Chapter 13

Question 1

A collection of individuals who
interact with each other such
that one person’s actions have
an impact on the others.

Answer 1

group

Question 2

Groups made up of two or more
individuals who are associated
with one another in ways not
prescribed by the formal
organization.

Answer 2

Informal work groups

Question 3

A group made up of managers,
subordinates, or both with
close associations among group
members that influence the
behavior of individuals in the
group.

Answer 3

formal work group

Question 4

A model proposed by Bruce
Tuckman in 1965 involving a
four-stage map of group
evolution.

Answer 4

Forming-Storming-Norming-Performing Model

Question 5

The fifth and final stage of the
Tuckman model

Answer 5

adjourning

Question 6

The stage in which the group
comes together for the first
time.

Answer 6

Forming

Question 7

Group members begin to
explore their power and
influence and they often stake
out their territory by
differentiating themselves
from the other group members
rather than seeking common
ground.

Answer 7

Storming

Question 8

The stage in which participants
find it easy to establish their
own ground rules (or norms)
and define their operating
procedures and goals.

Answer 8

Norming

Question 9

The stage in which participants
are not only getting the work
done, but they also pay greater
attention to how they are doing
it.

Answer 9

Performing

Question 10

The theory that change within
groups occurs in rapid, radical
spurts rather than gradually
over time.

Answer 10

punctuated equilibrium

Question 11

The degree of camaraderie
within the group

Answer 11

Cohesion

Question 12

A group pressure phenomenon
that increases the risk of the
group making flawed decisions
by allowing reductions in
mental efficiency, reality
testing, and moral judgment.

Answer 12

Groupthink

Question 13

The tendency of individuals to
put in less effort when working
in a group context.

Answer 13

Social loafing

Question 14

A group’s perception of its
ability to successfully perform
well.

Answer 14

Collective efficacy

Question 15

KT 13.2

Answer 15

Groups may be either formal or informal. Groups go through developmental
stages much like individuals do. The Forming-Storming-NormingPerforming-Adjourning Model is useful in prescribing stages that groups
should pay attention to as they develop. The punctuated-equilibrium model
of group development argues that groups often move forward during bursts
of change after long periods without change. Groups that are similar, stable,
small, supportive, and satisfied tend to be more cohesive than groups that
are not. Cohesion can help support group performance if the group values
task completion, but too much cohesion can also be a concern for groups.
Social loafing increases as groups become larger. When collective efficacy is
high, groups tend to perform better.

Question 16

Any aspect of group
interaction that inhibits group functioning.

Answer 16

Process loss

Question 17

A cohesive coalition of people working together to achieve
mutual goals.

Answer 17

team

Question 18

Tasks that include actually
making something such as a
building, product, or a
marketing plan.

Answer 18

Production tasks

Question 19

Creative tasks such as brainstorming a new direction
or creating a new process.

Answer 19

Idea generation tasks

Question 20

Tasks involving coming up with plans for actions and making decision.

Answer 20

Problem-solving tasks

Question 21

The degree that team members
depend on one another to get
information, support, or
materials from other team
members to be effective.

Answer 21

Task interdependence

Question 22

This exists when team
members may work
independently and simply
combine their efforts to create
the team’s output.

Answer 22

Pooled interdependence

Question 23

Where one person’s output becomes another person’s input.

Answer 23

sequential
interdependence

Question 24

The point at which team members work on each task
simultaneously.

Answer 24

reciprocal interdependence

Question 25

A time when rewards that an individual receives depend on
the performance of others.

Answer 25

outcome
interdependence

Question 26

A temporary team that is asked
to address a specific issue or
problem until it is resolved.

Answer 26

task force

Question 27

A type of team that may be
either temporary or ongoing.

Answer 27

product development teams

Question 28

Teams that involve individuals from different parts of the
organization staff

Answer 28

cross-functional teams

Question 29

Teams in which members are
not located in the same physical place.

Answer 29

Virtual teams

Question 30

The belief that the other party
will show integrity, fairness,
and predictability in one’s
actions toward the other.

Answer 30

trust

Question 31

An Internet-based method for
many people to collaborate and
contribute to a document or
discussion.

Answer 31

wiki

Question 32

Teams that are appointed by
the chief executive officer
(CEO) and, ideally, reflect the
skills and areas that the CEO
considers vital for the
company.

Answer 32

Top management teams

Question 33

Teams where the manager
serves as the team leader.

Answer 33

Traditional or manager-led teams

Question 34

Teams that manage themselves
and do not report directly to a
supervisor. Instead, team
members select their own
leader, and they may even take
turns in the leadership role.

Answer 34

Self-managed teams

Question 35

Teams that have the
responsibility as well as the
authority to achieve their
goals.

Answer 35

empowered

Question 36

A special form of self-managed
teams in which members
determine who will lead them
with no external oversight.

Answer 36

self-directed teams

Question 37

KT 13.3

Answer 37

Teams, though similar to groups, are different in both scope and
composition. A team is a particular type of group: a cohesive coalition of
people working together to achieve mutual goals. In the 21st century, many
companies have moved toward the extensive use of teams. The task a team is
charged with accomplishing affects how they perform. In general, task
interdependence works well for self-managing teams. Team roles consist of
task, social, and boundary-spanning roles. Different types of teams include
task forces, product development teams, cross-functional teams, and top
management teams. Team leadership and autonomy varies depending on
whether the team is traditionally managed, self-managed, or self-directed.
Teams are most effective when teams consist of members with the right
KSAs for the tasks, are not too large, contain diversity across team members.
Decisions about where and how to use teams, the leadership of teams, and
the structure of teams illustrate the overlap in the design and leading P-O-LC functions.

Question 38

Shared expectations about how
things operate within a group
or team.

Answer 38

Norms

Question 39

A contract that includes
agreements on established
ground rules, goals, and roles.

Answer 39

team contract

Question 40

KT 13.4

Answer 40

Much like group development, team socialization takes place over the life of
the team. The stages move from evaluation to commitment to role
transition. Team norms are important for the team process and help to
establish who is doing what for the team and how the team will function.
Creating a team contract helps with this process. Keys to address in a team
contract are team values and goals, team roles and leadership, team decision
making, team communication expectations, and how team performance is
characterized. Team meetings can help a team coordinate and share
information. Effective meetings include preparation, management during
the meeting, and follow up on action items generated in the meeting.

Question 41

KT 13.5

Answer 41

Barriers to effective teams include the challenges of knowing where to
begin, dominating team members, the poor performance of team members,
and poorly managed team conflict.

Question 42

KT 13.6

Answer 42

There are many things you can do to help build a cohesive team. One key
thing to remember is that too much cohesion without strong performance
norms can be a problem. Many of the ways to build cohesive groups are also
fun, such as celebrating successes and creating rituals.