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Business leadership > teamwork > Flashcards

teamwork Flashcards

1
Q

what factor distinguishes a group of people from a high performance team?
a. nothing, they are the same
b. the social diversity of the group
c. the way members work with one another to achieve common goal
d. none of the above

A

C

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2
Q

Which of the following would contribute to a high-performing tasks?
a. a team member giving expert in a task
b. team members being fully aware of how their job fits into the team task
c. team members understanding their tasks are independent
d. all of the above
e. none of the above

A

D

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3
Q

Teams are expected to perform
a. at the same level as individuals
b. at a lower level than individuals
c. at a higher level than individuals
d. none

A

C

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4
Q

Managers of high performing teams
a. allow team members to do whatever they want
b. carefully plan and choreograph individual jobs integrated into the team tasks
c. foster disruptive acts to excite team members to higher performance
d. all

A

C

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5
Q

High-performing teams
a. perform individual tasks nearly flawlessly and in ner perfect order and unison
b. never worry about performance order and unison of tasks
c. only are concerned with the performance of tasks not the order and unison
d. none

A

A

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6
Q

Things people do to help team succeed and help their members enjoy the team experience is called
a. team destiny
b. tam contribution
c. dream team
d. unnecessary

A

A

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7
Q

What is teamwork effect
a. team members working together for a long enough time to learn each other’s skill, interactions and way of performing
b. an aberration of academia
c. an overrated concept related to new teams only
d. none

A

A

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8
Q

According to the textbook, which of the following are a “must have” skills
a. Encouraging and motivating others
b. persuading other to cooperate
c. avoiding disruptive acts and words
d. all
c. none

A

D

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9
Q

“Must have” skill for a team id
a. accepting suggestions
b. at least one “star’’ member
c. at most one disruptive act per every two team tasks
d. avoidance of consensus

A

c

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10
Q

Resolving and negotiating conflict is seen as
a. a needless endeavour in team building
b. a must have team skills
c. too expensive to much time doing
d. a task left to the CEO

A

B

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11
Q

With respect to teams and teamwork, the key question for managers and team leaders is
a. How do we make sure that the teamwork satisfy team members?
b. How do we make sure that the teamwork benefit the organization financially?
c. How do we make sure that the teamwork are utilized throughout the entire org.?
d. How do we make sure that the teamwork are utilized to everyone’s best advantage?
e. How do we make sure that the teamwork do not consume excessive amount of time?

A

D

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12
Q

A___ is a small group of people with complementary skills, who work together to accomplish shared goals while w=holding themselves mutually accountable for performance results.
a. org
b. network
c. team
d. gang
e. agency

A

C

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13
Q

The process of people actively working together in groups to accomplish common goals is called
a. interpersonal interaction
b. organizational work
c. camaraderie
d. teamwork
e. synergy

A

D

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14
Q

The textbook identifies four important team and teamwork foles for managers. Which of the following is not one of these roles?
a. supervisor
b. facilitator
c. follower
d. participant
e. coach

A

C

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15
Q

When the whole is greater than the sum of the individual parts, a special benefit of teamwork occurs. This special benefit is known as __
a. quality circle
b. group dynamics
c. team building
d. cohesiveness
e. synergy

A

E

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16
Q

all of the following are examples of the usefulness of teams except
a. more resources for problem solving
b. improved creativity
c. higher motivation
d. better control and work discipline
e. complete elimination of personality conflicts`

A

E

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17
Q

___ refers to the presence of the free riders who slack off because responsibility is diffused in teams and others are present to do the work
a. social imperfection
b. poor work ethics
c. anti-synergy
d. synergy
e. social loafing

A

E

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18
Q

Which of the following items does not identify a problem that is commonly encountered in teams
a. personality conflicts
b. a strong belief in group work
c. differences in work styles
d. task ambiguity
e. poor readiness to work

A

B

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19
Q

The problem typically associated with meetings include all of the following except
a. people arrive late
b. the meeting is too short
c. people don’t stay on topic
d. nothing happens when the meeting is over
e. things never get better

A

B

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20
Q

All of the following statements accurately describe problems that are typically associated with meetings except
a. meeting is too long
b. discussion lacks candour
c. right info isn’t available
d. things ever get better
e. people gain understanding` of issues and one another

A

E

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21
Q

Two types of groups especially important to managers in organizations. These groups are ___
a. formal and developmental
b. informal and formal
c. formal and cohesiveness
d. cohesive and emergent
e. psychological and social

A

B

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22
Q

___ are part of the formal organizational structure and are created to fulfill a variety of essential operations
a. formal groups
b. cohesive groups
c. emergent groups
d. psychological groups
e. social groups

A

A

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23
Q

__ are ones the emerge within organizations from spontaneous relationships among people rather than being officially created by the organization to serve an essential purpose
a. informal groups
b. psychological groups
c. emergent groups
d. Ad hoc groups

A

A

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24
Q

Interest groups, friendship, and support groups are examples of
a. formal teas
b. functional teams
c. cross-functional
d. self-managing
e. informal groups

A

E

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25
Q

Informal groups that emerge for a wide variety of personal reasons are called
a. interest groups
b. friendship groups
c. support groups
d. enabling groups
e. autonomous groups

A

B

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26
Q

Which of the following statements does not accurately describe an implication of informal groups for organizations?
a. informal groups can have a positive impact on work performance
b. relationships within informal groups ay actually help speed the workflow within the formal structure
c.informal groups can help satisfy social needs
d. informal groups can provide security for group members
e. informal group perform tasks that are essential to the accomplishments of key operating objectives

A

E

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27
Q

The trend toward ___ in organizations is associated with the new developments in the use of teams
a. more use of info and tech
b. greater empowerment
c. downsizing and rightsizing
d. more ethical behaviour

A

B

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28
Q

Commitment is a
a. group of people who meet to work on a specific problem
b. permanent self-managing team
c. temporary work team
d. collection of people working together in a division of labour to accomplish a common purpose
e. formal team of people working together outside their daily job assignments to pursue a specific purpose

A

E

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29
Q

___ or ___ bring together people from various parts of an organization to work on common problems, but on a temporary basis
a. project teams…cross-functional teams
b. committees…task forces
c. project teams..tasks forces
d. cross-functional teams…virtual forces
e. employee involvement teams…committee

A

C

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30
Q

__ is a temporary groups created to solve a specific problem
a. task force
b. functional group
c. quality control circle
d. autonomous work group
e. command group

A

A

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31
Q

A___ has members who come from different functional units of org
a. departmental sharing teams
b. cross-functional team
c. structural team
d. communication team
e. organizational involvement committee

A

B

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32
Q

— are indispensable to organizations that emphasizes adaptation and horizontal integration
a. departmental sharing teams
b. structural teams
c. communication teams
d. cross-functional teams
e. organizational involvement committees

A

D

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33
Q

A group of people who work together to solve p[roblems through computer-mediated interactions instead of face-to-face meetings is operating as
a. automated quality circle
b. virtual team
c. electronically stimulated group
d. a wide-area network team
e. human source team

A

B

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34
Q

Which of the following does not accurately describe virtual teams
a. team members from geographically dispersed locations can deal with issues in a tim-efficient fashion
b. because of info tech, virtual teams provide a problem-free approach to dealing with issues among team members at geographically dispersed locations.
c. interpersonal difficulties that might occur in face-to-face meetings could be minimized or eliminated
d. working relationships can be depersonalized

A

B

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35
Q

In a growing number of orgs, the functional teams is being replaced by___
a. informal task structures
b. electronic networks
c. high command structures
d. self-managing teams
e. manager involvement teams

A

D

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36
Q

which of the following statements do not accurately describe self-managing teams?
a. self managing teams are authorized to make decisions about how they share and perform the required work
b. self-managing teams operate with participative decision making, share tasks, and responsibility for many managerial tasks
c. self-managing teams never have the authority to hire or fire team members
d. self-managing responsibilities typically include planning and scheduling works as well training members in various tasks
e. self-managing teams are expected to help enhance performance, decrease costs, and improve morale

A

C

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37
Q

Self managing teams possess all of the following except
a. members train one another to develop multiple job skills
b. members evaluate one another’s performance contributions
c. members have discretion in scheduling work within the team
d. members are held individually accountable for performance results

A

D

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38
Q

— is a sequence of planned activities used to gather and analyze data on the functioning of a tea and to implement constructive changes to increase the team’s operating effectiveness
a. team cohesiveness
b. team building
c. team planning
d. leadership development

A

B

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39
Q

Team bulding is a multi-step process. which of the following are not a recommended team-building step?
a. become aware of potential problems
b. develop individual competitive goals
c. gather and analyze data
d.develop action plans
e. evaluate results

A

B

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40
Q

The ultimate goal of — is to create more and better teamwork among group members
a. formal groups
b. informal
c. team building
d. leadership training
e. problem solving

A

C

41
Q

— means that a work group or team is expected to transform resource inputs into product outputs that have some value for the org
a. performance
b. cohesion
c. commitment
d. satisfaction
d. future viability

A

A

42
Q

In considering results that any teammust achieve, — means that members should experience satisfaction from performance results and their participation in the process
a. performance
b. gratification
c. commitment
d. satisfaction
e. future viability

A

D

43
Q

Effective team is defined as one that
a. chieves and maintains high levels of task performance
b. achieves and maintains member satisfaction
c. remains viable for the future
d. all
e.none

A

D

44
Q

Which input factor to group process concerns provides support i the form of information, material resources, technology, spatial arrangements, organization structures, and rewards?
a. organizational setting
b, nature of the tasks
c. team size
d. membership characteristics
e. group norms

A

A

45
Q

In comparison to simple tasks, complex tasks require more information exchange and more intense interactions. This fact reflects which input factor of group process
a. the nature of tasks
b. membership characteristics
c. organizational settings
d. type of the group
e. cohesiveness of the group

A

A

46
Q

the number and complexity of interactions can make increasingly difficult to manage a they grow in size. The threshold [point at which team size becomes a significant input factor in effective group process is
a.four or five team members
b. six or seven
c. eight or nine
d. ten or eleven
e. twelve

A

B

47
Q

The group process challenge is to – the advantages and – the potential disadvantages of team diversity
a. minimize…minimize
b. minimize…maximize
c. maximize…minimize
d.maximize…maximize
e.none

A

C

48
Q

The phases or stages i the life cycle of any team are
a. forming, storming, norming, performing, and adjourning
b. introduction, growth, maturity, and decline
c. forming, norming, performing, and satisfying
d. inputs, throughputs, and outputs
e. problem definition, problem analysis, solution generation, solution implementation, and evaluation

A

A

49
Q

The initial task orientation and interpersonal testing of individual members occurs in the — stage
a. forming
b. storming
c. norming
d. performing
e. adjourning

A

A

50
Q

Conflicts over tasks and ways of operating as a team occur in the — stage
a. forming
b.storming
c. norming
d. performing
e. adjourning

A

B

51
Q

teamwork and focused task performance occur in the — stage
a. forming
b.storming
c. norming
d. performing
e. adjourning

A

D

52
Q

task accomplishment and eventual disengagement occur in the —stage
a. forming
b.storming
c. norming
d. performing
e. adjourning

A

E

53
Q

The norming stage of the team life cycle is characterized by —
a. a period of high emotionality
b. identification of team boundaries and team roles
c. efforts to find ways to accomplish group goals while also satisfying individual needs
d. team becoming a coordinated work unit with shared rules of conduct
e. the ability to handle membership disagreement in creative ways

A

D

54
Q

During the — stage of the team cycles, total integration of team members occurs, and they creatively deal with complex tasks and interpersonal conflicts
a. forming
b.storming
c. norming
d. performing
e. adjourning

A

D

55
Q

rules or standards that guide the behaviour of team members are called
a. cohesion factors
b. required behaviours
c. task guides
d. maintenance behaviours
e. norms

A

E

56
Q

a — defines the level of work effort and performance that team members are expected to contribute
a. team norm
b. performance norm
c. work norm
d. work/effort norm
e. productivity norm

A

B

57
Q

The degree to which members are attracted to and motivated to remain part of the team is called
a. groupthink
b. norm intensity
c. system interaction
d. cohesiveness
e. social behaviour

A

D

58
Q

In terms of team productivity, the best-case scenario of a work team’s performance norms and cohesiveness occurs with — performance norms and — team cohesiveness
a. high…high
b. positive..high
c. negative…high
d. negative…low
e. positive…low

A

B

59
Q

Which of the following is not something a manager can do to increase team cohesion?
a. increase membership homogeneity
b. decrease team size
c. introduce competition with other teams
d. reward team rather than individual results
e. encourage direct physical contact with other teams

A

E

60
Q

Activities that contribute directly to the team’s performance purpose are called
a. maintenance activities
b. group dynamics
c. required behaviours
d. group process activities
e. task activities

A

E

61
Q

two types of activities are essential if team members are to work well together over time. these two activities are
a. task and maintenance activities
b. norm and cohesion building activities
c. effectiveness and efficiency training activities
d. promoting interactions and sentiments
e. developing emergent and required behaviours

A

A

62
Q

efforts to support the emotional life of the team as an ongoing social system are —
a. effective behaviours
b. affiliation activities
c. maintenance activities
d. support services
e. cohesion activities

A

A

63
Q

— make every team member continually responsible for both recognizing when task or maintenance activities are needed and taking actions to provide them
a. team cohesiveness
b. distributed leadership
c. groupthink
d. consensus
e. interacting group pattern

A

B

64
Q

— is the process of making choices among alternative courses of action
a. problem solving
b. decision making
c. groupthink
d. group decision
e. high-performance leadership

A

B

65
Q

decision by — occurs when one idea after another is suggested without discussing them, and then the team finally accepts an idea without any critical evaluation
a. majority rule
b. lack of response
c. authority rule
d. consensus
e. minority rule

A

B

66
Q

decision by – is being used when two or three people can dominate the majority or railroad the majority intro agreeing to solution
a. majority rule
b. lack of response
c. authority rule
d. consensus
e. minority rule

A

E

67
Q

when formal voting or polling takes place, with the objective of determining which idea is favoured by more than half the team members, the team is making a decision by —
a. majority rule
b. lack of response
c. authority rule
d. consensus
e. minority rule

A

A

68
Q

teams will make decisions by — when they argue, engage in reasonable conflict, respect one another, and yet make a decision that does not require unanimity but can be supported by all team members
a. consensus
b. unanimity
c. majority rule
d. minority rule
e. lack of response

A

A

69
Q

a very important — is the ability to help a team choose the best decision method for the task at hand
a. team member skill
b. team leadership-
c. team building-
d. groupthink
e. group cohesion-

A

B

70
Q

To be effective in deciding whether to use individual, consultative, or group decision methods for a particular situation, team leaders must —
a. understand the assets and liabilities of group decision making
b. have competent and motivated group members
c. know how to solve problems better than any of the team members
d. all
e. none

A

A

71
Q

A tendency for highly cohesive group to lose their evaluative capabilities is called
a. synergy
b. norm overload
c. dysfuntionalism
d. group stasis
e. groupthink

A

E

72
Q

Groupthink can be avoided by doing all of the following except
a. assigning the role of critical evaluator to each group member
b. having the leader strongly advocate a particular course of action
c. creating sub-teams to work on the same problem and then sharing their proposed solutions
d. inviting outside experts to observe and react to group process and decisions
e. assigning one member to play a devil’s advocate role at each team meeting

A

B

73
Q

the team decision-making technique that rules out criticism and encourages freewheeling and building on one another’s ideas is known as —
a. quality circles
b. nominal team building
c. brainstorming
d. groupthink
e. creativity

A

C

74
Q

The guidelines for brainstorming include all of the following except
a. all criticism is ruled out
b. freewheeling is welcomed
c. quantity of idea is important
d.quality of ideas is important
e. building on one another’s ideas is encouraged

A

D

75
Q

— uses a high constructed meeting agenda to allow everyone to contribute ideas without the interference of evaluative comments by others
a. quality circle
b. nominal group technique
c. brainstorming
d. groupthink
e. conflict management

A

B

76
Q

— is the disagreement between two or more people on substantive or emotional issues
a. compromise
b. behavioural self-interest
c. competitiveness
d. social discord
e. conflict

A

E

77
Q

conflict that occurs because of disagreement over things such as goals, the allocation of resources, the distribution of rewards, policies and procedures, or job assignments is referred to a — conflict
a. substantive
b. administrative
c.organizational
d.emotional
e. confrontational

A

A

78
Q

when employees have feelings of anger, distrust, dislike, fear, and resentment toward others, — conflict is the likely cause
a. substantive
b. administrative
c.emotional
d.organizational
e. confrontational

A

C

79
Q

type of conflict that stimulates employees to work greater work efforts, cooperation, and creativity is — conflict
a. functional
b. concentrated
c. dysfunctional
d. destructive
e. cooperative

A

A

80
Q

confict is destructive and hurts task performance
a. functional
b. concentrated
c. dysfunctional
d. constructive
e. cooperative

A

C

81
Q

dysfunctional or destructive conflict occurs when conflict is
a. very low
b. medium
c. very high
d. both a and c
e. both b and c

A

D

82
Q

According to the text, which of the following is not a cause of conflict
a. role ambiguities
b. structural differentiation
c. technological advances
d. task interdependencies
e. unresolved prior conflicts

A

C

83
Q

As a cause of conflict, — involve unclear job expectations and other task uncertainties that increase the likelihood that people will be working at cross-purpose
a. role ambiguities
b. resource scarcities
c. task interdependencies
d. competing objectives
e. structural differentiation

A

A

84
Q

-, — involve individuals or groups being independent on what others do in order to perform well themselves
a. role ambiguities
b. task interdependencies
c. competing objectives
d. structural differentiation
e. unresolved prior conflicts

A

B

85
Q

-, — involve poorly set objectives or poorly designed reward system
a. role ambiguities
b. task interdependencies
c. competing objectives
d. structural differentiation
e. unresolved prior conflicts

A

C

86
Q

effective — eliminates the underlying substantive or emotional causes of conflict and reduces the potential for similar conflicts in the future
a. stress management
b. constructive feedback
c. conflict resolution
d. negotiation
e. decision-making

A

C

87
Q

which of the following statements is not true regarding conflict and conflict resolution
a.——
b. effective conflict resolution should eliminate the underlying cause of conflict
c. true conflict resolution removes any existing conditions that might rekindle the original conflict
d. managers are usually unable to redirect resolution toward constructive rather than destructive ends
e. effective conflict resolution reduces the potential for similar conflicts in the future

A

D

88
Q

Managers may choose different integrative devices for resolving conflicts between individuals or groups. Which of the following is not one of those integrative devices.
a. using liaison personnel, special task forces, cross-functional teams, or a matrix organization to change interaction patterns and assist in conflict management
b. changing reward systems to reduce competition among individuals and groups for rewards
c. changing the poeople by replacing or transferring one or more of the conflicting parties
d. policies and procedures may be used to direct behaviour in a ppropriate ways
e. training in interpersonal skills can help prepare people to work more effectively in conflict situations

A

C

89
Q

in assessing conflict management styles, — refers to the desire to satisfy another party’s needs and concerns
a. assertiveness
b. best alternative to a negotiated agreement
c. cooperativeness
d. alternative dispute resolution
e. intensity of conflict

A

C

90
Q

-, — refers to the desire to satisfy one’s own needs and concerns
a. assertiveness
b. best alternative to a negotiated agreement
c. cooperativeness
d. alternative dispute resolution
e. intensity of conflict

A

A

91
Q

the conflict management style of — involves being uncooperative and unassertive. This style is characterized by downplaying disagreement with drawing from the situations, and/or staying neutral at all costs
a. avoidance
b. accommodation
c. competition
d. compromise
e. collaboration

A

A

92
Q

suppose that a manager responds to a disagreement between subordinates by saying: “I don’t want to get in the middle of your personal disputes”. This manager is using which conflict management style?
a. avoidance
b. authoritative command
c.accomodation
d. collaboration
e. unassertive

A

A

93
Q

the conflict management style of — involves being uncooperative and assertive. This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing through the exercise of authority
a. avoidance
b. accomodation
c. competition
d. compromise
e. collaboration

A

C

94
Q

— conflict occurs when no one achieves his or her true desire and the underlying reasons for conflict remains unaffected
a. lose-lose
b. win-lose
c. win-win
d. satisficing
e.optimizing

A

A

95
Q

Forming

A

the process of building the team together

96
Q

Storming

A

organizing tasks and process surface interpersonal conflict

97
Q

Norming

A

creating new ways and being together

98
Q

Performing

A

Business leadership (5 decks)

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