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St. Johns University
BUSINESS 401A
CHAPTER-6
Exam
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) XYZ Inc. staffs project teams with different people from different departments; the project teams
are expected to work interdependently. This is an example of
A) quality circles.
B) working as a group. C) working as a team.
D) forming.
E) group norms. 1)
2) Which of the following best describes a group?
A) a collection of people working closely together toward a common objective
B) people without common relationships
C) a number of people working interdependently
D) a collection of two or more people with a common relationship
E) people working independently 2)
3) Research suggests that over the past two decades, time spent working collaboratively in teams has
increased by
A) 37%. B) 25%. C) 75%. D) 50%. E) 14%.
3)
4) Which of the following is an uncommon form of team in an organization?
A) virtual
B) problem-solving C) formulated
D) self-managed
E) cross-functional 4)
5) Which of the following characteristics would match to a problem-solving team?
A) Employees are in charge of addressing quality issues.
B) 10-15 employees from the same department
C) Employees take responsibility for outcomes.
D) 10-15 employees from different departments
E) Employees select members and evaluate performance.
5)
6) Employees at Can Do More Inc. work in groups of 10-15 employees from the same department;
they work together to solve problems and implement solutions. This is an example of a
A) cross-functional team.
B) project team.
C) problem-solving team.
D) virtual team.
E) self-managed team. 6)
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7) Problem-solving teams are also called
A) project teams.
B) problem-improvement teams.
C) decision-making teams.
D) process-improvement teams.
E) self-directed teams. 7)
8) Cory is on a team at her office that consists of 10-15 employees who take on the responsibilities of
their former managers. It can be said that she is working on a
A) work group.
B) virtual team.
C) cross-functional team. D) self-managed team.
E) quality circle.
8)
9) Which type of team is comprised of employees from about the same hierarchical level, but from
different work areas, who come together to accomplish a task? A) cross-functional
B) quality circle
C) self-managed
D) problem-solving
E) virtual 9)
10) Stacy was very pleased with the new team she is on, as it was developing new ideas, solving
problems, and coordinating work on a new supply chain management system for their national
retail outlets. When the team was together, she felt there was a free exchange of information from
different parts of the organization. Stacy was on a
A) work group.
B) quality circle.
C) virtual team.
D) departmental team. E) cross-functional team. 10)
11) A cross-functional faces challenges building trust among members; this occurs
A) because few people have the skills to work in cross-functional teams.
B) later in group development. C) early in group development.
D) because group members have similar skills and viewpoints.
E) because the group lacks diversity. 11)
12) Which of the following is a benefit of cross-functional teams?
A) Easy team dynamics emerge quickly.
B) Organizational structure is mirrored in group dynamics.
C) physically dispersed organizational structure
D) efficient decision-making E) diversity of viewpoints 12)
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13) Ted was very busy, but he agreed to join the team because it was a complex project and he wanted
to be certain the new product line being developed could be successfully distributed and sold at
high margins. The type of team Ted is joining is likely a
A) quality circle.
B) committee.
C) self-managed team. D) cross-functional.
E) virtual team. 13)
14) A problem-solving team is a A) permanent quality-control team.
B) virtual team.
C) temporary cross-functional team.
D) temporary committee.
E) permanent cross-functional team. 14)
15) Research on virtual teams has indicated that team performance may be significantly enhanced
through
A) managing them the same as face-to-face teams.
B) remote work.
C) shared leadership.
D) meeting face-to-face whenever possible.
E) strict rules. 15)
16) Mary was excited about leading her new virtual team, as it would allow for the participation of a
broader group of individuals. However, she knew the special challenge of this type of team was
building trust. Outside of trust, the team's effectiveness is also enhanced if Mary A) ensures the team does not lose sight of its goals.
B) allows members to contribute without regular monitoring.
C) takes a course on social media.
D) forgoes strict rules.
E) meets face-to-face infrequently. 16)
17) Janice was in a tough spot. She was trying to meet a deadline for her boss when the leader of her
cross-functional team asked her to submit some work on the same day. She knew she could not
meet both deadlines. In this case, Janice was experiencing
A) role reversal. B) role conflict.
C) role ambiguity.
D) role underload.
E) role expectations. 17)
18) Mike is in quandary. He has just started working on a new cross -functional team. He is happy to
add this to his work routine, but he is frustrated because he is still not clear on what his role on the
team is, even after three meetings. Mike is experiencing
A) role reversal.
B) role overload.
C) role conflict.
D) role expectations. E) role ambiguity. 18)
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19) Groups of students who are friends often choose seats near each other on the first day of class and
become upset if an outsider takes "their" seats in a later class. This is an example of the
development of norms through A) primacy.
B) groupthink.
C) structure.
D) initiating.
E) gatekeeping.
19)
20) How others believe you should act in a given situation is a
A) stereo type.
B) role expectation.
C) norm.
D) halo effect.
E) role perception.
20)
21) If a team leader states that no personal phone calls are allowed during working hours, this is an
example of the establishment of a group
A) goal.
B) design.
C) norm.
D) compromise.
E) practice.
21)
22) Which of the following statements about role expectations is incorrect?
A) The role expectations of an employee may be different from the role expectations of the
employer.
B) Role stereotypes are derived from role expectations.
C) Behaviour is determined from role expectations.
D) Role expectations are one's own view of how one should behave or act.
E) Role expectations are how others believe one should act in a given situation. 22)
23) Diane was asked to write a document on behalf of her team that would address how the team will
communicate, make decisions, and manage conflict. Diane is writing the team's
A) code of ethics. B) charter.
C) meeting minutes.
D) agenda.
E) strategic plan.
23)
24) Adjusting one's own behaviour to align with the norms of the group is
A) deviation.
B) discrepancy.
C) job satisfaction.
D) divergence. E) conformity. 24)
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25) James knew that he was going to have some difficulty functioning within a team setting, as he saw
himself as a "lone wolf" who liked to "do his own thing." James will likely have difficulty with
A) deviation.
B) discrepancy.
C) job satisfaction.
D) divergence. E) conformity. 25)
SCENARIO 6-1 Several years ago, Ted Brown opened a small retail store selling computer parts. The store grew and the
business expanded to offer computer repair and custom computer programming.
Clients started to expand from the normal
walk-in customer to small- and medium-sized businesses. To accommodate this expansion, Ted had to hire additional
personnel. He has noticed, however, that his new employees have definite expectations about what their appropriate role
within the expanding company should be.
26) Refer to Scenario 6-1. One of Ted's employees is expected to help customers in the retail store as
well as perform computer repair work. He feels that every time he gets started on a repair, he is
interrupted and does not know whether to finish his repair or wait on the customer. He suffers
from
A) role expectations.
B) role ambiguity.
C) role perception.
D) role conflict.
E) role identity. 26)
27) Refer to Scenario 6-1. Ted is looking for a way to increase the positive feedback members of his
team give to each other; team members always commented when others did something incorrectly,
but rarely thanked a team member who was helpful. Ted is attempting to influence team
A) norms. B) goals. C) roles. D) objectives. E) ethics. 27)
28) Refer to Scenario 6-1. Norms that dictate assignment of jobs, pay, and allocation of new computer
equipment are norms dealing with
A) informal arrangements.
B) job performance.
C) financial standards.
D) allocation of resources.
E) corporate objectives. 28)
29) Standards of behaviour in groups are known as
A) goals.
B) expectations.
C) roles.
D) sanctions. E) norms. 29)
30) The majority of organizational norms are
A) universally recognized.
B) enforced by management. C) informal.
D) written down.
E) of little influence in affecting performance. 30)
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31) The major contribution of the Asch study was to demonstrate the impact of A) group pressures on members' judgment.
B) the Hawthorne effect.
C) seating arrangements.
D) group cohesiveness.
E) status on group performance. 31)
32) Which of the following statements is inaccurate regarding groups?
A) All groups have norms.
B) No one single personality characteristic strongly predicts group behaviour. C) Individuals conform to the norms of all the groups to which they belong.
D) There can be problems in groups that have an emergent leader.
E) Groups in highly formalized organizations will generally be more predictable in their
behaviour. 32)
33) A non-profit had established strong political correctness norms as part of its corporate social
responsibility. They discovered that these strong norms actually increased group creativity. Why
were staff members more easily able to express their creative ideas?
A) Political correctness meant looser norms were in place.
B) They had to combat stereotypes.
C) There was low social identity within the group.
D) They had clear expectations about male-female interactions which reduced uncertainty
about group conformity.
E) The employees had lower satisfaction which led to creativity. 33)
34) Counterproductive work behaviour includes behaviours such as leaving early, lying about hours
worked, personal aggression, and incivility. Like norms, these antisocial actions are shaped by
A) the group context.
B) employee cooperation.
C) high employee coordination.
D) unsupportive group norms.
E) a lack of sleep.
34)
35) What are the five stages in the Five-Stage Model?
A) forming, determining, norming, performing, adjourning
B) forming, storming, shaping, performing, adjourning
C) shaping, determining, storming, norming, performing D) forming, storming, norming, performing, adjourning
E) shaping, storming, norming, performing, adjourning 35)
36) Which of the following statements about the importance of norms is ?
A) Norms increase the predictability of group members' behaviours.
B) Norms reduce embarrassing interpersonal problems for group members.
C) Norms facilitate the group's survival.
D) Norms allow members to express the central values of the group. E) Norms encourage cost effectiveness.
36)
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37) During the storming stage of the Five-Stage Model, the group issue is
A) How do we disband?
B) Why are we here?
C) Can we agree on roles and work as a team? D) Who is in charge?
E) Can we agree on a time to meet? 37)
38) In the Five-Stage Model, what is the individual issue question at the norming stage?
A) What do the others expect of me?
B) What is my role here?
C) How do I fit in?
D) How do I best perform?
E) How do I get here on time? 38)
39) Within the Five-Stage Model, what is the individual issue question at the forming stage?
A) How do I get here on time?
B) What is my role here? C) How do I fit in?
D) How do I best perform?
E) What do the others expect of me? 39)
40) Which of the following is NOT a part of the Five-Stage Model of group development?
A) storming B) controlling
C) adjourning
D) performing
E) forming 40)
41) When considering the five stages of group development, it is important to remember that
A) groups progress through the stages in the time and order appropriate to their needs.
B) groups will progress through the five stages in exactly the same order.
C) groups may progress through the different stages in a different order.
D) individuals recognize that group formation is a relatively easy task.
E) groups will spend the exact same time in each stage. 41)
42) The first stage in group development is A) forming.
B) performing.
C) storming.
D) idea generating.
E) norming.
42)
43) In the stages of group development, which stage is characterized by close relationships and
cohesiveness?
A) performing B) norming
C) storming
D) bonding
E) forming 43)
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44) After which stage of a group's development is there a relatively clear hierarchy of leadership
within the group?
A) norming
B) performing C) storming
D) forming
E) goal setting 44)
45) After which stage of a group's development has the group formed a common set of expectations of
member behaviours?
A) storming B) norming
C) performing
D) planning
E) forming 45)
46) Which of the following is an individual issue relating to the norming stage of group development?
A) "What is my role here?"
B) "How do I fit in?"
C) "What do the others expect of me?"
D) "How do I best perform?"
E) "What's next?" 46)
47) Suppose a group of employees voluntarily forms to discuss a parking problem within their
organization. After the group has met for several months, a new public transportation system is
introduced and fewer employees drive to work. Discovering that the parking issue no longer
exists, the group gradually disbands and eventually stops meeting altogether. At which stage of
development does this group appear to be? A) adjourning
B) conflict resolution
C) problem solving
D) performing
E) goal achievement 47)
48) When group energy is focused on the task at hand, the group has moved to the
A) storming stage.
B) norming stage. C) performing stage.
D) adjourning stage.
E) operating stage.
48)
SCENARIO 6-2 You are putting together a work group that will function together on a permanent basis. You are coaching
Tom, one of your employees, who is appointed to lead the team.
49) Refer to Scenario 6-2. You should warn Tom that in the first stage of group development, the team
members will probably A) be uncertain.
B) focus their group energy on performing the task at hand.
C) be in a stage of conflict.
D) be ready to focus group energy on developing objectives.
E) be their most productive. 49)
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50) Refer to Scenario 6-2. You are expecting that the most productive stage for this permanent team
will be
A) performing.
B) storming.
C) norming.
D) bonding.
E) forming.
50)
51) Refer to Scenario 6-2. The stage of development of the most task focused work would be
A) termination.
B) performing.
C) adjourning.
D) storming.
E) norming.
51)
52) According to the Punctuated-Equilibrium Model, productivity is highest during the time of
A) the last meeting.
B) the end of the first phase.
C) transition.
D) the first meeting.
E) inertia.
52)
53) For an OB team project, you have been assigned to a group of classmates to complete an
assignment. According to the Punctuated-Equilibrium Model, teams tend to experience
about halfway between the first meeting and the assignment deadline.
A) "mid-life crisis"
B) stagnation
C) equilibrium D) transition
E) reinforcement of the initial fixed course 53)
54) "Who is in charge?" and "Who does what?" are questions that are relevant to which stage of group
development?
A) performing
B) adjourning
C) forming D) storming
E) norming 54)
55) Which of the following is a group issue that gets resolved in the norming stage of group
development?
A) "What's next?"
B) "How do I fit in?"
C) "Can we agree on roles and work as a team?"
D) "What is my role here?"
E) "Why are we here?" 55)
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SCENARIO 6-3 Executives at Moonlight Auto feel that the work teams in their factory are not as productive as they need to
be if the company is to gain competitive advantage in the market place.
Managers plan to set the conditions for high team
work and performance that will result in productivity gains for the company.
56) Refer to Scenario 6-3. Which of the following types of teams would be most effective for Moonlight
Auto's purposes?
A) cross-functional and self-managed teams
B) virtual and self-managed teams
C) problem-solving and cross-functional teams D) self-managed and problem-solving teams
E) project and cross-functional teams 56)
57) Refer to Scenario 6-3. Senior management at Moonlight Auto explain to their employees that team
work must be a major focus if the company is to be competitive. The team has a broad spectrum of
team-player types including members who emphasize attention to task, goal setting, focus on
process, and questions about how the team is functioning. Which characteristic of an effective team
does this represent?
A) compromise
B) clear purpose
C) shared leadership D) style diversity
E) civilized disagreement 57)
58) Refer to Scenario 6-3. In designing work teams, management must keep in mind that cohesiveness
is an important factor if high productivity is to be achieved. The relationship between
cohesiveness, norms, and productivity is not very complex; however, each element must be
recognized to facilitate appropriate development. If performance norms of a group are high and
cohesiveness is high, it is likely productivity will be
A) low.
B) impossible to predict.
C) high, resulting in good quality.
D) moderate to low, but still showing good quality.
E) moderate.
58)
59) Refer to Scenario 6-3. If cohesiveness is low and performance norms are high, productivity
A) the same as that of high cohesiveness-high norms situations.
B) decreases significantly.
C) increases, but is less than in a high cohesiveness-high norms situation.
D) levels will become stable with little chance of increasing.
E) is moderate to low. 59)
60) A climate of trust relates to the team , which is part of the team effectiveness model.
A) diversity
B) composition C) context
D) goals
E) process 60)
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61) Hayley was aware that teams have key roles which are important for team effectiveness. When
Hayley suggested the team set up an agenda for discussing each of the problems assigned to the
team, she was practicing which role?
A) assessor
B) creator C) linker
D) maintainer
E) promoter 61)
62) Millie is a fashion designer who, at the best of times, is under a great deal of pressure to design
and produce samples of her work. She has highly skilled individuals on her team to keep the time
between design and production as short as possible. If Millie limits the resources available to her
team, this will
A) encourage greater group creativity.
B) have a significant impact on her team's productivity.
C) create a reputation for a strong business sense.
D) define new standards for efficiency.
E) increase long term profitability. 62)
63) The role performed by group members who ensure that the group successfully navigates external
challenges is referred to as a(n)
A) maintenance role.
B) individual role.
C) organizing role.
D) linking role.
E) promoter role.
63)
64) A team member who convinces the group to delay a decision until complete data is available is
referred to as a(n)
A) advisor. B) controller. C) linker. D) assessor. E) producer. 64)
65) One of the best characteristics of Sarah's team is its ability to consciously reflect on its master plan
and adapt it as necessary. This characteristic is known as
A) groupthink.
B) conformity. C) reflexivity.
D) role reversal.
E) diversity. 65)
66) Tim observed that his team members obviously have different ideas about how to do things as
evidenced by their tendency to argue over process rather than focusing on what needs to be done.
Tim's team is lacking in common
A) forming.
B) sense.
C) roles.
D) courtesy.
E) mental models. 66)
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67) "Darren that is a great idea! Let me talk with my boss about it and see if we can't make it happen."
This statement is an example of which of the following roles for the effective functioning of a team?
A) advising B) promoting
C) linking
D) elaborating
E) maintaining 67)
68) "Does everyone have a copy of the agenda that I sent out yesterday? Let's start on item number
one of the agenda. Lesley, you had reported on this item at last month's meeting so why don't you
start?" This request is an example of which of the following roles for the effective functioning of a
team?
A) promoter
B) encourager C) producer
D) summarizer
E) organizer 68)
69) Paul was pleased to see that the members of his new team were a mix of different gender,
demographic, and cultural characteristics. He saw this as a positive, but he was concerned that it
could be a disadvantage to team functioning. Research would suggest this concern would be
if
A) Paul's workplace is in a society that values diversity.
B) Paul's workplace is in a non-traditional and female-dominated industry.
C) Paul's workplace is in a non-traditional industry, with no dominant gender. D) Paul's workplace is in a traditional, male-dominated industry.
E) Paul's workplace has norms of greater openness to new ideas. 69)
70) Cultural diversity assists with which of the following group activities?
A) problem-solving
B) providing a wider range of perspectives
C) communicating
D) learning to work together
E) increasing cultural status 70)
71) Which of the following might cause a team with positive team identity not to be successful
working with other teams?
A) a history of positive team outcomes
B) ensuring individuals feel included and respected C) a lack of a positive organizational identity
D) emotional connections to the team
E) recognizing specific skills and abilities of team members 71)
72) Ineffective teams tend to have conflict that is A) focused on personalities and relationships.
B) resolved through discussions.
C) valued but not adequately processed.
D) focused on task requirements and group needs.
E) unresolved, but team members agree to disagree. 72)
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73) The tendency for employees to exert less effort when working in a group than when working
individually is called
A) role conflict.
B) conformity.
C) status equity. D) social loafing.
E) compromising.
73)
74) A significant danger to high performance is that some individuals may not carry their full load;
this could cause a reduction in efficiency if individuals believe their contribution cannot be
measured. Should this occur it would be known as
A) negative cohesiveness.
B) redundancy and negative synergy. C) social loafing.
D) social facilitation effect.
E) redundancy. 74)
75) Group productivity is lowest when
A) performance norms are low and the group is very cohesive.
B) performance norms are high and the group is not very cohesive.
C) performance norms are high and the group is very cohesive.
D) both performance norms and group cohesion are moderate.
E) performance norms are low and the group is not very cohesive. 75)
76) Tasha wanted to increase the socio-emotional cohesiveness of her group at their first meeting. To
accomplish this, she should
A) assign each member a distinct, independent task.
B) clarify the group's goals.
C) remind group members they need each other to get the job done.
D) make the group relatively large.
E) encourage interaction and cooperation in the way she conducts the meeting. 76)
77) In a study examining teams with shared mental models, researchers found that
A) teams had more positive attitudes toward their work.
B) teams could adapt faster when conditions changed and each team member was rewarded
individually.
C) teams required less frequent interactions with each other.
D) teams had lower levels of objectively rated performance.
E) teams of friends receiving equal rewards would adapt more slowly when conditions changed
and each team member was rewarded individually. 77)
78) Having a common and meaningful purpose helps a group create a
A) strategic plan.
B) measurable and realistic goal.
C) cohesive working relationship.
D) favourable public image.
E) general goal. 78)
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79) Process variables are factors that help to make a team effective. They include
A) maintenance roles.
B) 360-degree feedback.
C) conformity.
D) skunkworks. E) team efficacy. 79)
80) Charles noticed that there was one person in his group whose behaviour was straining the internal
processes of the team and decreasing its overall performance. It is likely that this person would be
rated
A) high on conformity.
B) high on role ambiguity.
C) low on agreeableness, conscientiousness, or extroversion.
D) high on agreeableness, conscientiousness, or extroversion.
E) low on introspection and introversion. 80)
81) If you were a member of a team who was suffering from a lack of cohesion, you would expect
performance to potentially suffer. Which of the following might be causing the reduced cohesion?
A) rewards
B) complex tasks
C) negative relationships
D) high team creativity
E) investments in training 81)
82) Frank was the leader of a team that was experiencing a lot of conflict. What would be the best
approach to remedy this situation?
A) Limit the number of alternatives to consider.
B) Avoid using humour.
C) Work with more information.
D) Debate on the basis of opinions rather than facts.
E) Force a consensus. 82)
83) Culturally diverse work teams are
A) no different than culturally homogeneous work teams.
B) more successful than culturally homogeneous work teams, especially within the first three
months the team is together.
C) always more successful than culturally homogeneous work teams.
D) less successful than culturally homogeneous work teams within the first three months the
team is together.
E) always less successful than culturally homogeneous work teams. 83)
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84) Research into team cohesiveness found that teams differed in the extent to which increases in task
complexity and autonomy resulted in greater group cohesiveness. Which of the following is an
accurate reflection of why that difference occurred?
A) Teams in collectivistic cultures became more committed and received higher performance
ratings.
B) Teams in individualistic cultures responded more strongly and received higher performance
ratings.
C) Teams in individualistic cultures became more united and received lower performance
ratings.
D) Teams in individualistic cultures became less united and received lower performance ratings.
E) Teams in collectivistic cultures became more united and received higher performance ratings.
84)
85) Which of the following would be most suitable for a team as opposed to individual work?
A) interdependent members, common purpose, simple tasks
B) complex tasks, independent members, common purpose C) complex tasks, interdependent members, common purpose
D) interdependent members, individual goals, tasks requiring diverse input
E) simple tasks, interdependent members, individual goals 85)
are called teams. 88)
be monitored less frequently.
demands. F95)
that are disagreeable. 97)
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doing in the time available to her. Lisa was thus experiencing role ambiguity. 98)
performance. 102)
the team had only been in existence for a short period of time, when she discussed this with her
team leader, he indicated that this was typical of groups at their forming stage.
Joan's leader is correct.
104)
it was performing very capably, there was no chance that it could regress to the previous stages.
SCENARIO 6-4 Your work group is newly formed and you are interested in understanding the various stages it might go
through in its development so that you can be prepared and understand the group dynamics. Your group has not known
one another prior to this work assignment and they expect that the project will last for several years.
of conflict and disagreements between team members.
demonstrates cohesiveness. 113)
group's highest productivity to occur now. 114)
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can't be at the regularly scheduled meeting because of an emergency; he asks you to lead the team.
You don't want to, because you believe this change will upset the team and it will definitely
regress to the storming stage.
interspersed with brief revolutionary changes triggered primarily by members' awareness of time
and deadlines.
variables. 117)
significance. 118)
characteristics from the Big Five Model, should lower the productivity of the team.
119)
question is an example of an assessor. 120)
is an example of a producer role. 123)
example of a creator role. 124)
characteristic in successful project teams. Is reflexivity a characteristic of successful teams?
is directed toward the task. 126)
member about the conflict, each member disagreed. Joseph decided his team needed stronger
leadership from him, and in meetings he intervened between members, changed topics and
worked to keep the tone of the meeting very neutral. Joseph's approach is the correct one for the
effective functioning of his team. 127)
responsible for on the team. 128)
tasks.
129)
desired outcome. 130)
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