up with a new product idea.This is an example of a(n) _____ group.

Accepted Answer

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

Question 12

Managers often form and maintain _____ to make sure important issues continue to be addressed.

Accepted Answer

A) top-management teams 
B) command groups 
C) virtual groups 
D) self-managed work teams 
E) standing committees 
A) top-management teams 
B) command groups 
C) virtual groups 
D) self-managed work teams 
E) standing committees

Question 13

_____ is the degree to which the members of a group are attracted to membership in the group.

Accepted Answer

A) Groupthink 
B) Group deviance 
C) Pooled task interdependence 
D) Division of labor 
E) Group cohesiveness 
A) Groupthink 
B) Group deviance 
C) Pooled task interdependence 
D) Division of labor 
E) Group cohesiveness

Question 14

What can managers do to obtain the potential for synergy in groups when the tasks are complex and involve highly sophisticated and rapidly changing technologies?

Accepted Answer

To take advantage of the potential for s

Question 15

Groupthink is when group members strive to agree with each other instead of trying to make an accurate assessment of the situation.

Accepted Answer

A) True 
 B)False

Question 16

A member of a task force does not work as much as the others in the team, as he is confident that the others will account for his slacking.This group member is exhibiting

Accepted Answer

A) cohesion. 
B) synergy. 
C) group conformity. 
D) groupthink. 
E) social loafing. 
A) cohesion. 
B) synergy. 
C) group conformity. 
D) groupthink. 
E) social loafing.

Question 17

A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n)

Accepted Answer

A) research and development team. 
B) informal group. 
C) command group. 
D) interest group. 
E) control group. 
A) research and development team. 
B) informal group. 
C) command group. 
D) interest group. 
E) control group.

Question 18

At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies.In this case, Jamie is expected to conform to his

Accepted Answer

A) groupthink. 
B) group role. 
C) synergy. 
D) stereotype. 
E) task interdependence. 
A) groupthink. 
B) group role. 
C) synergy. 
D) stereotype. 
E) task interdependence.

Question 19

When Keisha, the manager of Transporters Inc., put together a new marketing team, she assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team.Kyle is a(n)

Accepted Answer

A) formal leader. 
B) informal leader. 
C) role manager. 
D) role maker. 
E) unofficial leader. 
A) formal leader. 
B) informal leader. 
C) role manager. 
D) role maker. 
E) unofficial leader.

Question 20

When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities.This is called

Accepted Answer

A) social loafing. 
B) role making. 
C) synergy. 
D) social inertia. 
E) role homogeneity. 
A) social loafing. 
B) role making. 
C) synergy. 
D) social inertia. 
E) role homogeneity.

______ is a group of managers who are responsible for designing the long-range strategic plan for an organization.

When the CEO of an organization redesigns the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____ groups.

_____ are work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization.

Employees of a multinational organization will mostly likely opt for asynchronous technologies when large differences in time zones make it impossible for them to communicate on a real-time basis.

_____ are informal groups composed of employees who enjoy one another's company and socialize with one another.

A group of machinists in a manufacturing plant who report to the same shop foreman is an example of

_____ exists when group members must perform specific tasks in a predetermined order.

Which of the following statements is true about groups that are smaller in size?

_____ exists when group members make separate, independent contributions to group performance.

Angelo is the manager of the finance department and he is on a management team with managers from the marketing and production departments.Angelo's management team is a(n)

JME Manufacturing put together a group of employees from marketing, engineering, manufacturing, and quality control to come up with a new product idea.This is an example of a(n) _____ group.

Managers often form and maintain _____ to make sure important issues continue to be addressed.

_____ is the degree to which the members of a group are attracted to membership in the group.

What can managers do to obtain the potential for synergy in groups when the tasks are complex and involve highly sophisticated and rapidly changing technologies?

Groupthink is when group members strive to agree with each other instead of trying to make an accurate assessment of the situation.

A member of a task force does not work as much as the others in the team, as he is confident that the others will account for his slacking.This group member is exhibiting

A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n)

At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies.In this case, Jamie is expected to conform to his

When Keisha, the manager of Transporters Inc., put together a new marketing team, she assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team.Kyle is a(n)

When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities.This is called

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 15: Effective Groups and Teams

______ is a group of managers who are responsible for designing the long-range strategic plan for an organization.

When the CEO of an organization redesigns the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____ groups.

_____ are work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization.

Employees of a multinational organization will mostly likely opt for asynchronous technologies when large differences in time zones make it impossible for them to communicate on a real-time basis.

_____ are informal groups composed of employees who enjoy one another's company and socialize with one another.

A group of machinists in a manufacturing plant who report to the same shop foreman is an example of

_____ exists when group members must perform specific tasks in a predetermined order.

Which of the following statements is true about groups that are smaller in size?

_____ exists when group members make separate, independent contributions to group performance.

Angelo is the manager of the finance department and he is on a management team with managers from the marketing and production departments.Angelo's management team is a(n)

JME Manufacturing put together a group of employees from marketing, engineering, manufacturing, and quality control to come up with a new product idea.This is an example of a(n) _____ group.

Managers often form and maintain _____ to make sure important issues continue to be addressed.

_____ is the degree to which the members of a group are attracted to membership in the group.

What can managers do to obtain the potential for synergy in groups when the tasks are complex and involve highly sophisticated and rapidly changing technologies?

Groupthink is when group members strive to agree with each other instead of trying to make an accurate assessment of the situation.

A member of a task force does not work as much as the others in the team, as he is confident that the others will account for his slacking.This group member is exhibiting

A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n)

At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies.In this case, Jamie is expected to conform to his

When Keisha, the manager of Transporters Inc., put together a new marketing team, she assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team.Kyle is a(n)

When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities.This is called

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters