MGT 331 Final Flashcards
(CH.7) Command Workgroups
Relatively permanent
Formal
Organizational chart
(CH.7) Affinity Workgroups
Relatively permanent
Informal
Not on organizational chart
(CH.7) Group Performance Factors
Composition
Size
Norms
Cohesiveness *
Informal Leadership
(CH.7) A formal group formed by an organization to do its work
Workgroups
(CH.7) A relatively permanent, formal group with functional reporting relationships and is usually included in the organization chart
Command Group
(CH.7) Collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems
Affinity Groups
(CH.7) TRUE or FALSE
In business organizations, most employees work in command groups, as typically specified on an official organization chart.
TRUE
(CH.7) TRUE or FALSE
Affinity Groups are typically a part of the organizational hierarchy
FALSE
(CH.7) A team whose members come from the same department or function area
Functional Teams
(CH.7) A team whose members come from different departments or functional areas
Cross-Functional Teams
(CH.7) Teams established to solve problems and make improvements at work
Problem-Solving Teams
(CH.7) Teams that set their own goals and pursue them in ways decided by the team
Self-Directed Teams
(CH.7) Teams that operate semi-autonomously to create and develop new products (product development teams), processes (process design teams), or businesses (venture teams)
Venture Teams
(CH.7) Teams with members from different countries
Global Teams
(CH.7) Is relatively permanent and informal and draws its benefits from the social relationships among its members
Friendship Groups
(CH.7) Is relatively temporary and informal and is organized around a common activity or interest of its members
Interest Groups
(CH.7) The degree of similarity or difference among group members on factors important to the group’s work
Group Composition
(CH.7) TRUE or FALSE
Groups with members of different ages and experiences tend to experience frequent changes in membership.
TRUE
(CH.7) TRUE or FALSE
A homogeneous group tends to have more conflict, more differences of opinion, rougher communication, and less interactions.
FALSE
A homogeneous group tends to have LESS conflict, FEWER differences of opinion, SMOOTHER communication, and MORE interactions.
(CH.8) Three levels of Decision-Making
Strategic
(Merge, new product, downsize
CEO / top management)
Tactical
(How market; how communicate decisions
Manager)
Operational
(What to tell customers about new product; how to balance new work with current
Employee)
(CH.8) Decision-Making Process
1.) State the issue or
problem
2.) Establish and weight
the criteria
3.) Generate options
4.) Evaluate options
5.) Select Best
6.) Implement
7.) Review decision
(CH.7) A team of Americans and Koreans are working on resolving problems at Korean Air. Tim, an American and a team leader from Houston, understands in advance that there will be cultural challenges in this arrangement. What should he be sensitive to in dealing with his Korean counterparts?
A.) The Koreans are more likely to bypass senior managers and freely express their ideas.
B.) The Koreans may not openly disagree with Tim because of his position of authority.
C.) The Koreans will be willing to directly answer questions about their preferences.
D.) The Koreans will want to get closure each day and move on to the next agenda item.
B.) The Koreans may not openly disagree with Tim because of his position of authority.
(CH.7) The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company’s organization chart. This type of group is known as a __________.
A.) functional group
B.) command group
C.) affinity group
D.) common interest group
C.) affinity group
(CH.7) Which of the following is a core strength of problem-solving teams?
A.) They take advantage of employees’ expertise by grouping employees who do the actual work.
B.) They save the company money by communicating using the Internet and other information technologies.
C.) Employees can bond from long-standing relationships.
D.) They can come up with creative products and solutions by operating semi-autonomously.
A.) They take advantage of employees’ expertise by grouping employees who do the actual work.
(CH.7) Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact.
A.) positive, positive
B.) negative, positive
C.) positive, negative
D.) negative, negative
C.) positive, negative
(CH.7) What term refers to the performance improvements that occur because people work together rather than independently?
A.) process loss
B.) process gain
C.) team efficacy
D.) cohesiveness
B.) process gain
(CH.7) Which of the following is NOT one of the five basic group performance factors?
A.) cooperation
B.) informal leadership
C.) cohesiveness
D.) composition
A.) cooperation
(CH.7) After management at Cascade Geotechnical decided to adopt a teams approach to problem solving, the firm benefitted in many ways. Which of the following items was an organizational benefit?
A.) Employees had the opportunity to be self-determining.
B.) It eliminated redundant layers of bureaucracy.
C.) Absenteeism and turnover both declined significantly.
D.) There was less use of employee assistance programs.
B.) It eliminated redundant layers of bureaucracy.
(CH.7) Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur?
A.) leader-centered
B.) tightly formed
C.) reality and unrest
D.) start-up
B.) tightly formed
(CH.7) You are worried about some of the costs associated with shifting to a team approach. Which of the following factors is a legitimate concern?
A.) Teams take a fair amount of work but have a relatively short lifespan.
B.) Some employees may feel concerned that their jobs are in jeopardy.
C.) Managers may take their desirable new skills as coaches to a competitor.
D.) It can be hard to attract younger workers, who tend to prefer workplaces with traditional manager-based systems.
B.) Some employees may feel concerned that their jobs are in jeopardy.
(CH.7) Which of the following factors is associated with a high level of group cohesiveness?
A.) individualism
B.) large size
C.) external threats
D.) recent composition
C.) external threats
