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Management
Q:
Which of the following cases would most likely result in a team member engaging in social loafing?
A. When the group is excessively large
B. When individual contributions to a group are identifiable
C. When valuable contributions of individual members are emphasized
D. When rewards are linked to individual performance
E. When the group size is at an appropriate level
Q:
A member of a task force does not work as much as the others in the team, as he is confident that the others will account for his slacking. This group member is exhibiting _____.
A. cohesion
B. synergy
C. group conformity
D. groupthink
E. social loafing
Q:
Judy is a new member of her organization's research and development team. The weekly appraisal indicated that her output had dropped significantly when compared to her output when she worked individually. This behavior of Judy is called _____.
A. synergy
B. group conformity
C. cohesion
D. social loafing
E. task interdependency
Q:
The tendency of group members to exert less effort when they work in groups than they would exert if they were acting alone is known as:
A. synergy.
B. sequential task interdependence.
C. reciprocal task interdependence.
D. social loafing.
E. group cohesiveness.
Q:
Which of the following statements is true of group cohesiveness?
A. To promote cohesiveness in groups, managers should form groups that are significantly large in size.
B. If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups.
C. Decreasing levels of group cohesiveness result in little deviance in groups.
D. As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases within a group.
E. As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to increase.
Q:
The higher the cohesiveness of a group, the higher the _____ in the group.
A. level of deviance
B. level of social loafing
C. level of participation
D. level of individualism
E. emphasis on individual goals
Q:
Which of the following is a consequence of group cohesiveness?
A. Effectively managed diversity
B. Group identity and healthy competition
C. Group size
D. Level of conformity to group norms
E. Success
Q:
Which of the following factors increase(s) group cohesiveness?
A. Significantly large group size
B. Effectively managed diversity
C. Elimination of competition among groups
D. Low level of participation within groups
E. Lack of success and poor performances by teams
Q:
In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n) _____ level of cohesiveness in the organization's groups.
A. low
B. moderate
C. high
D. nonexistent
E. extremely high
Q:
Which of the following statements is true of group cohesiveness?
A. As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to decrease.
B. Low levels of cohesiveness can be increased by reducing or eliminating competition among groups.
C. When group cohesiveness is low, group members do not find their group particularly appealing and have little desire to retain their group membership.
D. If a group is high in cohesiveness and small in size, managers should consider dividing the group in half and assigning different tasks and goals to the two newly formed groups.
E. As group cohesiveness decreases, the emphasis placed on group goal accomplishment increases within a group.
Q:
Which of the following is a consequence of high group cohesiveness?
A. Lower levels of participation within the group
B. High deviance in groups
C. High emphasis on group goal achievement
D. Decreasing levels of conformity to group norms
E. Decreasing levels of group attractiveness
Q:
The degree to which the members of a group are attracted to membership in the group is known as:
A. groupthink.
B. group deviance.
C. pooled task interdependence.
D. division of labor.
E. group cohesiveness.
Q:
The members of a cross-functional team have an informal agreement that whenever a team member goes out of town on business, that team member will leave a phone number where he or she can be reached by the other members of the team. This arrangement is known as:
A. a virtual norm.
B. a group norm.
C. a virtual role.
D. a group role.
E. a group law.
Q:
A group will perform poorly due to its failure to change its dysfunctional norms when the members of the group have _____.
A. low conformity
B. moderate conformity
C. high conformity
D. moderate deviance
E. high deviance
Q:
Shared guidelines or rules of behavior that most group members follow are called:
A. groupshifts.
B. person specifications.
C. group norms.
D. labor divisions.
E. group roles.
Q:
A task force submits its final report on the project that they had been working on before disbanding. At which stage is the group operating?
A. Forming
B. Storming
C. Adjourning
D. Norming
E. Performing
Q:
Managers need to empower self-managed teams, provide sufficient autonomy to them, and ensure that its members are motivated in the _____ stage of group development.
A. forming
B. adjourning
C. performing
D. storming
E. norming
Q:
During which stage of group development does group camaraderie begin to emerge?
A. Forming
B. Adjourning
C. Performing
D. Storming
E. Norming
Q:
When developing groups, it is highly unlikely that the members of a group will come to common understandings immediately. There will almost always be disagreements and a conflict of ideas. This stage of group development is called _____.
A. forming
B. norming
C. performing
D. storming
E. adjourning
Q:
The members of a particular group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called _____.
A. storming
B. norming
C. forming
D. adjourning
E. performing
Q:
When Ken, the manager of Transporters Inc., put together a new marketing team, he assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team. Kyle is a(n):
A. formal leader.
B. informal leader.
C. role manager.
D. role maker.
E. unofficial leader.
Q:
The idea-creation team for Universal-Smile Cards includes an artist whose job is to create and draw the illustrations that will accompany new cards. The artist's job of creating and drawing illustrations for her development team is called a _____.
A. virtual role
B. group norm
C. group role
D. person specification
E. charismatic role
Q:
When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities. This is called _____.
A. social loafing
B. role making
C. synergy
D. social inertia
E. role homogeneity
Q:
At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies. In this case, Jamie is expected to conform to his _____.
A. groupthink
B. group role
C. synergy
D. stereotype
E. task interdependence
Q:
The set of behaviors and tasks that a member of a group is expected to perform because he is a member of the group is known as:
A. a group role.
B. virtual teamwork.
C. synergy.
D. groupthink.
E. a group norm.
Q:
Motivation in groups with _____ will be highest when managers reward group members based on individual performance.
A. serial interdependence
B. sequential interdependence
C. progressive interdependence
D. pooled interdependence
E. reciprocal interdependence
Q:
Members of research and development teams are required to come up with better or innovative products for their organization. In order to do so, the members in a team need to constantly interact and share information with each other and need to be highly coordinated in order to be most effective. From these observations, it can be concluded that _____ exists within a research and development team.
A. pooled task interdependence
B. total task independence
C. reciprocal task interdependence
D. sequential task interdependence
E. no task dependence
Q:
When the work of each group member is completely dependent on the work performed by the other group members but isn't restricted to a particular sequence, it is known as _____.
A. total task independence
B. pooled task interdependence
C. sequential task interdependence
D. serial interdependence
E. reciprocal task interdependence
Q:
An assembly line is an arrangement of workers, machines, and equipment in which the product being assembled passes consecutively from one process to another in a particular order until completed. From this definition of an assembly line, it can be inferred that an assembly line group exemplifies _____.
A. pooled task interdependence
B. a virtual team format
C. a top-management team format
D. reciprocal task interdependence
E. sequential task interdependence
Q:
_____ exists when group members must perform specific tasks in a predetermined order.
A. Sequential task interdependence
B. Partial task interdependence
C. Pooled task interdependence
D. Reciprocal task interdependence
E. Complete task independence
Q:
The manager of a sales group has presented the weekly target on the number of sales her group must achieve. For this particular target to be achieved, she decides to reward the members of her group solely based on the number of sales each member makes. The type of task dependency that will exist in this case is _____.
A. sequential task interdependence
B. ordered task interdependence
C. pooled task interdependence
D. simultaneous task interdependence
E. reciprocal task interdependence
Q:
_____ exists when group members make separate, independent contributions to group performance.
A. Sequential task interdependence
B. Total task dependence
C. Reciprocal task interdependence
D. Simultaneous task interdependence
E. Pooled task interdependence
Q:
Which of the following statements is true of group tasks?
A. Assembly lines and mass-production processes are characterized by pooled task interdependence.
B. With sequential interdependence, it is easy to identify individual performance.
C. For groups with pooled interdependence, managers are often advised to reward group members for group performance.
D. For groups with pooled interdependence, managers should determine the appropriate group size primarily from the amount of work to be accomplished.
E. Pooled task interdependence exists when group members must perform specific tasks in a predetermined order.
Q:
Which of the following statements is true about groups that are smaller in size?
A. Members of small groups tend to be less motivated.
B. Members interact less with each other in small groups.
C. Managers of small work groups obtain a smaller advantage from division of labor.
D. Members of small groups find it harder to share information with one another.
E. Managers of small work groups tend to be less committed.
Q:
Which of the following is true about the members of a large group when compared to those of a small group?
A. Members interact more with each other in larger groups.
B. Members of large groups tend to be more motivated.
C. Members of large groups find it easier to share information with one another.
D. Members of large groups have more resources at their disposal.
E. Members of large groups tend to be more committed.
Q:
Environment-conscious members of an organization have taken up an initiative to reduce the number of styrofoam cups and sheets of paper used by the company. They organize meetings by themselves on a weekly basis where they discuss methods of making their company more eco-friendly. The members, in this case, constitute a(n) _____.
A. virtual group
B. formal group
C. command group
D. interest group
E. friendship group
Q:
Informal groups composed of employees who enjoy one another's company and socialize with one another are called:
A. command groups.
B. virtual teams.
C. interest groups.
D. task forces.
E. friendship groups.
Q:
For a self-managed team to be most effective, a manager must:
A. solve all the problems for the team as they arise.
B. provide close supervision for all the team activities.
C. choose members for the team solely on the basis of their educational qualifications.
D. provide training in the required fields to all the team members.
E. give team members limited autonomy and responsibility for their tasks.
Q:
Work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization are referred to as:
A. informal groups.
B. interest groups.
C. command groups.
D. top-management teams.
E. self-managed work teams.
Q:
Task forces that are relatively permanent are referred to as:
A. interest groups.
B. informal groups.
C. standing committees.
D. virtual groups.
E. working committees.
Q:
Which of the following statements is true of task forces?
A. Task forces that are relatively permanent are often referred to as ad hoc committees.
B. Task forces are composed of employees who enjoy one anothers company and socialize with one another.
C. Task forces are committees of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem.
D. Task forces are groups that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs.
E. A group of interns who work in a hospital and have lunch together twice a week constitute a task force.
Q:
A group of machinists in a manufacturing plant who report to the same shop foreman is an example of:
A. an informal group.
B. a virtual group.
C. a cross-functional group.
D. a self-managed work group.
E. a command group.
Q:
Which of the following statements is true of a command group?
A. A command group is an example of an informal group.
B. A command group is composed of employees who enjoy one anothers company and socialize with one another.
C. A group of interns who work in a hospital and have lunch together twice a week constitute a command group.
D. A command group is composed of the CEO, the president, and the heads of the most important departments.
E. Subordinates who report to the same supervisor compose a command group.
Q:
When the CEO of an organization redesigns the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____.
A. informal groups
B. friendship groups
C. command groups
D. virtual groups
E. interest groups
Q:
A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n) _____.
A. research and development team
B. informal group
C. command group
D. interest group
E. control group
Q:
Team members within a particular group are generally more fixated on coming to a common, agreeable solution over accurately assessing the problems that the group is facing. This type of faulty group decision making is called _____.
A. cognitive dissonance
B. halo effect
C. synergy
D. groupthink
E. social loafing
Q:
The CEO of ABC Company forms a top-management team to develop the strategic marketing plan for the organization and selects members who possess different expertise, skills, knowledge, and experience. The team, in this case, has been created with emphasis mainly on _____.
A. diversity
B. individualism
C. groupthink
D. social loafing
E. autocracy
Q:
A group of managers who are responsible for designing the long-range strategic plan for an organization are collectively known as:
A. an informal team.
B. a cross-cultural group.
C. a top-management team.
D. a friendship group.
E. an interest group.
Q:
The management of a popular sporting equipment manufacturer, as a part of their advertising strategy for their latest product, has put together a team to market their product across the country. The team put together for this purpose is called a(n):
A. formal group.
B. top-management group.
C. control group.
D. friendship group.
E. interest group.
Q:
A small group of marketers from different departments of an organization get together every Friday and go to lunch, where they discuss various topics. This is an example of:
A. a control group.
B. a virtual team.
C. an informal group.
D. a command group.
E. a self-managed work team.
Q:
A group of workers form a group so that the members can interact with each other socially both on and off the job. This is an example of a(n) _____.
A. task force
B. cross-functional group
C. command group
D. informal group
E. virtual team
Q:
Managers at Clementiq Inc. established a group comprising engineers from Germany, Japan, and the United States for the design and manufacture of a new product for the organization. This is known as a(n) _____ team.
A. cross-cultural
B. informal
C. top-management
D. advocacy
E. interest
Q:
JME Manufacturing put together a group of employees from marketing, engineering, manufacturing, and quality control to come up with a new product idea. This is an example of a(n) _____ group.
A. informal
B. friendship
C. advocacy
D. cross-functional
E. top-management
Q:
A team whose members work face-to-face and have the expertise and experience needed to develop new products is called a(n) _____.
A. top-management team
B. informal team
C. research and development team
D. interest group
E. virtual team
Q:
Groups established by managers to attain organizational goals are called:
A. friendship groups.
B. control groups.
C. formal groups.
D. interest groups.
E. advocacy groups.
Q:
To further promote innovation among team members, the manager should avoid:
A. offering guidance to the group.
B. coaching the group in developing certain skills.
C. closely directing or supervising the group.
D. providing the resources the group needs.
E. assisting the group in its requirements.
Q:
Which of the following should managers ensure in order to take advantage of the potential for synergy?
A. Create groups where the members have identical personalities
B. Be strongly directive with the group
C. Appoint members with complementary skills and knowledge
D. Avoid empowerment
E. Reward individual performances instead of the group as a whole
Q:
Performance gains that result when individuals and departments coordinate their actions is called _____.
A. synergy
B. conformance
C. deviance
D. groupthink
E. social loafing
Q:
Which of the following statements is true with respect to groups and teams?
A. All groups are considered as teams.
B. Teams have no restrictions on the number of members in them, unlike groups.
C. The intensity with which members work together is always higher in a team than in a group.
D. All groups are informal and all teams are formal.
E. There is a specific, overriding common goal or objective for groups but not for teams.
Q:
As group size increases, social loafing decreases.
A. True
B. False
Q:
The tendency of individuals to put in more effort when they work in groups than when they work alone is called social loafing.
A. True
B. False
Q:
High levels of cohesiveness can cause group members to be extremely focused on group goal accomplishment even if it may jeopardize organizational performance.
A. True
B. False
Q:
As group cohesiveness increases, the extent of group members' participation within the group decreases.
A. True
B. False
Q:
Group identity and healthy competition are consequences of group cohesiveness.
A. True
B. False
Q:
The degree to which members of a group are attracted to or loyal to the group is called group cohesiveness.
A. True
B. False
Q:
Deviance signals that a group is not controlling one of its members' behaviors.
A. True
B. False
Q:
Shared rules of conduct that most group members follow are known as group norms.
A. True
B. False
Q:
The final stage in group development is adjourning, which applies only to groups that eventually are disbanded.
A. True
B. False
Q:
Norming is the first stage of group development, in which members try to get to know one another.
A. True
B. False
Q:
Leaders that emerge naturally from a group are called informal leaders.
A. True
B. False
Q:
When a group's members are reciprocally interdependent, managers are advised to reward group members on the basis of group performance.
A. True
B. False
Q:
When group members are reciprocally interdependent, managers are advised to create large groups.
A. True
B. False
Q:
Pooled, sequential, and reciprocal are different types of task interdependencies.
A. True
B. False
Q:
In pooled task interdependence, the work performed by a group member is highly dependent on the work performed by other group members.
A. True
B. False
Q:
In groups with sequential task interdependence, motivation is highest when managers reward a member based on his individual performance rather than the group's performance.
A. True
B. False
Q:
The appropriate size of a high-performing group is affected by the kind of tasks the group is to perform.
A. True
B. False
Q:
Members of small groups are better able to see the importance of their personal contributions for their group's success when compared to members of large groups.
A. True
B. False
Q:
Interest groups are informal groups composed of employees who enjoy one another's company and share similar recreational interests.
A. True
B. False
Q:
Informal groups of workers who socialize with one another on the job are known as friendship groups.
A. True
B. False
Q:
Employees of a multinational organization will mostly likely opt for asynchronous technologies when large differences in time zones make it impossible for them to communicate on a real-time basis.
A. True
B. False