Question 1

Which of the following is a key feature of any team?

Accepted Answer

A)  clearly defined roles for each member 
B)  distinct and differing competencies of individual members 
C)  shared commitment by members for their joint performance 
D)  independent thinking and individual goals 
A)  clearly defined roles for each member 
B)  distinct and differing competencies of individual members 
C)  shared commitment by members for their joint performance 
D)  independent thinking and individual goals C

Question 2

A team with highly interdependent members who work together effectively on a daily basis to manufacture an entire product or provide an entire service to a set of customers is a _______ team.

Accepted Answer

A)  functional 
B)  problem-solving 
C)  cross-functional 
D)  self-managed 
A)  functional 
B)  problem-solving 
C)  cross-functional 
D)  self-managed D

Question 3

The product development team cannot understand why the product they developed a year ago is not selling. The team leader refuses to think the product is becoming outdated and is unwilling to consider new alternatives to the product. One member, however, suggested further market testing to gather additional information. The others, intimidated by the team leader, hold onto the notion that the product is worthwhile and refuse to acknowledge that it might need enhancement. This is an example of groupthink.

Accepted Answer

A) True 
 B)False  True

Question 4

The five-stages model of team development shows that

Accepted Answer

A)  as deadlines approach, team members feel more pressure to perform and often respond by resolving differences to complete the task. 
B)  the time spent on each stage is roughly equal, regardless of the task to be performed. 
C)  the progression of each stage is linear and recycling to a previous stage is unproductive and therefore, not allowed. 
D)  pinpointing the development stage of a team at any specific time is easy to ascertain since behaviors in each stage are unique. 
A)  as deadlines approach, team members feel more pressure to perform and often respond by resolving differences to complete the task. 
B)  the time spent on each stage is roughly equal, regardless of the task to be performed. 
C)  the progression of each stage is linear and recycling to a previous stage is unproductive and therefore, not allowed. 
D)  pinpointing the development stage of a team at any specific time is easy to ascertain since behaviors in each stage are unique.

Question 5

In "Communication Competency: Nestlé's Digital Acceleration Teams," what do the residential teams from Nestlé focus on when they meet?

Accepted Answer

A)  corporate social responsibility 
B)  virtual selling 
C)  online community management 
D)  new product development 
A)  corporate social responsibility 
B)  virtual selling 
C)  online community management 
D)  new product development

Question 6

Regarding team size, the largest size that allows each member to interact easily with every other member face to face is

Accepted Answer

A)  5 members. 
B)  7 members. 
C)  12 members. 
D)  16 members. 
A)  5 members. 
B)  7 members. 
C)  12 members. 
D)  16 members.

Question 7

As outlined in "Teams Competency: Empowered Teams at W. L. Gore & Associates," Gore is based on a "pyramid structure" that revolves around strict lines of communication; employees and teams communicate and are responsible only to their boss.

Accepted Answer

A) True 
 B)False

Question 8

One of the signs of an effective team is that the team allows management to diagnose the team's processes and gives the team guidelines for how to improve functioning.

Accepted Answer

A) True 
 B)False

Question 9

Describe how a team develops using the five-stages model.

Accepted Answer

The first stage in the five-stages model

Question 10

What does it mean to say that a team is empowered?

Accepted Answer

Team empowerment refers to the degree to

Question 11

In "Across Cultures Competency: Alcoa's Virtual Teams," what example was given of how culture affects communication?

Accepted Answer

A)  People from Brazil will say "yes" even if they have not understood what was said. 
B)  People from Jamaica use lingo that is hard to understand. 
C)  People from the United States expect everyone to speak English. 
D)  People from Japan rarely make eye contact. 
A)  People from Brazil will say "yes" even if they have not understood what was said. 
B)  People from Jamaica use lingo that is hard to understand. 
C)  People from the United States expect everyone to speak English. 
D)  People from Japan rarely make eye contact.

Question 12

Which of the following is a way to deal with teams that have both compatible and conflicting goals and an imbalance in the time spent on multiple goals?

Accepted Answer

A)  create multiple teams 
B)  eliminate one or more goals 
C)  use superordinate goals 
D)  eliminate one or more team members 
A)  create multiple teams 
B)  eliminate one or more goals 
C)  use superordinate goals 
D)  eliminate one or more team members

Question 13

Any number of people who share goals, often communicate with one another over a period of time, and are few enough so that each individual may communicate with all the others, person-to-person is referred to as

Accepted Answer

A)  a team. 
B)  a group. 
C)  a unit. 
D)  an organization. 
A)  a team. 
B)  a group. 
C)  a unit. 
D)  an organization.

Question 14

In "Learning from Experience: Boeing's Development of Teams and Their Leaders," the intranet site at Boeing brings instructional materials and diagnostic tools designed to help employees with issues related to

Accepted Answer

A)  goal-setting. 
B)  product development. 
C)  teamwork. 
D)  career advancement. 
A)  goal-setting. 
B)  product development. 
C)  teamwork. 
D)  career advancement.

Question 15

An informal leader is an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following characterizes an effective team?

Accepted Answer

A)  Team members experience a sense of freedom to be themselves while feeling a sense of belonging with others. 
B)  Team members understand that conflict is best dealt with privately, apart from the group, so as not to hurt the feelings of any team member. 
C)  Team members agree that individuals should develop guidelines and procedures for decision-making that work best for him or her. 
D)  Team members rely on management for rules about how to function and make decisions. 
A)  Team members experience a sense of freedom to be themselves while feeling a sense of belonging with others. 
B)  Team members understand that conflict is best dealt with privately, apart from the group, so as not to hurt the feelings of any team member. 
C)  Team members agree that individuals should develop guidelines and procedures for decision-making that work best for him or her. 
D)  Team members rely on management for rules about how to function and make decisions.

Question 17

In "Teams Competency: Value-Based Care Teams at Cleveland Clinic," the use of patient care teams has improved the quality of patient care.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is TRUE regarding leadership?

Accepted Answer

A)  If a team is to be successful, it should only have one leader that takes full responsibility of the team's efforts. 
B)  The emergence of informal leaders in a team should be discouraged; they often hinder the group from reaching its goals. 
C)  A team that has both relations-oriented and task-oriented goals may do well to have two or more leaders. 
D)  A team with more than one goal that tries to secure a leader for each goal will end up having more conflict than if only one leader had been chosen. 
A)  If a team is to be successful, it should only have one leader that takes full responsibility of the team's efforts. 
B)  The emergence of informal leaders in a team should be discouraged; they often hinder the group from reaching its goals. 
C)  A team that has both relations-oriented and task-oriented goals may do well to have two or more leaders. 
D)  A team with more than one goal that tries to secure a leader for each goal will end up having more conflict than if only one leader had been chosen.

Question 19

When a person's behavior reflects the team's desired behavior because of real or imagined pressure, it is referred to as

Accepted Answer

A)  mutual conformity. 
B)  compliance conformity. 
C)  personal acceptance conformity. 
D)  forced conformity. 
A)  mutual conformity. 
B)  compliance conformity. 
C)  personal acceptance conformity. 
D)  forced conformity.

Question 20

In the punctuated equilibrium model, teams experience both periods of inertia and transition.

Accepted Answer

A) True 
 B)False

Which of the following is a key feature of any team?

A team with highly interdependent members who work together effectively on a daily basis to manufacture an entire product or provide an entire service to a set of customers is a _______ team.

The five-stages model of team development shows that

In "Communication Competency: Nestlé's Digital Acceleration Teams," what do the residential teams from Nestlé focus on when they meet?

Regarding team size, the largest size that allows each member to interact easily with every other member face to face is

As outlined in "Teams Competency: Empowered Teams at W. L. Gore & Associates," Gore is based on a "pyramid structure" that revolves around strict lines of communication; employees and teams communicate and are responsible only to their boss.

One of the signs of an effective team is that the team allows management to diagnose the team's processes and gives the team guidelines for how to improve functioning.

Describe how a team develops using the five-stages model.

What does it mean to say that a team is empowered?

In "Across Cultures Competency: Alcoa's Virtual Teams," what example was given of how culture affects communication?

Which of the following is a way to deal with teams that have both compatible and conflicting goals and an imbalance in the time spent on multiple goals?

Any number of people who share goals, often communicate with one another over a period of time, and are few enough so that each individual may communicate with all the others, person-to-person is referred to as

In "Learning from Experience: Boeing's Development of Teams and Their Leaders," the intranet site at Boeing brings instructional materials and diagnostic tools designed to help employees with issues related to

An informal leader is an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals.

Which of the following characterizes an effective team?

In "Teams Competency: Value-Based Care Teams at Cleveland Clinic," the use of patient care teams has improved the quality of patient care.

Which of the following is TRUE regarding leadership?

When a person's behavior reflects the team's desired behavior because of real or imagined pressure, it is referred to as

In the punctuated equilibrium model, teams experience both periods of inertia and transition.

Learning About Organizational Behavior

Individual Difference and Job Attitudes

Perceptions and Attributions

Learning and Performance Management

Motivating Employees

Motivation: Goal Setting and Reward Programs

Workplace Stress and Aggression

Interpersonal Communication in Organizations

Promoting Fairness and Trust

Leadership Effectiveness: Foundations

Leadership Effectiveness: New Perspectives

Managing Conflict and Negotiating Effectively

Managerial Decision Making

Organization Design

Cultivating Organizational Culture

Managing Organizational Change

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Exam 12: Developing and Leading Teams

Which of the following is a key feature of any team?

A team with highly interdependent members who work together effectively on a daily basis to manufacture an entire product or provide an entire service to a set of customers is a _______ team.

The five-stages model of team development shows that

In "Communication Competency: Nestlé's Digital Acceleration Teams," what do the residential teams from Nestlé focus on when they meet?

Regarding team size, the largest size that allows each member to interact easily with every other member face to face is

As outlined in "Teams Competency: Empowered Teams at W. L. Gore & Associates," Gore is based on a "pyramid structure" that revolves around strict lines of communication; employees and teams communicate and are responsible only to their boss.

One of the signs of an effective team is that the team allows management to diagnose the team's processes and gives the team guidelines for how to improve functioning.

Describe how a team develops using the five-stages model.

What does it mean to say that a team is empowered?

In "Across Cultures Competency: Alcoa's Virtual Teams," what example was given of how culture affects communication?

Which of the following is a way to deal with teams that have both compatible and conflicting goals and an imbalance in the time spent on multiple goals?

Any number of people who share goals, often communicate with one another over a period of time, and are few enough so that each individual may communicate with all the others, person-to-person is referred to as

In "Learning from Experience: Boeing's Development of Teams and Their Leaders," the intranet site at Boeing brings instructional materials and diagnostic tools designed to help employees with issues related to

An informal leader is an individual whose influence in a team grows over time and usually reflects a unique ability to help the team reach its goals.

Which of the following characterizes an effective team?

In "Teams Competency: Value-Based Care Teams at Cleveland Clinic," the use of patient care teams has improved the quality of patient care.

Which of the following is TRUE regarding leadership?

When a person's behavior reflects the team's desired behavior because of real or imagined pressure, it is referred to as

In the punctuated equilibrium model, teams experience both periods of inertia and transition.

Learning About Organizational Behavior

Individual Difference and Job Attitudes

Perceptions and Attributions

Learning and Performance Management

Motivating Employees

Motivation: Goal Setting and Reward Programs

Workplace Stress and Aggression

Interpersonal Communication in Organizations

Promoting Fairness and Trust

Leadership Effectiveness: Foundations

Leadership Effectiveness: New Perspectives

Managing Conflict and Negotiating Effectively

Managerial Decision Making

Organization Design

Cultivating Organizational Culture

Managing Organizational Change

Filters