Ch.12 Test Bank Answers Teamwork nan

M: Management, 6e (Bateman)

Chapter 12 Teamwork

1) Teams can satisfy important personal needs for their members, such as affiliation and esteem.

2) Job skills learned by working in a team are not transferable to new positions.

3) Self-managed teams are seldom found in manufacturing.

4) Groups always keep progressing from one stage of team leadership to the other; they never remain at any level for a long time.

5) When trust is low, team members may spend more time trying to influence team dynamics to protect their own interests than performing their actual jobs.

6) For a cohesive group to make good decisions, it should establish a norm of constructive disagreement.

7) An organization has decided to restructure its traditional work environment by adopting team-based approaches to work. How would this affect the organization?

A) The employees will develop an individualistic approach to work.

B) The quality of the work will decline.

C) The employees will refrain from free riding and social loafing.

D) The organization's productivity will increase.

E) The organization's costs will rise.

8) Select the benefit that teams CANNOT achieve.

A) an increase in productivity

B) an improvement in quality

C) a reduction in costs

D) an analysis of staffing

E) an increase in speed

9) Team-based approaches to work have generated excitement. Used appropriately, teams can be powerfully effective as a(n)

A) start-up to a large corporation.

B) building block for organization structure.

C) award-winning strategy.

D) marketing strategy.

E) alternative to evaluation.

10) How does a group differ from a team?

A) Teams hold their members individually accountable for achieving performance improvements.

B) Groups do not require their members to interact.

C) Groups do not necessarily perform as a unit.

D) Teams usually do not require their members to agree on a common goal to be achieved.

E) Teams are usually formed of a large number of people.

11) A(n) ________ is a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements.

A) group

B) environment

C) team

D) system

E) sample

12) A ________ is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

A) team

B) population

C) system

D) sample

E) group

13) In a traditional work environment,

A) managers and team members jointly determine and plan the work.

B) rewards are based on individual performance.

C) jobs require broad skills and knowledge.

D) employees at all levels are involved in determining best work methods.

E) most information is freely shared at all levels.

14) Identify a defining characteristic of a traditional work environment.

A) Jobs require broad skills and knowledge.

B) Rewards are based on individual and team performance.

C) Measured risk taking is encouraged and supported.

D) Managers primarily determine "best methods" related to work processes.

E) Most information is freely shared at all levels of the organization.

15) In a traditional work environment,

A) everyone works to continuously improve methods and processes.

B) rewards are based on individual and team performance.

C) managers and team members jointly determine and plan the work.

D) most information is freely shared at all levels.

E) risk taking is discouraged and punished.

16) In a traditional work environment,

A) most information is "management property."

B) managers and team members jointly determine and plan the work.

C) rewards are primarily based on contributions to individual and team performance.

D) measured risk taking is encouraged and supported.

E) everyone works to continuously improve methods and processes.

17) In a new team environment,

A) everyone works to continuously improve methods and processes.

B) managers alone determine and plan the work.

C) jobs are narrowly defined.

D) cross-training is viewed as inefficient.

E) tasks and duties are narrowly defined.

18) In a new team work environment,

A) risk taking is discouraged and punished.

B) rewards are based on individual performance and contributions to team performance.

C) most information is "management property."

D) training for nonmanagers primarily focuses on technical skills.

E) teams are created to promote groupthink among the members.

19) In a new team work environment,

A) managers alone determine and plan the work.

B) most information is "management property."

C) measured risk taking is encouraged and supported.

D) rewards are based solely on individual performance.

E) managers alone determine "best work methods."

20) In a new team work environment,

A) people work alone.

B) jobs are narrowly defined.

C) training for nonmanagers focuses on technical skills.

D) managers and team members plan together.

E) risk taking is discouraged and punished.

21) ________ make or do things like manufacture, assemble, sell, or provide service.

A) Work teams

B) Focus groups

C) Staff departments

D) Quality circles

E) Interest groups

22) Work teams

A) operate separately from the regular work structure of the firm on a temporary basis.

B) typically are well defined and a clear part of the formal organizational structure.

C) are the least common types of teams found in organizations.

D) only exist in a traditional work environment.

E) are not directly involved in manufacturing or providing services, but they support other teams that are involved in these activities.

23) ________ have specific assignments, such as research, and members usually must contribute expert knowledge and judgment.

A) Parallel teams

B) Staff departments

C) Work teams

D) Project and development teams

E) Quality circles

24) ________ work toward a one-time product, disbanding once their work is completed.

A) Staff departments

B) Line departments

C) Work teams

D) Focus groups

E) Project and development teams

25) ________ operate separately from the regular work structure of the firm on a temporary basis.

A) Management teams

B) Parallel teams

C) Work teams

D) Focus groups

E) Staff departments

26) In ________, members often come from different units or jobs and are asked to do work that is not normally done by the standard structure.

A) functional departments

B) work teams

C) focus groups

D) parallel teams

E) management teams

27) ________ coordinate and provide directions to the subunits under their jurisdiction and integrate work among subunits.

A) Management teams

B) Focus groups

C) Interest groups

D) Parallel teams

E) Project teams

28) A(n) ________ is based on authority stemming from hierarchical rank and is responsible for the overall performance of the business unit.

A) focus group

B) parallel team

C) interest group

D) quality circle

E) management team

29) ________ are work groups composed of multinational members whose activities span multiple countries.

A) Parallel teams

B) Transnational teams

C) Management teams

D) Focus groups

E) Interest groups

30) ________ differ from other work teams not only by being multicultural but also often by being geographically dispersed, being psychologically distant.

A) Parallel teams

B) Management teams

C) Transnational teams

D) Focus groups

E) Interest groups

31) ________ are physically dispersed and communicate electronically more than they do face-to-face.

A) Parallel teams

B) Interest groups

C) Focus groups

D) Management teams

E) Virtual teams

32) In the context of teams, ________ have no managerial responsibilities.

A) self-designing teams

B) semiautonomous work groups

C) traditional work groups

D) autonomous work groups

E) self-managed teams

33) In ________, the first-line manager plans, organizes staffs, directs, and controls them, and other groups provide support activities, including quality control and maintenance.

A) autonomous work groups

B) self-designing teams

C) self-managed teams

D) traditional work groups

E) semiautonomous work groups

34) ________ are voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions or execute.

A) Interest groups

B) Quality circles

C) Focus groups

D) Autonomous work groups

E) Quality control commissions

35) ________ make decisions about managing and carrying out major production activities but still get outside support for quality control and maintenance.

A) Self-designing teams

B) Interest groups

C) Focus groups

D) Semiautonomous work groups

E) Traditional work groups

36) In ________, members control decisions about and execution of a complete range of tasks—acquiring raw materials and performing operations, quality control, maintenance, and shipping.

A) focus groups

B) autonomous work groups

C) traditional work groups

D) quality circles

E) semiautonomous work groups

37) ________ have control over whom to hire, whom to fire, and what tasks the team will perform.

A) Traditional work teams

B) Autonomous work teams

C) Self-designing teams

D) Interest groups

E) Focus groups

38) In ________, workers are trained to do all or most of the jobs in the unit, they have no immediate supervisor, and they make decisions previously made by first-line supervisors.

A) traditional work teams

B) quality circles

C) interest groups

D) self-managed teams

E) focus groups

39) Bernard Butler, long-time CEO of Broadburn Group, said in his retirement speech, "I am delighted that we have so many young managers in our organization. Teams are prevalent and used to far greater effect than in the past. People are more involved, and they are better ________. Cooperation is higher, and the culture is one of ________, as well as producing."

A) suited for individual work; narrow tasks

B) trained; learning

C) trained; individual rewards

D) suited for individual work; individual rewards

E) trained; narrow tasks

40) When most people think of teams in organizations, they are thinking of ________ teams.

A) project and development

B) parallel

C) work

D) management

E) autonomous

41) Tim's manager told him, "This project management role will be a real stretch for you. One of the challenges will be communicating effectively with your project team because many of them live in different countries and different time zones around the globe. Indeed, you certainly have a ________ team."

A) mono-culture

B) mono-ethnic

C) transparent

D) transnational

E) parallel

42) "Jin, I'm going to put you in charge of the production team for our first shift, and your team will be fully responsible for our entire production process and the products made during that shift. Your team will make decisions and be responsible for a complete range of tasks, including purchasing of materials, oversight of quality control, maintenance, and shipping." Jin will be leading a work team called

A) a traditional work group.

B) a quality circle.

C) an autonomous work group.

D) a semiautonomous work group.

E) a parallel team.

43) "Cynthia, I don't think that your team is quite ready to have independent decision-making authority from ‘top to bottom.' I will give you and your team authority to carry out major production activities, but I want you to still rely upon outside support for certain tasks, for example, quality control and maintenance." Cynthia's team will be a(n)

A) quality circle.

B) semiautonomous group.

C) autonomous group.

D) self-designing team.

E) parallel team.

44) The role of a management team is to

A) manufacture, assemble, or sell things.

B) coordinate and provide direction to subunits.

C) develop new products and services.

D) complete work not normally done by the standard structure.

E) follow instructions provided by first-line supervisors.

45) In the ________ stage of team development, rules and roles are established that set long-lasting precedents.

A) forming

B) storming

C) norming

D) performing

E) probing

46) In the ________ stage of team development, hostilities and conflict arise, and people jockey for positions of power and status.

A) performing

B) declining

C) storming

D) norming

E) forming

47) In the ________ stage of team development, group members agree on their shared goals and standards, leading to the development of close relationships.

A) storming

B) norming

C) declining

D) performing

E) forming

48) In the ________ stage of team development, the group channels its energies into executing its tasks.

A) declining

B) norming

C) adjourning

D) storming

E) performing

49) At the ________ leadership level, the team leader handles most (if not all) of the leadership duties, including assigning tasks, making and explaining decisions, training team members, and managing members one-on-one.

A) team

B) supervisory

C) participative

D) laissez-faire

E) democratic

50) In a(n) ________ leadership approach, the team leader seeks input from group members for decisions, provides assignments and experiences to develop members' skills and abilities, and coordinates group effort.

A) autocratic

B) participative

C) supervisory

D) dictatorial

E) team

51) At the team leadership level, the team leader

A) focuses on broadening team capabilities through projects and assignments.

B) handles most of the leadership duties.

C) focuses primarily on developing individual performance.

D) reacts to change rather than anticipating change.

E) opposes differences within the team.

52) Toby told his boss, "Yolanda, I don't understand it. Our first team meeting went so well. But, in the second meeting, things got pretty stormy. We were all blaming each other for our lack of progress, and hostility and conflict took over. Egos rose to the surface, and people began ________. Finally, we agreed to cool off and meet again next week to agree on our shared goals."

A) jockeying for position

B) developing closer relationships

C) developing norms

D) demonstrating discipline needed to meet our deadline

E) channelling their energies into performing tasks

53) To ensure that a team is successful, it is important for the team leader to

A) seek the inputs of all members.

B) allow groupthink within the team.

C) reduce trust between its members.

D) practice supervisory leadership.

E) ensure that team members obtain permission for every innovative idea.

54) Social loafing can be avoided if

A) group members do not know each other.

B) the communication between group members is limited.

C) group members believe that others will take advantage of them.

D) clear performance goals exist.

E) the culture supports and rewards individual performance.

55) A social facilitation effect can be maintained if

A) performance goals are ambiguous.

B) group members do not know each other.

C) group members believe that their lack of effort will go undetected.

D) the task is meaningful to the people working on it.

E) the culture supports individualism.

56) ________ are described as different sets of expectations for how different individuals should behave.

A) Roles

B) Skills

C) Capabilities

D) Abilities

E) Attributes

57) ________ are described as shared beliefs about how people should think and behave.

A) Goals

B) Tasks

C) Roles

D) Taboos

E) Norms

58) An effective practice for building teams that are cohesive and have high-performance norms is to

A) keep the team as large as possible.

B) publicize the team's success among superiors.

C) be an autocratic leader.

D) maintain low entrance standards.

E) tie rewards to individual performance.

59) In the context of roles of a superior team leader, relating refers to

A) seeking information from managers, peers, and specialists, and investigating problems systematically.

B) exhibiting social and political awareness, caring for team members, and building trust.

C) influencing team members, as well as obtaining external support for teams.

D) delegating authority, being flexible regarding team decisions, and coaching.

E) setting a benchmark for the team and dictating terms that will help achieve the benchmark.

60) Among the roles that superior team leaders perform, ________ involves seeking information from managers, peers, and specialists, and investigating problems systematically.

A) relating

B) empowering

C) scouting

D) probing

E) parading

61) Persuading, as one of the roles that superior team leaders perform, refers to

A) seeking information from managers, peers, and specialists, and investigating problems systematically.

B) delegating authority, being flexible regarding team decisions, and coaching.

C) exhibiting social and political awareness, caring for team members, and building trust.

D) influencing team members, as well as obtaining external support for teams.

E) micromanaging team members to ensure that they strictly follow the team norms.

62) In the context of roles of a superior team leader, empowering refers to

A) setting a benchmark for the team and dictating terms that will help achieve the benchmark.

B) influencing team members, as well as obtaining external support for teams.

C) exhibiting social and political awareness, caring for team members, and building trust.

D) seeking information from managers, peers, and specialists, and investigating problems systematically.

E) delegating authority, being flexible regarding team decisions, and coaching.

63) Grace admitted, "My project team never did gel. It seemed as if we were all, as individuals, working for different reasons. Some of us were focused on winning the next award from the client. Some of us were focused on bringing in the current project under budget. Some of us were focused on delivering a quality product regardless of the cost. Some of us wanted to finish on time. Some of us wanted to take as long as necessary to finish with excellence. Some of us wanted to go way beyond the client's contractual requirements." If you were Grace's manager, what would you counsel her to do so that her future teams do not have a similar experience?

A) Commit to a common purpose.

B) Place less emphasis on quality than quantity.

C) Limit team empowerment.

D) Encourage groupthink.

E) Avoid the social facilitation effect.

64) ________ refers to how attractive the team is to its members, how motivated members are to remain in the team, and the degree to which team members influence one another.

A) Assertiveness

B) Cohesiveness

C) Unity-of-command

D) Collectivism

E) Locus of control

65) ________ occurs when a tightly knit team is so cooperative that agreeing with one another's opinions and refraining from criticizing others' ideas become norms.

A) Constructive disagreement

B) Reverse mentoring

C) Groupthink

D) Cognitive dissonance

E) Brainstorming

66) Teams with both difficult goals and specific incentives to attain them achieve the ________ performance levels.

A) lowest

B) highest

C) mid-point

D) fair

E) good

67) Patrick told his team, "I'm happy to report that we have been approved to earn team rewards that are tied to our team performance. That should increase our

A) motivation!"

B) autonomy!"

C) evaluations!"

D) mediation!"

E) accommodation!"

68) Alysha thought to herself, "If we meet our team objective to solve the client's problem, we will earn a team award from our company. Now, each team member has contributed at a different level, so the team members should be rewarded differentially as well. The decisions on differential awards should be made by ________. That will result in the most valid reward allocations."

A) the manager only

B) the client

C) the company

D) the team members

E) a peer review team

69) "I really admire Joel, our team leader," said Jami. "Our team has tough goals to accomplish, and Joel doesn't just supervise us, he

A) oversees our work."

B) does real work."

C) serves as a resource."

D) serves as an advocate."

E) will evaluate the final product."

70) "I've got a really tough problem in my business unit," said Spencer to his boss. "My marketing team is very, very tight and very cohesive. But they have unacceptably ________. As a result, they are ruining our unit's performance."

A) low-performance norms

B) high task performance

C) low relationship behavior

D) low participative behavior

E) high-performance norms

71) "We're finally there!" thought Maritza, division manager for LexCorp. "It's taken over a year, but my marketing team has finally gelled. The team members not only work very effectively together, they enjoy working together. And, just as importantly, they ________. Therefore, their performance, based on our numbers, is better than the performance of any other team in the company."

A) are accountable only to me

B) establish high-performance norms for the team

C) seek many new members for the team

D) set high levels of groupthink for the team

E) never disagree

72) Leo is a part of a 20-person team. He most likely feels that he is

A) more important.

B) less important.

C) successful.

D) a participant.

E) a gopher.

73) ________ typically provide the most honest, and most crucial and useful, feedback about the performance of a team.

A) External customers

B) Team leaders

C) Category captains

D) Task specialists

E) Gatekeepers

74) When individuals are more motivated to work hard when others are present, are concerned with what others think of them, and want to maintain a positive self-image, the phenomenon is known as

A) cognitive dissonance.

B) groupthink.

C) fundamental attribution error.

D) glass ceiling effect.

E) social facilitation effect.

75) The function of a task specialist is to

A) reduce trust between team members.

B) facilitate groupthink among team members.

C) prevent team members from interacting with the external environment.

D) micromanage team members.

E) move the team toward accomplishment of objectives.

76) ________ are people who boost morale, give support, provide humor, or soothe hurt feelings within a group.

A) Venture capitalists

B) Category captains

C) Solicitors

D) Team maintenance specialists

E) Intrapreneurs

77) ________ would be an ineffective practice in building cohesive teams with high-performance norms.

A) Keeping the team small

B) Being a participative leader

C) Following a high degree of autocratic decision making

D) Publicizing teams' successes and achievements

E) Presenting a challenge from outside the team

78) In the context of managing lateral relationships, a gatekeeper refers to a team

A) member who perceives that his or her interests are being opposed or negatively affected by another member in the same team.

B) leader who empowers team members to share information and participate in decision making.

C) member who believes that his or her individual contributions are not important for the team.

D) coach who practices supervisory leadership to lead his or her team.

E) member who keeps abreast of current developments and provides the team with relevant information.

79) ________ is a team strategy that entails making decisions with the team and then letting outsiders know of its intentions.

A) Informing

B) Parading

C) Probing

D) Liquidating

E) Divesting

80) ________ refers to a team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.

A) Informing

B) Probing

C) Liquidating

D) Parading

E) Crowdsourcing

81) ________ refers to a team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.

A) Gatekeeping

B) Probing

C) Divesting

D) Informing

E) Parading

82) In the context of working relationships between teams, ________ exist when top management centralizes an activity to which a large number of other units must gain access.

A) service relationships

B) work flow relationships

C) liaison relationships

D) audit relationships

E) stabilization relationships

83) Among the different working relationships of teams, ________ relationships are created when teams with problems call on centralized sources of expert knowledge.

A) audit

B) work-flow

C) advisory

D) stabilization

E) service

84) A(n) ________ relationship develops when people not directly in the chain of command evaluate the methods and performances of other teams.

A) service

B) work-flow

C) liaison

D) audit

E) advisory

85) When teams must obtain clearance from others before they act, a ________ relationship is created.

A) service

B) work-flow

C) liaison

D) stabilization

E) procedural

86) Averi Coleman, vice president for operations, told her CEO, "It wasn't easy, but my management team devised an approach for ________ based upon performance and cooperation. This was only made possible because my management team members are truly interdependent and, therefore, must cooperate to attain our division's goals."

A) individual rewards

B) discouragement of risk taking

C) team-based awards

D) management-developed "best methods"

E) management property information

87) A(n) ________ relationship is created when managers are called on to mediate conflict between two organizational units.

A) service

B) work-flow

C) stabilization

D) audit

E) liaison

88) ________ is defined as a process in which one party perceives that its interests are being opposed or negatively affected by another party.

A) Conflict

B) Constructive disagreement

C) Ethical lapse

D) Cognitive dissonance

E) Avoidance

89) ________ is a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests.

A) Compromise

B) Competing

C) Avoidance

D) Collaboration

E) Accommodation

90) ________ goals refer to higher-level organizational goals taking over specific individual or group goals.

A) Operational

B) Superordinate

C) Tactical

D) Elementary

E) Functional

91) Typically, conflict can

A) only be managed by compromise.

B) foster creativity when it is about ideas.

C) never be considered a normal part of life in organizations.

D) foster creativity when it is about personalities.

E) only be managed by collaboration.

92) ________ is a strong response in which people focus strictly on their own wishes and are unwilling to recognize the other person's concerns.

A) Accommodation

B) Compromise

C) Competing

D) Collaboration

E) Cooperation

93) A conflict management strategy that results in satisficing but not optimizing solutions is

A) accommodation.

B) compromise.

C) collaboration.

D) competing.

E) respect.

94) "I wish that all of our contract negotiations ended up like this one, even though it took months and involved resolving many conflicts. In working together for so long, we and the client built a relationship. As a result, we learned to work together cooperatively but without losing our assertiveness for our respective positions. It was a textbook case of using ________ to resolve conflicts."

A) accommodation

B) mediation

C) collaboration

D) compromise

E) satisficing

95) After a team meeting, Min thought, "Asa has told us he doesn't want any disagreement or drama during the team meetings. But I don't agree with Asa's marketing strategy, and I wish we would have hashed out our different views. I think doing so might have fostered some new, creative ideas." If you were advising Asa to more effectively manage conflicts in his team, what would you say?

A) Never compromise.

B) Do not avoid conflict.

C) Practice accommodation to attain your best personal outcome.

D) Emphasize competing for stronger teamwork.

E) Collaborate for a satisficing outcome.

96) Brooke advised her subordinate, "Josh, all organizations and teams experience conflict. Your aim should be to make the conflict ________, that is, to make those involved believe they have benefited rather than lost from the conflict. Benefits can be in the form of new solutions or strengthened work relationships."

A) competitive

B) repetitive

C) productive

D) mediating

E) accommodating

97) David told his subordinate, "Dom, you're level-headed and experienced. That's why I've nominated you to represent our division on a cross-divisional task force team that will study our firm's compensation policy and make recommendations to executive management. This temporary, part-time team is expected to deliver its findings within six months. It is in addition to your regular ‘day job.'" Dom will be working in a(n)

A) work team.

B) management team.

C) parallel team.

D) focus group.

E) interest group.

98) "Abner, I'm able to announce to you today that you have been tasked to work on the concept team for the next-generation electric car—something that has been a goal of yours for several years. This team will work together for about three years or longer, and it is comprised of experts in various fields. You will supply the expert knowledge in electronics, and others will bring expertise in battery technologies, suspension, drive train, body style, etc." Abner has been assigned to a(n)

A) focus group.

B) project and development team.

C) quality circle.

D) staff department.

E) interest group.

99) "My direct reports will be Daniella as marketing manager, Katherine as R&D manager, Nick as engineering manager, Cara as projects manager, Emma as procurement manager, and Benito as construction manager. We've worked together for two years, and no one is better than these professionals. They will lead their respective subunit departments, work together in an integrated fashion, and support me very effectively," said Kenny, Executive Vice President for AllStar Technologies. These people represent Kenny's

A) parallel team.

B) focus group.

C) traditional work group.

D) management team.

E) interest group.

100) "Milton will soon have a new project to manage, and I and many others would like to be assigned to it," said Niles. "He is instituting a critical interview and selection process, ensuring that he gets team members who are top-notch and proud to be selected." By this action, Milton demonstrates that, to build a cohesive and high-performing project team, he intends to

A) build a team as large as possible.

B) serve as an autocratic leader.

C) maintain high entrance and socialization standards.

D) take credit for the team's success.

E) encourage groupthink among his team.

101) "Vince, thanks! A year ago, you somehow pulled strings with executive management to get me the staff and funding that I needed, and that enabled our team to execute the most successful product development launch that this company has seen. And, more recently, you trumpeted our achievements." Vince knows that an important part of building a cohesive and high-performing team is to

A) help build a team that is as large as possible.

B) help the team succeed and publicize its successes.

C) welcome anyone interested to join the team.

D) encourage groupthink among the team members.

E) autocratically lead that team.

102) "Gary, a year ago I didn't believe that your setting up a performance competition among your division managers was going to be productive. I was wrong. All five divisions, including mine, turned in record profits. Now my staff are working incredibly well with staff from other divisions." Gary knows than an important part of building a cohesive and high-performing team is to

A) build large teams.

B) deemphasize social facilitation.

C) use an autocratic style in leading the team.

D) encourage groupthink among the division managers.

E) present a challenge from outside the team.

103) Evan was facing the most difficult project management challenge in his career. He would be heading up a team to design a complicated new software application. His team would be a "virtual" team. Thus, his team would

A) be transparent in terms of performance.

B) coordinate and give direction to the subunits under their jurisdiction.

C) operate separately from the regular work structure.

D) be physically dispersed and typically communicate electronically.

E) not need resources.

104) "So, do you want me to go ahead and wait?" asked Dennis. "I've had it with you!" said Calvin. "‘Waiting is not an action or effort. If so, it would be your first action or effort all day. I'm tired of carrying you, and I'm tired of covering for you. Help me with this!" In this situation, Dennis is displaying

A) cooptation.

B) groupthink.

C) social loafing.

D) cognitive dissonance.

E) bootlegging.

105) "Getting this new business launched was absolutely a team effort, and clearly a situation of 2 + 2 = 5. Like all of you, I worked a lot harder in this team than I would have alone," said Kayley. Kayley's team members exemplified the social facilitation effect, in which

A) a team member keeps abreast of current developments and informs the team of relevant information.

B) team members are so cooperative that agreeing with one another's opinions and refraining from criticizing others.

C) ideas become norms.

D) teams give direction to the subunits under their jurisdiction.

E) individuals work harder when they are members of a group than when they are working alone.

F) teams operate separately from the regular work structure.

106) "We have all the experts that we need to meet the team's objectives—an electrical engineer, a mechanical engineer, a chemist, a chemical engineer, an accountant, and a financial analyst," thought Keva. "But our meetings and interactions have been stiff, forced, and occasionally tinged with conflict. We need to add a ________ to our team, to bring some humor, to boost morale, to soothe hurt feelings, and to show concern."

A) team maintenance specialist

B) gatekeeper

C) mediator

D) task specialist

E) groupthinker

107) What are the benefits that teams provide for their members?

108) What are the characteristics of a traditional work environment?

109) What are the characteristics of a new team environment?

110) What are the stages of team development?

111) Differentiate between participative leadership and supervisory leadership approaches.

112) Elaborate on the responsibilities of team leaders.

113) Discuss at least three reasons why groups fail.

114) Discuss the three criteria that define team effectiveness.

115) Describe the roles at which superior team leaders are effective.

116) What are the two primary reasons that make cohesiveness important in teams?

117) Describe any three working relationships that can develop as teams carry out their roles.

118) Describe the four-stage strategy typically followed by human resources managers to settle disputes.

119) What are some responses to conflict, and how do these responses affect the success or failure of a team?

120) Compare and contrast the terms: accommodation, compromise, competing, and collaboration.

121) What is the manager's role in mediating conflict?