Chapter.14 Full Test Bank Leadership And Teams - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter14
Type:true-false | |||
Title:Leadership andTeams | |||
1) | Is it true that as organizations have come to rely on team-based arrangements to increase and improve quality, productivity, and customer service, Teams have received an increasing amount of attention? | ||
a.# | True | points out that teams are increasingly being seen as the cornerstone of organizational development. Page reference:294 | |
In | b.# | False | Page reference:294 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:TheBroaderHistoricalAspects and the Evolution of the Organization | ||
2) | Fayol(1949) sets out ‘Principles of Management’ provides a view of the organization which has order and control as the dominant features of management and organizations. What are the key features he identifiesas the cornerstone of a successful organization? | |
a.# | Division of work, authority, and discipline | |
Page reference:295 | ||
b.# | Disciples, authority, and distribution of wealth | |
Page reference:295 | ||
c.# | Authority, multiplication and division of work | |
Page reference:295 | ||
d.# | Authority, discipline and divisive work, | |
Page reference:295 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:TheBroaderHistoricalAspects and the Evolution of the Organization | |||
3) | Is it true that Max Weber (1947) ‘bureaucracy’ evolved to give rise to a new breed of professional managers and administrators whose job it was to maintain the structure and to ensure the flow of inputs through to outputs? | ||
a.# | True | Page reference:295 | |
In | b.# | False | Page reference:295 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:The Changing Environment | ||
4) | Buchanan andBoddy1983; Walton andSusman1987;Zuboff1988 identified the importanceof managing information and knowledge effectively and efficiently whilst ensuring the workforce remain committed to the central philosophy of the organization. What did they recognise as being both a challenge and opportunity for organisations? | |
a.# | The arrival of cheap information technology systems. | |
Page reference:296 | ||
b.# | The reduction in control and influence over distant workers using technology systems. | |
Page reference:296 | ||
c.# | The drive to produce goods and services with amuch closer customerfocus. | |
Page reference:296 | ||
d.# | Collaboration, teams, and teamwork seemed to be increasingly popular. | |
Page reference:296 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Academic research - DifferentPerspectives | ||
5) | Academic research into what a team ‘is’ can assist understanding intowhat the nature is of the processes occurring between individuals operating in such structures. Conceptually how does Schein (1994)specificallydetermine the nature of a team? | |
Incorrect | a.# | Ateamis ‘a group of people who are committed to the attainment of a common objective, who work well together and enjoy doing so, and who produce high quality results’. |
Page reference:297 | ||
b.# | Teams often exist within a larger organizational context and who are not seen by others as a social entity, who are dependent because the tasks they perform are as individual members of a group. | |
Page reference:297 | ||
Correct | c.# | The team is ‘any number of people who interact with one another, are psychologically aware of one another, and perceive themselves to be a group’. |
Page reference:297 | ||
d.# | The team is ‘any number of people who conflict with one another, are psychologically aware of one another, and perceive themselves to as an individual’. | |
Page reference:297 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Complexity Strikes | |||
6) | The issue of defining the boundaries of the ‘team’ - Who is ‘in’ and who is ‘out’ - are easy issues to resolve, especially if the group operates at arm’s length across differentspacio-temporal dimensions. | ||
In | a.# | True | Page reference:298-299 |
b.# | False | Page reference:298-299 | |
END OF QUESTION | |||
Type:true-false | |||
Title:When Is a Team Not a Team? | |||
7) | Is it true that whilst effort spent ‘team building’ is commendable,Teamscould also be a waste of productive time because too much time is spent on the unproductive routine of building trust and agreement? | ||
a.# | True | Page reference:299 | |
In | b.# | False | Page reference:299 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:When Is a Team Not a Team? | ||
8) | Katzenbachand Smith (1993) make the point that groups do not become a ‘team’ just because someone labels them a team. In seeking to explain this concept further, they seek to differentiate between groups and teams. What identifies a group as opposed to a team? | |
Incorrect | a.# | There is encouragement of open-ended discussion and active problem-solving meetings. |
rather than a group in terms of active problem solving and open-ended discussion as groups have less interaction. Page reference:299 | ||
b.# | It measures effectiveness directly by its influence oneachother (e.g. financial performance of the business). | |
Page reference:299 | ||
Correct | c.# | The group’s purpose is the same as the broader organizational mission. |
Page reference:299 | ||
d.# | It measures performance directly by assessing collective work products. | |
Page reference:299 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Team models theoriesChapter 14 Question 9 | ||
9) | Dyer (1984) asserted there was a lack of adequate theory that could be applied to teams.Since this a myriadviewson teams ranging from norm-based models to role, phase, and a shared mental approach has emerged. What 3 categoriesdoes Roe (2020)use to determinethese different models? | |
Incorrect | a.# | Descriptive team models,‘input-output’role models, Normative team models. |
Page reference:302 | ||
b.# | Individual role models, Normative team models,explanatory theoryteam models. | |
Page reference:302 | ||
c.# | Explanatory theoryteam models,Descriptive team models,‘input-output’role models. | |
Page reference:302 | ||
Correct | d.# | Individual role models, Normative team models,Descriptive team models. |
Page reference:302 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Margerison–McCann team management wheelChapter 14 Question 10 | ||
10) | Margerisonand McCann (1990) devised their Team Management Profile Questionnaire because they wanted to be able to predict which roles individuals would be most suited to. What are the team roles they identify? | |
Incorrect | a.# | Completer Finisher,Coordinator, Implementer,Monitor Evaluator,Plant,Shaper,Team Worker |
Page reference:308 | ||
Correct | b.# | Reporter Adviser, Creator Innovator, Explorer Promoter, Assessor Developer, Thruster Organizer, Concluder Producer, Controller Inspector, and Upholder Maintainer. |
Page reference:308 | ||
c.# | Reporter Adviser, Completer Finisher,Innovating, Explorer Promoter, Assessor Developer,Maintaining, Monitor Evaluator, Concluder Producer and Upholder Maintainer | |
Page reference:308 | ||
d.# | Advising,Developing,Innovating,Inspecting,Linking, Maintaining, Organizing, Promoting | |
Page reference:308 | ||
END OF QUESTION | ||