Chapter # 9

Question 1

Group

Answer 1

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

Question 2

Informal work groups

Answer 2

Two or more individuals who are associated with one another in ways not prescribed by the formal organization.

Question 3

Formal work group

Answer 3

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

Question 4

Formal work group

Answer 4

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

Question 5

Forming-stormign-norming-perfoming model

Answer 5

Proposed by Bruce Tuckman in 1965 and involved a four stage map of group evolution.

Question 6

Adjourning phase

Answer 6

The fifth and final stage later added to the Tuckman model.

Question 7

Forming

Answer 7

Stage when the group comes together for the first time.

Question 8

Storming

Answer 8

Stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative.

Question 9

Norming

Answer 9

Stage when participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

Question 10

Performing

Answer 10

Stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it.

Question 11

Punctuated equilibrium

Answer 11

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

Question 12

Cohesion

Answer 12

The degree of camaraderie within the group.

Question 13

Group think

Answer 13

A tendency o avoid a critical evaluation of ideas the group favors.

Question 14

Social loafing

Answer 14

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

Question 15

Collective efficacy

Answer 15

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

Question 16

Process loss

Answer 16

Any aspect of group interaction that inhibits group functioning.

Question 17

Team

Answer 17

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

Question 18

production tasks

Answer 18

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

Question 19

Idea-generation tasks

Answer 19

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

Question 20

Problem-solving tasks

Answer 20

Refers to coming up with plans for actions and making decisions.

Question 21

Task interdependence

Answer 21

The degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective.

Question 22

Pooled interdependence

Answer 22

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

Question 23

Sequential interdependence

Answer 23

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

Question 24

Sequential interdependence

Answer 24

In a team, when one person’s output becomes another person’s input.

Question 25

Reciprocal interdependence

Answer 25

Team members working on each task simultaneously.

Question 26

Outcome interdependence

Answer 26

When the rewards that an individual receives depend on the performance of others.

Question 27

Task force

Answer 27

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

Question 28

Product development teams

Answer 28

Other teams that may be temporary or ongoing.

Question 29

Cross-functional teams

Answer 29

Teams that involve individuals from different parts of the organization staff.

Question 30

Virtual teams

Answer 30

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

Question 31

Top management teams

Answer 31

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

Question 32

Traditional manager-led teams

Answer 32

Teams where the manager serves as the team leader.

Question 33

Self-managed teams

Answer 33

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

Question 34

Empowered teams

Answer 34

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

Question 35

Self-directed teams

Answer 35

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

Question 36

Norms

Answer 36

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

Question 37

Team contract

Answer 37

Agreements on established ground rules, goals, and roles.