Q&A Hero

Q: Team empowerment consists of a. group potency, meaningfulness, autonomy, and impact b. group hierarchy, meaningfulness, autonomy, and impact c. ad hoc teams, autonomy, carefulness, and impact d. group quest, potency, autonomy, and meaningfulness

Q: Entropy is a. a measure of the degree of movement within a system toward greater organization b. an example of throughput c. a measure of a systems movement toward disorganization and eventual termination d. the end effect of increasing input into a system

Q: Juror #3 who yelled a lot (final holdout) exhibited which of the following defensive communication patterns? a. Provisionalism b. Evaluation c. Certainty d. Control

Q: Which of the following qualifies as team slayerskillers of teamwork and teambuilding? a. Egocentrism b. Cynicism c. Verbal and nonverbal abuse d. All of the above

Q: As group size increases, which of the following typically occurs? a. Complexity increases b. Factions develop c. The number of nonparticipating members increases d. All of the above

Q: The following jurors used the hard bargaining (competitive) negotiation style during most of the deliberations: a. Juror #4 (the broker) b. Juror #1 (the coach/foreman) c. Juror #8 (the architect/lone holdout in beginning) d. Juror #10 (the bigot/man with a cold/flu)

Q: A superordinate goal isa. a specific kind of cooperative goal that overrides differences that members may have because it supersedes (replaces) less important competitive goalsb. the best of a teams multiple goalsc. the most unusual team goald. the strongest team goal in terms of strength of values among team members

Q: When the action of one group member creates a ripple effect on the entire group, this is an example of a. negative synergy b. diffusion of responsibility c. interconnectedness within a system d. group synergy

Q: Juror #10 (the bigoted man with a cold/flu) played which of the following informal roles? a. Devils advocate b. Information seeker c. Fighter-controller d. Zealot

Q: To be effective, teams should have a. clear, cooperative, challenging goals, and these goals should be consistent with universal cultural values b. clear, competitive, challenging, and consistent goals c. clear, cooperative, challenging, and complementary goals d. clear, cooperative, challenging goals, and be committed to these goals

Q: Group synergy occurs when a. a majority of the group members outperforms the minority b. the group as a whole outperforms the sum of expected individual performances by members c. groups perform more poorly than individuals d. groups and individuals perform equally well

Q: Rich media are likely to be most effective for discussions of simple, unambiguous topics and task, not complex, uncertain topics and tasks.

Q: Which of the following qualifies as a team? a. Board of Directors for the local community college b. The Student Senate at your college c. A task force constituted to change college policy on hiring practices d. Your college debate squad.

Q: There are two variables that influence the ideal group size. They are a. quality of decisions and quantity of information b. quantity of information and speed of decision making c. quality and formality of decision making d. quality and speed of decision making

Q: Text-only group discussions encourage low-status members to participate in discussions and to stand their ground more firmly on controversial issue than likely occur in face-to-face groups.

Q: Which of the following clearly qualifies as a team according to the distinctionsbetween standard small groups and teams provided in the text?a. Twenty homeowners debating revisions of their homeowners association rulesb. A cheerleading squad developing routines for a national cheerleading competitionc. A group of friends playing golfd. A jury deliberating a criminal case

Q: Larger groups compared to smaller groups typically have a. fewer isolates (non-participants) b. fewer factions and members splintering off from the groups general point of view c. greater difficulty working cooperatively d. greater group satisfaction

Q: Virtual groups are less likely than face-to-face groups to experience destructive conflict.

Q: Research shows that ethnicity is often a bigger barrier to advancement into top leadership positions than being a woman.

Q: Negative synergy occurs when a. one group member creates a disruption b. group members working together give more significance to negative not positive information c. group members working together produce a significantly worse result than expected if individual skill levels and abilities are considered. d. group members often disagree among themselves producing stalemate

Q: Text-only communication may be a better alternative than face-to-face communication when members have a history of being awkward or intimidating.

Q: The Ban Bossy campaign highlights the strong tendency to label young girls as bossy when they attempt to be leaders.

Q: Both verbal and nonverbal communication can be ambiguous, resulting in serious misunderstandings.

Q: Regular and timely feedback is critical to building trust and commitment among virtual group members.

Q: The laissez-faire leadership style does not really qualify as leadership because leadership is a social influence process and the laissez-faire style provides no social influence on the group.

Q: Research shows that one of the biggest challenges facing virtual groups with members from various countries is mastering English, the dominant language of the Internet.

Q: Virtual groups seem to require more time than face-to-face groups to develop positive social relationships and cohesiveness.

Q: All leadership is transformational to some degree.

Q: Language is a structured system of symbols for sharing meaning.

Q: Power differences among group members may be less prominent, less obvious in virtual groups than in standard groups.

Q: All cultures accord great status to effective leaders.

Q: You are at the beach working on developing a nice case of skin cancer for your later years. You ask three strangers sitting next to you if they would each like to have a Coke from your cooler. They say yes, take a coke, and return to their beach blankets and become sun potatoes. For that brief time, the 4 of you constituted a group.

Q: Social loafing is potentially a greater challenge in virtual groups than in face-to-face groups.

Q: The principal problem with the trait perspective on leadership is the assumption that leadership resides in a person not in transactions between leaders and followers.

Q: You communicate via e-mail with a friend in another country. This is an example of a virtual team.

Q: Overall, virtual groups experience more task and social conflict than face-to-face groups.

Q: To retain leadership in a group you should manifest conformity to group norms and display a proper motivation to lead.

Q: The two main variables that define communication competence are effectiveness and appropriateness.

Q: Audioconferences are rapidly becoming obsolete options for communicating in virtual groups.

Q: Showing respect for followers is a critical communication imperative for leaders to be effective.

Q: Mixed messages occur when there is positive verbal and negative nonverbal communication, or vice versa, at the same time.

Q: Sarcasm, gentle teasing, or joking may be taken as hurtful or insulting when communicated by electronic means without corresponding nonverbal cues.

Q: Leadership is a leader-follower social influence process.

Q: Assuming that everyone has the same meaning for a word and not checking to see if important differences occur is called bypassing.

Q: The conference call should be necessary, focused, organized, and short.

Q: Servant leadership is ethical leadership.

Q: The meaning of words depends on common agreement of users.

Q: Emailing remains a principle method of communicating in organizations.

Q: There are no special guidelines for being an effective follower that diverge from what makes an effective group member and a competent communicator in small groups.

Q: Joseph says to Carolyn, You shouldnt have missed our last group meeting. Carolyn replies, Well look who appointed himself group emperor. I missed the meeting because I was sick in bed, so back off. The content of this interchange is the issue of missing a meeting and the relationship element is the conflict and tension that is apparent from the way Carolyn responds.

Q: There are degrees of virtuality among virtual groups.

Q: Servant leadership is one style identified in Hersey and Blanchards situational leadership model.

Q: The two dimensions of every message are its content and the relationship element.

Q: Some virtual groups are more hybrids; members communicate mostly by electronic means but may occasionally meet face to face.

Q: A principal problem with the trait approach to effective leadership is the assumption that leadership is a process not a person.

Q: Communication can solve all problems in groups if group members would simply try hard enough to be competent communicators.

Q: A virtual group is one that only exists in our imagination.

Q: All cultures studied thus far show that strong leadership is highly desired.

Q: Grouphate is a problem in all groups.

Q: Virtual groups began with the advent of computers.

Q: Almost any group member can become a charismatic leader with enough training.

Q: A dyad is another name for a group.

Q: As virtual groups mature in development, media richness is not as critical because members learn to function effectively based on member familiarity and acquired knowledge.

Q: Leadership is fundamentally a person not a process.

Q: To be effective you have to combine knowledge with skill.

Q: Enriching the virtual group environment is especially important during the latter stages of group development.

Q: Leaders set the emotional tone for the group.

Q: Appropriateness means complying with rules and their accompanying expectations.

Q: Asynchronous communication media are those that permit simultaneous, same-time interactions among group members, modeled after face-to-face meetings.

Q: Charismatic leadership is just another name for transactional leadership.

Q: Context is a central element of verbal communication.

Q: Benefits of virtual groups include a. the ability to communicate rapidly over long distances b. much better decision making than is typical in face-to-face groups c. development of positive social relationships more quickly and more easily than in face-to-face groups d. power differences may be less prominent than in face-to-face groups

Q: The central overriding point regarding leadership in small groups is that leadership is a matter of choosing the participative (democratic) style of leadership rather than the directive (autocratic) style.

Q: One of the difficulties with communicating in virtual groups is the absence of nonverbal cues that typically accompany verbal messages.

Q: Virtual groups differ from conventional groups in which of the following ways? a. Members are spread across multiple locations, even multiple time zones b. Membership is often more diverse c. Membership tends to be less stable d. Communication is synchronousdependent on real time, live transactions

Q: The leader sets the emotional tone for the group.

Q: Communication is a process of sending messages to receivers.

Q: Research on virtual groups shows thata. when group members have a long-term, shared history virtual group effectivenessdecreasesfamiliarity breeds contemptb. when virtual group members work together long enough to receive training in media use, group effectiveness improvesc. when time together permits the development of personal relationships in a virtual environment, group effectiveness improvesd. they face many of the same challenges and have the same capacity for

Q: The glass ceiling is an invisible barrier of subtle discrimination that excludes women from top jobs in corporate and professional America.

Q: Communication becomes inappropriate if it violates rules and expectations of the group when such violations could have been avoided without sacrificing a goal by choosing different communication behaviors.