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Q:
One of the things you need to do to help group members work more effectively together in the virtual environment is to discuss specifically the roles each member will assume.
Q:
One of the pieces of advice Peter Drucker (1999) gives to leaders on managing change is to "provide strong leadership."
Q:
In addition to offering better decisions for more people, the group decision-making method reduces the jealousy and hostility that frequently accompany the person-to- person method.
Q:
Cohesive groups may have high or low productivity depending on the group norm regarding productivity.
Q:
According to the text, most problems require a high quality solution but low acceptance of the solution.
Q:
In the formula ED = Q x A, the "A" stands for ability of decision-makers.
Q:
Group members may collectively achieve more than the most superior members are capable of achieving alone.
Q:
Research has shown that groups (rather than individuals) are better at solving complicated tasks requiring reasoning and elimination of poor solutions.
Q:
"Value engineering" activities are based on the simple formula: value = cost/function.
Q:
Potential productivity = actual productivity - losses due to faulty process.
Q:
Groups have the potential to make better-quality decisions than the same individuals would make if working alone.
Q:
According to the reading, an analysis of organizational change must clearly specify:
A. what must be done
B. the actual significance of the problem(s)
C. who might resist change
D. who has relevant information
Q:
According to Schlesinger et al., which of the following ISNOT a situational variable which can be used to determine which change tactics are appropriate?
A. the amount and type of resistance
B. the position of the initiators vis--vis the resistors
C. the stakes involved
D. all are situational variables which can be used to determine which change tactics are appropriate
Q:
In the article by Schlesinger et al., which of the following IS NOT a tactic for dealing with resistance to change?
A. co-optation
B. manipulation
C. coercion
D. all are tactics for dealing with resistance to change
Q:
"C" stands for in the following model for assessing the need for change:
Change = D x M x P > C
A. cost of change
B. communication
C. change
D. creativity
Q:
According to the text, which of the following is an example of a situation that involves low quality but high acceptance?
A. Problems dealing with setting prices
B. Problems related to scheduling of overtime, vacation, and coffee breaks
C. Problems that involve technical knowledge or expertise
D. Problems related to productivity
Q:
In the article by Norman Maier, which of the following types of solutions least lends itself to group problem solving?
A. high quality, low acceptance requirements
B. high acceptance, low quality requirements
C. high acceptance, high quality requirements
D. none of the above; group decision-making is equally effective in all three situations
Q:
"Educate and train everyone," "Codify the principles that will guide you," and "The business concept must be viable" are all "Practical Tips" for:
A. using teams for creating organizational change
B. using teams for decision-making
C. developing teams in organizations
D. new supervisors
Q:
Rogers (1995) notes that people fall into one of five categories when it comes to their acceptance of change. The category that only includes 2.5 percent of the population is:
A. innovators
B. laggards
C. early adopters
D. late majority
Q:
Rogers (1995) notes that people fall into one of five categories when it comes to their acceptance of change. The people who like change, get bored easily, and are often called opinion leaders fall into the category of:
A. innovators
B. early majority
C. early adopters
D. late majority
Q:
Peter Drucker advises leaders to do all but one of the following when managing change:
A. Introduce change on a small scale.
B. Provide monetary incentives to employees.
C. Budget for change.
D. Balance change and continuity.
Q:
The Generative Strategy cycle model of organizational change results in organizational restructure whereas an organization in the ___________ cycle does not restructure.
A. Degenerative Strategy
B. Reactive Strategy
C. Regenerative Strategy
D. Doom
Q:
According to your text, which one of the following is not one of the ten commandments of implementing changes:
A. separate from the past
B. create a sense of urgency
C. support a strong leader role
D. avoid political sponsorship
Q:
Which of the following is one of the eight dimensions of team excellence?
A. principled negotiation
B. decentralization
C. Japanese management
D. external support and recognition
Q:
Which of the following IS NOT true concerning cohesiveness?
A. Cohesive groups tend to have stricter norms.
B. Cohesive groups tend to tolerate larger amounts of deviance from the group values.
C. Cohesive groups may have high or low productivity depending on the group norm regarding productivity.
D. Cohesiveness increases the loyalty of each member to that particular group but frequently breeds conflict between groups.
Q:
Which of the following IS NOT true regarding research results comparing the group support systems (GSS) with face-to-face (FtF) methods?
A. Face-to-face groups reported more satisfaction than GSS groups.
B. Face-to-face groups showed higher levels of consensus and perceived quality.
C. The use of GSS improves decision quality and depth of analysis.
D. The use of GSS improves equality of participation.
Q:
The text mentions all but one of the following as necessary for long-term success of teams:
A. Teams must function in a responsible manner.
B. The team leader should also be a supervisor.
C. Management must have high trust in the team system.
D. Management must have high confidence in the system.
Q:
___________ is the raw motivating power for teams.
A. The possibility of money
B. Unbridled enthusiasm
C. Power
D. Extraordinary leadership
Q:
Some of the responsibilities of a "team" that have not traditionally been the topic for work groups in the past include ALLBUT ONE of the following:
A. preparing the annual budget
B. timekeeping functions
C. adjusting production schedules
D. determining meeting times
Q:
Which of the following is TRUE?
A. 75% of organizational change attempts reported by CEOs have been effective.
B. Even though change can be effective, in most cases, employees lose their sense of ownership of the future of the organization.
C. Employees who are resisting change turn against one another.
D. During the change process, employees band together against the organization.
Q:
The "Apollo Syndrome:"
A. Occurs when highly capable members underachieve.
B. Occurs when productive groups become even MORE productive.
C. Occurs when consistently unproductive groups outperform consistent productive ones.
D. Occurs when racially mixed groups outperform racial homogenous groups.
Q:
Which of the following, according to the text, is a factor to remember in overcoming resistance to change?
A. People will accept change when the change is viewed as beneficial.
B. People will always resist change, no matter what the consequences.
C. Younger people accept change more readily than older people.
D. People will accept changes that they have a part in planning.
Q:
According to the text, the majority of problems require what type of solution?
A. high quality and high acceptance
B. high quality and low acceptance
C. low quality and high acceptance
D. low quality and low acceptance
Q:
Problems that are best solved by people with a high level of technical knowledge and expertise are considered:
A. high quality but low acceptance
B. high quality and high acceptance
C. low quality but high acceptance
D. low quality and low acceptance
Q:
The "ED" in the formula ED = Q x A stands for _________________.
A. effective decision
B. educated decision
C. effective discussion
D. encouraging discussion
Q:
As of 2008, Toyota has been come the world standard in the auto industry. Researchers attribute their success to their consistently effective use of:
A. customer feedback
B. excellent employee benefits
C. continuous improvement teams
D. customer/employee suggestion boxes
Q:
Which of the following was NOT one of the consequences of group communication?
A. changes in interpersonal relations
B. improved information flow
C. enhanced self-esteem
D. organizational change
Q:
According to research on group performance and types of conflict, group members who experience conflict early in their experience working together will tend to have a higher chance of future failures.
Q:
The two types of conflict mentioned in the text were conflicts of ideas and conflicts of feelings.
Q:
According to Tubbs, some groups may actually seek enemies in order to maintain internal cohesion.
Q:
According to Hocker and Wilmot's definition of conflict, the "struggle" between two people can be either expressed or unexpressed.
Q:
If you want to foster a cooperative climate in a group situation, you should:
A. try cooperating
B. set firm boundaries
C. encourage competition between groups
D. avoid high expectations
Q:
Which of the following WAS NOT presented as one of the five positive things you could do without saying a word?
A. smile
B. stand or sit close to the other side
C. lean forward
D. use open gestures
Q:
Effective listening is also part of negotiating. In Acuff's article, additional tips for effective listening are presented. Which of the following is one of the tips?
A. Talk as frequently as you feel necessary.
B. Interrupt when you need to make a point.
C. Concentrate on what TOS is saying.
D. Avoid getting caught up in what TOS is doing nonverbally.
Q:
Which of the following is presented by Acuff as one of the five negotiation strategies that tend to be effective world-wide?
A. Understand that people enjoy some level of competition.
B. Be up-front, and state your wishes at the beginning of the negotiation.
C. Use language that is simple and accessible.
D. Be spontaneous, try not to plan the negotiation.
Q:
According to the "World class tips," which of the following is a reason why you should have high initial demands when negotiating?
A. They raise expectations of the TOS.
B. They teach people how to treat you.
C. They take away power from TOS.
D. There is little time to solve the problem.
Q:
Identifying all issues, prioritizing issues, establishing a settlement range, and developing strategies and tactics are all part of which of the following negotiation strategies presented in the reading by Acuff?
A. Plan the negotiation
B. Adopt a win-win approach
C. Maintain high aspirations
D. Ask lots of questions, then listen with your eyes and ears
Q:
What is the first thing to do when trying to cool down conflicts, according to Goleman's articles?
A. Show a willingness to work things out.
B. State your point of view in neutral language.
C. Try to find equitable ways to resolve the dispute.
D. Calm down.
Q:
According to Goleman, the two "arts" crucial to conflict management are listening and
A. hearing
B. writing
C. empathizing
D. speaking
Q:
When discussing conflict in virtual groups, Tubbs mentions three tpes of conflict that arise primarily with virtual groups. Which of the following was not listed?
A. communication style differences
B. lack of time to use technology
C. technology problems
D. lack of sufficient trust between group members
Q:
Research on emotional intelligence found that after a very emotional situation, it takes ____________ for the chemicals in our body to deplete.
A. 5-10 minutes
B. 15-30 minutes
C. 45-60 minutes
D. Over one hour
Q:
Verbal judo:
A. Is a gentle art of persuasion that redirects others' behavior with words, and generates voluntary compliance.
B. Allows for full expression of personal feelings.
C. Involves recognizing that sometimes people have to be the aggressor first.
D. Encourages people to use phrases such as "calm down" and "be reasonable."
Q:
Scott's (2008) ERI model includes three elements: emotions, _________, and intuition.
A. Reflection
B. Reaction
C. Reason
D. Reincarnation
Q:
_________ is generally considered to yield the best resolution of conflict in a group decision.
A. Railroading
B. Teaming up
C. Majority vote
D. Consensus
Q:
When various minority members form a coalition to help each other achieve mutually advantageous goals, this is referred to as:
A. railroading
B. teaming up
C. majority vote
D. onsensus
Q:
When one or more group members force their will on the group, this is referred to as:
A. railroading
B. teaming up
C. majority vote
D. consensus
Q:
Which of the following IS NOT one of the principles of the principled negotiation method?
A. Separate the people from the problem.
B. Invent options for mutual gain.
C. Focus on positions, don't get bogged down on interests.
D. Insist on objective criteria.
Q:
Which of the following is a behavior for conflict resolution?
A. Argue for your own individual judgment.
B. Use techniques such as majority vote, averaging or trading.
C. Change your mind whenever it will help the group.
D. Build on areas of agreement.
Q:
Groups that improve or maintain top performance over time share three conflict resolution tendencies. Which is not one of those tendencies?
A. Focusing on the content of interpersonal interactions rather than delivery style.
B. Explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments.
C. Determining how information will be shared in the most effective way, such as face-to-face or via computer.
D. Assign work to members who have the relevant task expertise rather than assigning by other common sense means.
Q:
The "Practical Tips" for implementing the 9,9 style offered by Walker and Harris (1995) state that encouraging behaviors occur when a team member:
A. exhibits strategic behavior
B. takes sides on issues
C. points out, in an objective manner, when another person is wrong or needs to change
D. identifies with another team member's problems
Q:
The conflict style that results from low concern for people and low concern for production of results can be characterized as the following:
A. Disagreements are smoothed over or ignored so that surface harmony is maintained in a state of peaceful co-existence.
B. Compromise is achieved.
C. Conflict is suppressed through the authority-obedience approach.
D. Neutrality is maintained at all costs.
Q:
According to Blake and Mouton, which of the following is the best way to deal with conflict?
A. maintain neutrality, withdraw
B. compromise, take the middle ground
C. simply enforce obedience to authority
D. try to be both person-and results-oriented
Q:
Which of the following is a result of a study by Pearsall, Ellis and Evans (2008) on the effects of gender diversity on team creativity?
A. Gender "faultlines" are activities in any task that involve idea generation.
B. When teams had an overall higher level of conflict, men and women tended to argue based on male versus female viewpoints.
C. Arguing along gender "faultlines" results in more creativity.
D. Gender does not affect the level of conflict or interaction patterns in most work groups.
Q:
ALL BUT ONE of the following are tactics for negotiating and resolving conflict suggested by Woolf (1990). Which is not?
A. Don't ask--they'll know what you want too soon.
B. Don't take anything personally.
C. Start high but don't be ridiculous.
D. Don't be intimidated just because it's printed.
Q:
Conflict that is not managed effectively:
A. Surprisingly, has no influence on group productivity and creativity.
B. Results in group members who withhold their thoughts, feelings, and ideas.
C. Causes a temporary decrease in productivity, but has no influence in the long run.
D. Results, in the long run, in more effective communication.
Q:
According to research on group performances and types of conflict:
A. High levels of conflict across tasks results in high performance.
B. Low levels of conflict across tasks results in high performance.
C. Early conflict results in a high chance of failure.
D. Early conflict results in a low chance of failure.
Q:
Which of the following IS NOT true of conflict?
A. Conflict is the engine of social learning.
B. Conflict helps to reveal problems and encourages those problems to be dealt with.
C. Conflict can help to build team cohesiveness
D. Even though it might not be pleasant, conflict is always constructive.
Q:
The following questions relate to a 1/2 hour of "Everybody Loves Raymond." The text notes six behaviors individuals can enact during conflict resolution. Describe how their behavior relates to these six.
Q:
The following questions relate to a 1/2 hour of "Everybody Loves Raymond." According to Blake and Mouton, what type of approach do Debra and Marie take?
Q:
The following questions relate to a 1/2 hour of "Everybody Loves Raymond." Describe the sources of conflict and desirability of conflict.
Q:
In his article on negotiation, Acuff identifies five strategies he claims to be effective throughout the world. What are they?
Q:
In his article on negotiation, Acuff refers to a study that identified five approaches skilled negotiators share when planning negotiations. What are these?
Q:
What are the four "classic moves" for cooling down conflicts?
Q:
In his article on conflict management, Daniel Goleman writes that people who have competent conflict management skills enact four behaviors. Please identify these.
Q:
Describe "verbal judo" (define and discuss principles), and provide a scenario when it would make sense to engage in verbal judo.
Q:
Tubbs summarizes certain types of behaviors that seem to help improve conflict resolution. Identify four of these and discuss why it's important to engage in these behaviors.
Q:
Administration and faculty have had many disagreements lately. Now it is time to move academic and support departments because of the newly built classroom/office building. Negotiations are underway to determine who moves where. If both sides were to engage in principled negotiation, what advice would you give them?
Q:
Walker and Harris (1995) offer six practical tips for implementing the 9,9 style. Identify four of the tips.
Q:
Diagram and describe Blake and Mouton's Conflict Grid.
Q:
The text identifies several sources of conflict. Identify three sources and provide an example of each.