Q&A Hero

Q: The failure of many teams can be traced directly to management's unwillingness to share: A) training materials B) team members C) information D) responsibility

Q: _____________ refers to a secretive research and development project that operates outside of normal company operations to create innovative products. A) Tiger team B) Skunkworks C) Salamander factories D) Zebra divisions

Q: The text examines four things that are particularly important when it comes to developing effective teams: training, communications, empowerment, and _______________. A) skill sets B) education C) management D) rewards

Q: In some organizations, R&D teams have been set up to expedite innovation and creative new product design. Originally coined by a Lockheed engineer during World War II, such groups are referred to as: A) Stinkworks B) Skunkworks C) Stenchworks D) Scentworks

Q: Once implemented, the success of self-managed teams depends on all of the following except: A) management commitment B) receptivity to change C) employee trust in management D) team member diversity

Q: Before implementing self-managed teams, organizations should be certain that such teams are consistent with the organization's: A) Business requirements B) Values and goals C) Competencies D) All of the choices are correct.

Q: Be permitting employees to telecommute companies have saved costs through ___________. A) lower turnover B) higher productivity C) reduced real estate costs D) All of the above.

Q: Virtual teams with the highest levels of trust displayed all of the following traits except: A) Members began their interactions with nonwork, social interactions B) Each member had a set of clear task roles C) All team members demonstrated positive attitudes D) Team members interacted in off-the-job social activities

Q: Those charged with leading _______________ teams must be willing to permit a great deal of autonomy and decision-making independence. A) virtual B) cross-functional C) problem-solving D) quest

Q: The efficient and successful use of technology is critically important to the success of _______________ teams. A) self-managed B) problem-solving C) cross-functional D) virtual

Q: The "standard classification system" lists ______ different types of teams. A) three B) four C) five D) There is no standard classification system for describing different types of teams.

Q: The members of a _______________ team seldom meet face to face. A) virtual B) cross-functional C) problem-solving D) self-managed

Q: _______________ teams are formed specifically to deal with problems. A) Mission B) Problem-solving C) Quest D) Consignment

Q: Quality circles usually have _______________ members. A) 1 to 5 B) 5 to 10 C) 6 to 12 D) 15 or more

Q: In the context of teams, the acronym SMT refers to ____ teams. A) single member B) selective membership C) self-managed D) serial-methods

Q: The phenomenal success of Microsoft Corporation is attributed in part to its extensive use of software re-search and development _____________. A) groups B) teams C) collectives D) skunkworks

Q: All of the following are ways to guard against groupthink except: A) Encourage members to state objections and doubts B) Break into subgroups to work on the same problem, then share proposed solutions with the group C) Assign a team member to play devil's advocate D) Encourage objections by having the group leader endorse a particular course of action

Q: The ___________ is specified by the organization chart and is made up of the subordinates who report directly to a given supervisor while a ___________ comprises the employees who work together to complete a particular task or project. A) formal team; functional group B) task group; command group C) command group; task group D) R&D Group; skunkworks

Q: Which of the following group characteristics is not typically associated with the occurrence of groupthink? A) Feeling of unanimity B) Pressure to individually contribute C) Illusion of invulnerability D) Opposing ideas dismissed

Q: _______________ developed the concept of "groupthink." A) Drucker B) Janis C) Taylor D) Hawthorn

Q: Groups suffering from groupthink display all of the following characteristics except: A) An illusion of vulnerability B) A tendency to moralize C) Pressure to conform D) Opposing ideas dismissed

Q: The degree of cohesiveness in a group _______________. A) has positive effects on performance B) has negative effects on performance C) can have either positive or negative effects on performance D) typically is not related to performance

Q: All of the following are strategies for increasing group cohesion except: A) Physically locating the group closer to other groups B) Inducing agreement on group goals C) Making the group more homogeneous D) Allocating rewards to the group, not individuals

Q: _______________ is a known source of attraction to a particular group. A) Clearly specified goals that are compatible with group members B) A charismatic leader C) A positive group reputation D) All of the choices are correct.

Q: If a group is highly cohesive but has goals that are not congruent with those of the formal organization, then group behavior will probably be considered _______________ by the sponsoring organization. A) positive B) neutral C) negative D) dangerous

Q: The person who becomes an informal group leader generally is viewed as _______________. A) a respected and high-status member B) someone who embodies the values of the group C) someone who helps the group accomplish its goals D) All of the choices are correct.

Q: In work groups, the most common norm relates to _______________. A) personality B) relationships C) productivity D) quality

Q: There are multiple roles associated with a position. The ____________ role is the behavior that a person actually carries out. A) actual B) affected C) effective D) enacted

Q: The _________ role is the set of behaviors that a person in a position believes he or she should enact. A) expected B) perceived C) envisioned D) organizational

Q: Status and _______________ are so similar that the terms are often used interchangeably. A) position B) pay C) power D) persona

Q: _______________ may be a common characteristic of the members of a homogeneous group. A) Demographics (age, race, gender, education, etc.) B) Personality C) Skills and abilities D) All of the choices are correct.

Q: The _______________ stage of group development can be marked by very positive emotions centering on successful task accomplishment, but it can also be a source of feelings of loss. A) forming B) norming C) performing D) adjourning

Q: During the _______________ stage, the group structure is set, the roles of each member are understood and accepted, and the group focuses its energies and efforts on accomplishing the tasks it has accepted. A) forming B) storming C) norming D) performing

Q: By design, many groups never experience the _______________ stage of development. A) forming B) storming C) norming D) adjourning

Q: A particularly important part of the _______________ stage of group development involves a redefinition of the group's specific tasks and overall goals. A) forming B) storming C) norming D) performing

Q: Generally, the _______________ stage of group development is complete when individuals begin to view themselves as part of a group. A) forming B) storming C) norming D) performing

Q: The more diverse a group is, the more difficult and time consuming it is to maneuver through the _______________ stage. A) forming B) storming C) norming D) performing

Q: The group development stage of _______________ is characterized by uncertainty about the purpose, structure, and leadership of the group. A) forming B) storming C) norming D) performing

Q: _______________ needs can be satisfied through groups that provide for interaction among team members. A) Esteem B) Social C) Power D) Problem-solving

Q: _______________ needs may be met by joining a high-status or prestige group in which membership is hard to obtain. A) Social B) Security C) Esteem D) Economic

Q: Mike organizes a group of students upset over the food selection in the cafeteria. He assigns times for students to stand in the student union to protest the limited selection of food items. He publically states that the group will not disband until the task of having pizza at every meal period is accomplished. This is an example of a(n) _____________. A) task group B) interest group C) command group D) team

Q: Employees grouping together to present a unified front to management for more benefits and waitresses "pooling" their tips are examples of ____________. A) task groups B) interest groups C) command groups D) teams

Q: A(n) _______________ is specified by the organization chart and is made up of the subordinates who report directly to a given supervisor. A) task group B) interest group C) command group D) team

Q: Which of the following is not one of the minimal requirements for a group to exist? A) There must be two or more individuals B) There must be some form of exchange or communication between these individuals C) There must be a formal leader D) They must be attempting to accomplish a common goal

Q: Which of the following characteristics applies to formal work groups but not teams? A) Accountability B) Common goals C) Varied mix skill levels D) Consists of two or more individuals

Q: _______________ distinguishes groups and teams. A) Depth of commitment B) Size (groups are typically limited in size) C) Scope of activities D) The presence of a formally appointed leader

Q: Identify the attributes desirable in team members.

Q: What factors are important to team success?

Q: Why is it very likely that virtual work arrangements (teams, offices, telework) are here to stay?

Q: What are the key differences between R&D and problem-solving teams?

Q: What criteria are appropriate for assessing group effectiveness?

Q: Your team is approaching a very important decision. What is groupthink and what steps should be considered to prevent groupthink?

Q: Describe the relation between group norms, group cohesiveness, and performance?

Q: What is the impact of self-managed teams on the relative importance of leadership?

Q: Describe the stages of group formation.

Q: Explain the difference between an interest group and a friendship group.

Q: What is the difference between a work group and a team? Give an example of each.

Q: The greatest payoff from stress prevention and management comes from ongoing and sustained effort, rather than one-time activities. ⊚ true ⊚ false

Q: While generally seen as effective in promoting health, current trends indicate wellness programs have lost favor, as fewer employers are offering these programs. ⊚ true ⊚ false

Q: Research supports the conclusion that humor boosts the human immune system, but has little effect on stress. ⊚ true ⊚ false

Q: Employee assistance programs were originally conceived as stress reduction programs. ⊚ true ⊚ false

Q: Once a person is working in the organization, a critical variable in maximizing fit and preventing stress is effective socialization. ⊚ true ⊚ false

Q: Job skills and knowledge are not the only factors to consider in employee selection, in order to ensure person-environment fit. ⊚ true ⊚ false

Q: The person-environment fit approach is related to the concept of the psychological contract. ⊚ true ⊚ false

Q: Stress is not likely to result from a mismatch between an employee's talents and the job requirements. ⊚ true ⊚ false

Q: Stress is the consequence of the interaction between an environmental stimulus and the individual's response. ⊚ true ⊚ false

Q: Some people are predisposed to stress. ⊚ true ⊚ false

Q: Workers' compensation laws are increasingly eliminating benefits for injuries stemming from workplace stress. ⊚ true ⊚ false

Q: A high degree of involvement in, identification with, or commitment to one's job or profession is a necessary prerequisite for burnout. ⊚ true ⊚ false

Q: Burnout tends to be less of a problem for people whose jobs require extensive contact with other people. ⊚ true ⊚ false

Q: It is unwise for managers to attempt to counsel workers suspected of being depressed. ⊚ true ⊚ false

Q: Polls indicate that over 40 percent of Japanese workers aged 30 to 60 believe they will die from the stress of overwork, what the Japanese call "corporate samurai." ⊚ true ⊚ false

Q: A primary appraisal of stressors involves a determination of whether something can be done to reduce a stressor. ⊚ true ⊚ false

Q: Most people would prefer not to know how management views the quality of their work. ⊚ true ⊚ false

Q: Research suggests that when individuals experience high work demands with little or no control over these demands, any physiological changes that occur in that physical setting fade promptly after the individual has left the situation. ⊚ true ⊚ false

Q: The negative effects of overload can be increased when overload is coupled with low ability to control the demands of work. ⊚ true ⊚ false

Q: Executives in the low end of the stress range, report less serious medical problems. ⊚ true ⊚ false

Q: The greater the power or authority of the person sending conflicting messages, the greater the job dissatisfaction produced by role conflict. ⊚ true ⊚ false

Q: Research has found a relatively small number of events actually create "stress." ⊚ true ⊚ false

Q: Generally, the longer special demands are placed on us, the less stressful they become. ⊚ true ⊚ false