Quiz 3 Perceptions TESTBANK ( ALL ANSWERS CORRECT )

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Submission View Released: Jan 29, 2014 1:23 PM Quiz 3 Perceptions Question 1 1 / 1 point According to the perceptual process model, what happens immediately after environmental stimuli are receiv... ed by our senses? We organize the information into categories. We form an attitude towards the source of the information. We engage in behaviours in response to the environmental stimuli. We filter the information through the selective attention process. We form attributions and other interpretations of the information. View Feedback correct Question 2 1 / 1 point In the Johari Window, the ___________ area includes information about you that is known both to you and others. mid-level hidden unknown blind openView Feedback correct Question 3 1 / 1 point How do values and attitudes affect the selective attention process? Values and attitudes don't affect how people deal with information at all. People tend to only absorb information that is unrelated to their values and attitudes. People pay attention to information that is consistent with their values and attitudes. People pay attention to information that conflicts with their values and attitudes. People pay attention to information only when it describes things for which they have no values or attitudes. View Feedback correct Question 4 1 / 1 point In the Johari Window, the open area gets smaller when we: provide disclosure. receive feedback from others. decrease the hidden area. All of the answers are correct.None of the answers apply. View Feedback correct Question 5 1 / 1 point A person's belief that he or she has the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully is called: self-control. locus of control. self-efficacy. self-concept. self-identity. View Feedback correct Question 6 1 / 1 point _____________ refers to an individual's self-beliefs and self-evaluations. Self-concept Self-verification Self-implicationSelf-adulation Self-efficacy View Feedback correct Question 7 1 / 1 point The concept of prejudice is most closely related to: behaviour modification. stereotyping. Johari Window. attribution process. social learning theory. View Feedback correct Question 8 0 / 1 point Which of these statements about self-enhancement is FALSE? People tend to rate themselves above average. People tend to recall positive feedback while forgetting negative feedback. We tend to attribute out successes to personal motivation or ability.We blame the situation for our mistakes. We empathize with others when they experience failure. View Feedback incorrect Question 9 1 / 1 point People function better when their ____________ has many elements that are compatible with each other and relatively clear. Self-concept Self-verification Self-implication Self-esteem Self-efficacy View Feedback correct Question 10 0 / 1 point A perceptual error in which we tend to believe that other people hold the same beliefs and attitudes that we do refers to: self-serving bias. recency effect.false-consensus effect. self-fulfilling prophecy. personal identity. View Feedback incorrect Question 11 0 / 1 point Which of the following perceptual activities involves making inferences about the causes of a person's actions? Attribution Stereotyping Projection Selective attention Self-fulfilling prophecy View Feedback incorrect Question 12 0 / 1 point Which of these questions is directly considered when making attributions? Has the employee ever shown his or her true emotions in the workplace?How often does the employee interact with people from different backgrounds? How often did the employee act this way in the past? All of the answers are correct. None of the answers apply. View Feedback incorrect Question 13 1 / 1 point Employees who feel that they are very much in charge of their own destiny have: a self-monitoring personality an agreeableness personality an internal locus of control personality an emotionally unstable personality All of the answers are correct. View Feedback correct Question 14 1 / 1 point The process of receiving information about and making sense of the world around us is called:perception. projection. social learning. social identity. personal identity. View Feedback correct Question 15 1 / 1 point The greatest concern about stereotyping is that it can lead to: prejudice. unbiased opinions. just behaviour. limited mental modelling. none of the above. View Feedback correct Question 16 1 / 1 point In attribution theory, the question "Does the person act this way in other settings?" relates directly to:self-confidence. distinctiveness consistency external attribution consensus View Feedback correct Question 17 1 / 1 point Diversity awareness training: communicates the benefits of diversity in the workplace. gives employees more accurate information about people from different backgrounds. helps employees to become more aware of their stereotyping biases. communicates the benefits of diversity in the workplace and gives employees more accurate information about people from different backgrounds. All of the answers are correct. View Feedback correct Question 18 1 / 1 point Our likelihood of noticing a person or object depends on its:novelty. intensity. motion. size. All of the answers are correct. View Feedback correct Question 19 1 / 1 point In most work situations, employees perform better when they have: a more internal locus of control a strong external locus of control no locus of control a weak internal locus of control None of the answers apply. View Feedback correct Question 20 0 / 1 point Meaningful interaction potentially improves:self-justification. The unknown area in the Johari window. self-satisfaction. self-awareness. self-fulfillment. View Feedback incorrect Submission View Released: Jan 29, 2014 1:23 PM Quiz 3 Perceptions Question 1 1 / 1 point In attribution theory, the question "Does the person act this way in other settings?" relates directly to: self-confidence. distinctiveness consistency external attribution consensus View Feedbackcorrect Question 2 1 / 1 point According to the perceptual process model, what happens immediately after environmental stimuli are received by our senses? We organize the information into categories. We form an attitude towards the source of the information. We engage in behaviours in response to the environmental stimuli. We filter the information through the selective attention process. We form attributions and other interpretations of the information. View Feedback correct Question 3 1 / 1 point A perception of one's competence to perform across a variety of situations indicates: an external locus of control. a high level of introversion. an advanced personality deficiency. a high level of self-efficacy.an internal locus of control. View Feedback correct Question 4 1 / 1 point In most work situations, employees perform better when they have: a more internal locus of control a strong external locus of control no locus of control a weak internal locus of control None of the answers apply. View Feedback correct Question 5 1 / 1 point Selective attention and environmental stimuli are two components of: attribution theory. the perceptual process. the Johari Window.the 'Big Five' personality dimensions. the self-fulfilling prophecy model. View Feedback correct Question 6 1 / 1 point Mental models are _____________ that guide perceptions and behaviour. stereotypes forms of punishment self-fulfilling prophecies internal representations of the external world action learning practices View Feedback correct Question 7 1 / 1 point Which process involves deciding whether an observed behaviour or event is largely caused by internal or external factors? Attribution Social identitySelective attention Personality Self-fulfilling prophecy View Feedback correct Question 8 1 / 1 point Compared with those who have a low self-esteem, employees with a high self-esteem: tend to be better conversationalists have difficulty controlling their temper have more of an external locus of control are less influenced by others. tend to be better conversationalists and have more of an external locus of control View Feedback correct Question 9 1 / 1 point The statement "First impressions are lasting impressions" is represented by: primacy effect. self-fulfilling prophecy.projection bias. recency effect. extroversion. View Feedback correct Question 10 1 / 1 point Diversity awareness training: communicates the benefits of diversity in the workplace. gives employees more accurate information about people from different backgrounds. helps employees to become more aware of their stereotyping biases. communicates the benefits of diversity in the workplace and gives employees more accurate information about people from different backgrounds. All of the answers are correct. View Feedback correct Question 11 1 / 1 point How do values and attitudes affect the selective attention process? Values and attitudes don't affect how people deal with information at all. People tend to only absorb information that is unrelated to their values and attitudes.People pay attention to information that is consistent with their values and attitudes. People pay attention to information that conflicts with their values and attitudes. People pay attention to information only when it describes things for which they have no values or attitudes. View Feedback correct Question 12 1 / 1 point Which of these questions is directly considered when making attributions? Has the employee ever shown his or her true emotions in the workplace? How often does the employee interact with people from different backgrounds? How often did the employee act this way in the past? All of the answers are correct. None of the answers apply. View Feedback correct Question 13 1 / 1 point Which of these is NOT a step in the self-fulfilling prophecy process? Supervisor forms expectations about employee.Supervisor forms an impression based on the most recent information about the employee. Expectations affect supervisor's behaviour toward employee. Supervisor's behaviour affects employee's abilities and self-confidence. Employee's behaviour becomes consistent with supervisor's expectations. View Feedback correct Question 14 1 / 1 point _____________ refers to an individual's self-beliefs and self-evaluations. Self-concept Self-verification Self-implication Self-adulation Self-efficacy View Feedback correct Question 15 1 / 1 point If you form a general negative impression of a person based on one prominent characteristic, and it colours your perception of other characteristics of that person, it is called: Projection biasThe halo effect Selective attention Self-serving bias Stereotyping View Feedback correct Question 16 1 / 1 point The process of assigning traits to people based on their membership in a social category refers to: recency effect. halo effect. projection bias. empathy. stereotyping. View Feedback correct Question 17 0 / 1 point A perceptual error in which we tend to believe that other people hold the same beliefs and attitudes that we do refers to:self-serving bias. recency effect. false-consensus effect. self-fulfilling prophecy. personal identity. View Feedback incorrect Question 18 1 / 1 point ___________ is the tendency to attribute our favourable outcomes to internal factors and our failures to external factors. Fundamental attribution error Halo effect Self-serving bias Stereotyping Self-fulfilling prophecy View Feedback correct Question 19 1 / 1 pointSeveral errors were reported by customers who submitted their film for processing. Jasmine, who owns these stores, discovered that the errors seemed to occur when a particular new employee operated the film-processing machine. The new employee claimed that the machine wasn't working properly, so Jasmine investigated further. She learned that these processing errors did not occur while other people operated the machine. Also, when the new employee worked one day at another store, the same film-processing errors occurred. What perception will Jasmine likely develop from this information? Jasmine will likely make an internal attribution about the new employee's performance. Jasmine will likely make a self-fulfilling prophecy error. Jasmine will likely engage in action learning. Jasmine is less likely to engage in self-serving bias. Jasmine will likely make an external attribution about the new employee's performance. View Feedback correct Question 20 1 / 1 point In the Johari Window, disclosure of information to colleagues results in: increasing our open area by reducing our blind area. increasing our unknown area by reducing our hidden area. decreasing our open area by increasing our amount of feedback. increasing our open area by reducing our closed area. increasing our open area by reducing our hidden area. View Feedback Submission View Released: Jan 29, 2014 1:23 PMQuiz 3 Perceptions Question 1 0 / 1 point Self-serving bias is associated with which perceptual process? Attribution theory Halo effect Social identity theory Stereotyping Self-fulfilling prophecy View Feedback incorrect Question 2 1 / 1 point A better knowledge of ____________ is essential in order to develop a global mindset. economics accounting politics people and cultures psychology View Feedback correctQuestion 3 1 / 1 point Several errors were reported by customers who submitted their film for processing. Jasmine, who owns these stores, discovered that the errors seemed to occur when a particular new employee operated the film-processing machine. The new employee claimed that the machine wasn't working properly, so Jasmine investigated further. She learned that these processing errors did not occur while other people operated the machine. Also, when the new employee worked one day at another store, the same film-processing errors occurred. What perception will Jasmine likely develop from this information? Jasmine will likely make an internal attribution about the new employee's performance. Jasmine will likely make a self-fulfilling prophecy error. Jasmine will likely engage in action learning. Jasmine is less likely to engage in self-serving bias. Jasmine will likely make an external attribution about the new employee's performance. View Feedback correct Question 4 1 / 1 point The greatest concern about stereotyping is that it can lead to: prejudice. unbiased opinions. just behaviour. limited mental modelling.none of the above. View Feedback correct Question 5 0 / 1 point The process of stereotyping includes: identifying with people who belong to the groups that you don't belong to. believing that other people have the same beliefs and behaviours that you have. determining whether a person's behaviour is due either to his or her motivation or factors beyond his or her control. assigning the cluster of traits from a social category to a person identified with that social category. All of the answers are correct. View Feedback incorrect Question 6 1 / 1 point In attribution theory, the question "Does the person act this way in other settings?" relates directly to: self-confidence. distinctiveness consistencyexternal attribution consensus View Feedback correct Question 7 1 / 1 point Meaningful interaction potentially improves: self-justification. The unknown area in the Johari window. self-satisfaction. self-awareness. self-fulfillment. View Feedback correct Question 8 1 / 1 point If you form a general negative impression of a person based on one prominent characteristic, and it colours your perception of other characteristics of that person, it is called: Projection bias The halo effectSelective attention Self-serving bias Stereotyping View Feedback correct Question 9 1 / 1 point The process of assigning traits to people based on their membership in a social category refers to: recency effect. halo effect. projection bias. empathy. stereotyping. View Feedback correct Question 10 1 / 1 point The statement "First impressions are lasting impressions" is represented by: primacy effect. self-fulfilling prophecy.projection bias. recency effect. extroversion. View Feedback correct Question 11 1 / 1 point Engaging in self-fulfilling prophecy can improve organizational effectiveness: never; self-fulfilling prophecy is a perceptual bias that always makes organizations less effective. whenever and wherever it exists in organizational settings. when supervisors demonstrate their hope and optimism in each employee's potential. when supervisors also use stereotyping to determine the employee's potential performance. only when supervisors have a self-serving bias. View Feedback correct Question 12 1 / 1 point In the Johari Window, feedback from others helps us to: increase our open area by reducing our blind area.increase our unknown area by reducing our hidden area. decrease our open area by increasing our amount of disclosure. increase our open area by reducing our closed area. increase our open area by reducing our hidden area. View Feedback correct Question 13 1 / 1 point In the Johari Window, disclosure of information to colleagues results in: increasing our open area by reducing our blind area. increasing our unknown area by reducing our hidden area. decreasing our open area by increasing our amount of feedback. increasing our open area by reducing our closed area. increasing our open area by reducing our hidden area. View Feedback correct Question 14 1 / 1 point Which of these is NOT a step in the self-fulfilling prophecy process? Supervisor forms expectations about employee.Supervisor forms an impression based on the most recent information about the employee. Expectations affect supervisor's behaviour toward employee. Supervisor's behaviour affects employee's abilities and self-confidence. Employee's behaviour becomes consistent with supervisor's expectations. View Feedback correct Question 15 0 / 1 point A perceptual error in which we tend to believe that other people hold the same beliefs and attitudes that we do refers to: self-serving bias. recency effect. false-consensus effect. self-fulfilling prophecy. personal identity. View Feedback incorrect Question 16 1 / 1 point According to the perceptual process model, what happens immediately after environmental stimuli are received by our senses?We organize the information into categories. We form an attitude towards the source of the information. We engage in behaviours in response to the environmental stimuli. We filter the information through the selective attention process. We form attributions and other interpretations of the information. View Feedback correct Question 17 1 / 1 point A person's belief that he or she has the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully is called: self-control. locus of control. self-efficacy. self-concept. self-identity. View Feedback correct Question 18 1 / 1 pointOur likelihood of noticing a person or object depends on its: novelty. intensity. motion. size. All of the answers are correct. View Feedback correct Question 19 1 / 1 point How do values and attitudes affect the selective attention process? Values and attitudes don't affect how people deal with information at all. People tend to only absorb information that is unrelated to their values and attitudes. People pay attention to information that is consistent with their values and attitudes. People pay attention to information that conflicts with their values and attitudes. People pay attention to information only when it describes things for which they have no values or attitudes. View Feedback correct Question 20 1 / 1 pointWhich of these questions is directly considered when making attributions? Has the employee ever shown his or her true emotions in the workplace? How often does the employee interact with people from different backgrounds? How often did the employee act this way in the past? All of the answers are correct. None of the answers apply. View Feedback Submission View Released: Jan 29, 2014 1:23 PM Quiz 3 Perceptions Question 1 1 / 1 point Self-serving bias is associated with which perceptual process? Attribution theory Halo effect Social identity theory Stereotyping Self-fulfilling prophecy View Feedback correct Question 2 1 / 1 pointThe concept of prejudice is most closely related to: behaviour modification. stereotyping. Johari Window. attribution process. social learning theory. View Feedback correct Question 3 1 / 1 point In most work situations, employees perform better when they have: a more internal locus of control a strong external locus of control no locus of control a weak internal locus of control None of the answers apply. View Feedback correct Question 4 1 / 1 pointThe process of assigning traits to people based on their membership in a social category refers to: recency effect. halo effect. projection bias. empathy. stereotyping. View Feedback correct Question 5 1 / 1 point Which of these is NOT a step in the self-fulfilling prophecy process? Supervisor forms expectations about employee. Supervisor forms an impression based on the most recent information about the employee. Expectations affect supervisor's behaviour toward employee. Supervisor's behaviour affects employee's abilities and self-confidence. Employee's behaviour becomes consistent with supervisor's expectations. View Feedback correct Question 6 1 / 1 pointSeveral errors were reported by customers who submitted their film for processing. Jasmine, who owns these stores, discovered that the errors seemed to occur when a particular new employee operated the film-processing machine. The new employee claimed that the machine wasn't working properly, so Jasmine investigated further. She learned that these processing errors did not occur while other people operated the machine. Also, when the new employee worked one day at another store, the same film-processing errors occurred. What perception will Jasmine likely develop from this information? Jasmine will likely make an internal attribution about the new employee's performance. Jasmine will likely make a self-fulfilling prophecy error. Jasmine will likely engage in action learning. Jasmine is less likely to engage in self-serving bias. Jasmine will likely make an external attribution about the new employee's performance. View Feedback correct Question 7 1 / 1 point Engaging in self-fulfilling prophecy can improve organizational effectiveness: never; self-fulfilling prophecy is a perceptual bias that always makes organizations less effective. whenever and wherever it exists in organizational settings. when supervisors demonstrate their hope and optimism in each employee's potential. when supervisors also use stereotyping to determine the employee's potential performance. only when supervisors have a self-serving bias. View Feedbackcorrect Question 8 1 / 1 point A person's belief that he or she has the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully is called: self-control. locus of control. self-efficacy. self-concept. self-identity. View Feedback correct Question 9 1 / 1 point Diversity awareness training: communicates the benefits of diversity in the workplace. gives employees more accurate information about people from different backgrounds. helps employees to become more aware of their stereotyping biases. communicates the benefits of diversity in the workplace and gives employees more accurate information about people from different backgrounds. All of the answers are correct. View Feedbackcorrect Question 10 1 / 1 point George believes that women have difficulty coping with the stress of executive decisions. Sally is promoted into a senior management position and George soon complains that Sally won't be able to cope with this job. George is exhibiting which of the following perceptual errors? Attribution error Stereotyping Projection bias Halo effect Recency effect View Feedback correct Question 11 1 / 1 point In the Johari Window, the open area gets smaller when we: provide disclosure. receive feedback from others. decrease the hidden area. All of the answers are correct. None of the answers apply.View Feedback correct Question 12 1 / 1 point A better knowledge of ____________ is essential in order to develop a global mindset. economics accounting politics people and cultures psychology View Feedback correct Question 13 1 / 1 point Compared with those who have a low self-esteem, employees with a high self-esteem: tend to be better conversationalists have difficulty controlling their temper have more of an external locus of control are less influenced by others. tend to be better conversationalists and have more of an external locus of controlView Feedback correct Question 14 1 / 1 point A perceptual error in which we tend to believe that other people hold the same beliefs and attitudes that we do refers to: self-serving bias. recency effect. false-consensus effect. self-fulfilling prophecy. personal identity. View Feedback correct Question 15 1 / 1 point Employees who feel that they are very much in charge of their own destiny have: a self-monitoring personality an agreeableness personality an internal locus of control personality an emotionally unstable personality All of the answers are correct.View Feedback correct Question 16 0 / 1 point The objective of the Johari Window is to: improve our awareness of ourselves. help others to understand the reasons behind our actions. improve our perceptual process. improve our awareness of ourselves and improve our perceptual process. All of the answers are correct. View Feedback incorrect Question 17 1 / 1 point How do values and attitudes affect the selective attention process? Values and attitudes don't affect how people deal with information at all. People tend to only absorb information that is unrelated to their values and attitudes. People pay attention to information that is consistent with their values and attitudes. People pay attention to information that conflicts with their values and attitudes.People pay attention to information only when it describes things for which they have no values or attitudes. View Feedback correct Question 18 0 / 1 point Which of these statements about self-enhancement is FALSE? People tend to rate themselves above average. People tend to recall positive feedback while forgetting negative feedback. We tend to attribute out successes to personal motivation or ability. We blame the situation for our mistakes. We empathize with others when they experience failure. View Feedback incorrect Question 19 1 / 1 point Selective attention and environmental stimuli are two components of: attribution theory. the perceptual process. the Johari Window.the 'Big Five' personality dimensions. the self-fulfilling prophecy model. View Feedback correct Question 20 1 / 1 point Meaningful interaction potentially improves: self-justification. The unknown area in the Johari window. self-satisfaction. self-awareness. self-fulfillment. View Feedback Your quiz has been submitted successfully. Q4 Ch4 Emotions Attitudes and Stress Question 1 1 / 1 point People who are optimistic and confident are: Question options: less likely to experience stress. more likely to experience job burnout.less likely to experience eustress. more likely to experience stress. are more likely to experience job burnout AND eustress. View Feedback correct Question 2 1 / 1 point The three stages of the general adaptation syndrome, in order, are: Question options: exhaustion, recovery, burnout. exhaustion, resistance, alarm reaction. emotional exhaustion, cynicism, reduced efficacy. cynicism, resistance, reduced efficacy. alarm reaction, resistance, exhaustion. View Feedback correct Question 3 1 / 1 point Employees with strong organizational commitment are more likely to: Question options:engage in organizational citizenship behaviours. steal from their employer. show up late for work. quit their jobs. All of the answers are correct. View Feedback correct Question 4 1 / 1 point Organizational loyalty tends to increase when employees: Question options: are involved in organizational decisions. are kept informed about significant organizational activities. receive fair pay and working conditions from their employer. hold personal values that are congruent with the organization's values. All of the answers are correct. View Feedback correct Question 5 1 / 1 pointThe uncomfortable tension felt when our behaviour and attitudes are inconsistent with each other is called: Question options: cognitive distance. emotional intelligence. cognitive justification. cognitive dissonance. neglect. View Feedback correct Question 6 1 / 1 point Which of the following statements about job satisfaction and job performance is TRUE? Question options: Employees who are dissatisfied with their jobs never have high job performance. Job satisfaction has almost no effect on job performance. Employees who are satisfied with their jobs tend to have somewhat higher job performance. Happy workers are less productive workers. High-performing employees have higher job satisfaction only after they have received a financial reward for performing their jobs well. View Feedback correctQuestion 7 1 / 1 point Which of these jobs would normally require emotional labour? Question options: Bank teller Bill collector Funeral director Disney World employee dressed up as Mickey Mouse All of the answers are correct View Feedback correct Question 8 0 / 1 point Low task control occurs when: Question options: the work schedule is controlled by someone else. the employee's work is paced by a machine. the job involves monitoring equipment. All of these conditions exist. None of these conditions exist. View Feedbackincorrect Question 9 1 / 1 point Which of the following statements about stress is FALSE? Question options: Employees are the most productive when they experience no stress. Stress is caused by stressors. Canadian women in management jobs experience more stress than men in similar jobs. The general adaptation syndrome describes the stress experience. Continued exposure to very high stress levels may lead to permanent physiological and psychological damage. View Feedback correct Question 10 1 / 1 point Employee wellness programs help employees to reduce stress by: Question options: teaching them how to adopt more effective coping mechanisms. helping employees to understand that stress cannot be reduced in most cases. removing the stressors that cause the high stress. doing everything described in the other statements. doing none of the things described in the other statements. View Feedbackcorrect Question 11 1 / 1 point Which of the following is a source of stress in the workplace? Question options: Sexual harassment Psychological harassment Low task control Work overload All of these statements are sources of workplace stress View Feedback correct Question 12 0 / 1 point Two employees in the same job face the same stressors each day, yet one shows signs of distress while the other does not. This difference occurs because: Question options: the low-stress employee might perceive the stressors as less of a threat. the high-stress employee might be less physically and mentally fit and therefore has a lower threshold of resistance to stress. the high-stress employee might be using ineffective strategies to cope with the consequences of stress.All of these statements explain the different reactions by these two people. None of these statements explain the different reactions by these two people. View Feedback incorrect Question 13 1 / 1 point A person's evaluation of his or her job and work context is called: Question options: job satisfaction. emotional intelligence. affective commitment. cognitive dissonance. emotions. View Feedback correct Question 14 1 / 1 point ________ are brief physiological, behavioural, and psychological experiences directed toward someone or something that put people in a state of readiness. Question options: Attitudes PerceptionsBehavioural intentions Emotions Most forms of organizational commitment View Feedback correct Question 15 1 / 1 point Beliefs, feelings, and behavioural intentions are components of: Question options: attitudes. the EVLN model. organizational commitment. emotions. the psychological contract. View Feedback correct Question 16 1 / 1 point Emotional labour refers to: Question options: the effort, planning, and control needed to express organizationally desired emotionsduring interpersonal transactions. the tendency to change our attitudes so they become more consistent with our behaviours. a person's evaluation of the job and work context. a person's emotional attachment to identification with, and involvement in a particular organization. None of the answers defines emotional labour. View Feedback correct Question 17 1 / 1 point The general adaptation syndrome model includes all of the following EXCEPT: Question options: a three-stage process. resistance. cynicism. alarm reaction. exhaustion. View Feedback correct Question 18 1 / 1 point Which of the following is NOT usually identified as a category of emotions?Question options: Recognition Excited Fearful Relaxed Gloomy View Feedback correct Question 19 0 / 1 point Which of these statements represents the feeling dimension of attitudes? Question options: I don't like how my boss treats his employees. I want to transfer out of this department to get away from this manager. My supervisor barks at his employees in public. I intend to tell the human resource manager that my supervisor should be demoted. All of the answers are correct. View Feedback incorrect Question 20 1 / 1 pointWhich of the following best represents the most common linkage between attitudes and behaviour? Question options: Intentions->feelings->beliefs->behaviour. Behaviour->job satisfaction->cognitive dissonance->organizational commitment. Beliefs->feelings->intentions->behaviour. Cognitive dissonance->behavioural intentions->job satisfaction->behaviour. Behaviour->feelings->intentions->beliefs.View Feedback Your quiz has been submitted successfully. Q4 Ch4 Emotions Attitudes and Stress Question 1 1 / 1 point Employees with strong organizational commitment are more likely to: Question options: engage in organizational citizenship behaviours. steal from their employer. show up late for work. quit their jobs. All of the answers are correct. View Feedback correct Question 2 1 / 1 point Low task control occurs when: Question options: the work schedule is controlled by someone else. the employee's work is paced by a machine. the job involves monitoring equipment. All of these conditions exist. None of these conditions exist.Your quiz has been submitted successfully. Motivation n 1 0 / 1 point An individual's perceived probability that a particular level of effort will result in a particular level of performance refers to the: Question options: E­to­P need. EP­to­PO outcome. E­to­V expectancy. E­to­P expectancy. EV­to­PE outcome. View Feedback n 2 1 / 1 point Feedback affects behaviour and job performance by improving which of the following? Question options: Motivation Role perceptions Learned ability All of the answers are correct Role perceptions and learned ability View Feedback n 3 1 / 1 point Employees change their comparison other: Question options: never; people do not change their comparison other. every three or four months. only when they feel overpaid. as the main way to alter their inputs. as a means of reducing feelings of inequity. View Feedback n 4 1 / 1 point Which of the following is an example of punishment?Question options: The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke. Your boss doesn't say anything after you have the highest sales of the month. Your boss stops complaining about your late arrival at work after you arrive early for several weeks. After signing a contract with an important client, the company announces its appreciation of your work. The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke and your boss stops complaining about your late arrival at work after you arrive early for several weeks. View Feedback n 5 1 / 1 point Which motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes? Question options: Equity theory ERG theory Goal setting theory Four­drive theory Expectancy theory View Feedback n 6 1 / 1 point Expectancy theory mainly helps us to predict an individual's: Question options: effort. need for achievement. distributive justice. job satisfaction. rewards. View Feedback n 7 0 / 1 point Goal setting is most effective when: Question options:the supervisor sets the goals before discussing them with the employee. the goals stretch the employee's abilities and motivation. the goal statements are general rather than specific. All of the answers are correct. the supervisor sets the goals before discussing them with the employee and the goals stretch the employee's abilities and motivation. View Feedback n 8 1 / 1 point Inputs, outcomes, and comparison other are elements of: Question options: four­drive theory. Maslow's needs hierarchy. equity theory. expectancy theory. goal setting theory. View Feedback n 9 1 / 1 point According to Maslow's needs hierarchy, after people have satisfied their physiological and safety needs, they are mainly motivated to fulfill their ______________ needs. Question options: belongingness growth self­esteem social esteem existence View Feedback n 10 1 / 1 point Effective feedback is all of the following EXCEPT: Question options: sufficiently frequent. timely. general. credible.relevant. View Feedback n 11 1 / 1 point McClelland's learned needs theory does NOT include which of these needs? Question options: Safety need Achievement need Socialized power need Personalized power need Affiliation need View Feedback n 12 0 / 1 point Behaviour modification does NOT consider: Question options: the types of actions that reinforce behaviour. the effect of feedback on behaviour. employee behaviour before the behaviour modification strategy is applied. employee attitudes towards the person reinforcing the behaviour. changes in employee behaviour when the reinforcer is removed. View Feedback n 13 1 / 1 point 360­degree feedback tends to: Question options: be perceived as less accurate than feedback only from the supervisor. be more effective when the results are used to determine pay increases and promotions, not just employee development. be more complete and accurate information than feedback from a supervisor alone. All of the answers are correct. be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor. View Feedback n 14 1 / 1 pointThe highest level need in Maslow's hierarchy of needs is: Question options: esteem. safety. power. belongingness. self­actualization. View Feedback n 15 0 / 1 point Expectancy theory mainly explains how employees: Question options: have different needs at different times. can use personal expectations to reduce work­related stress. can motivate themselves through power. have different levels of work effort based on their expectations of performance and reward outcomes. compare their inputs and outcomes to other people. View Feedback Your quiz has been submitted successfully. Q6 Ch5 Motivation Question 1 1 / 1 point According to McClelland, achievement, affiliation, and power needs are: Question options: instinctive. genetic. non­existent. learned. None of the answers apply. View Feedback Question 2 0 / 1 point People with a high need for affiliation: Question options:want to form positive relationships with others. try to project a favourable image of themselves. try to smooth out conflicts that occur in meetings and other social settings. tend to work well in coordinating roles. All of the answers are correct. View Feedback Question 3 0 / 1 point Which of the following translates the organizations' vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes? Question options: Profit sharing plans. Strategic report cards. Point­factor reports Balanced scorecard All of the answers are correct. View Feedback Question 4 1 / 1 point Expectancy theory mainly helps us to predict an individual's: Question options: effort. need for achievement. distributive justice. job satisfaction. rewards. View Feedback Question 5 1 / 1 point Effective feedback is all of the following EXCEPT: Question options: sufficiently frequent. timely. general. credible. relevant.View Feedback Question 6 1 / 1 point McClelland's learned needs theory does NOT include which of these needs? Question options: Safety need Achievement need Socialized power need Personalized power need Affiliation need View Feedback Question 7 1 / 1 point Expectancy theory mainly explains how employees: Question options: have different needs at different times. can use personal expectations to reduce work­related stress. can motivate themselves through power. have different levels of work effort based on their expectations of performance and reward outcomes. compare their inputs and outcomes to other people. View Feedback Question 8 1 / 1 point Employees change their comparison other: Question options: never; people do not change their comparison other. every three or four months. only when they feel overpaid. as the main way to alter their inputs. as a means of reducing feelings of inequity. View Feedback Question 9 1 / 1 point Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization?Question options: Expectancy theory Equity theory Needs­based theory Need theory Goal setting View Feedback Question 10 0 / 1 point An individual's perceived probability that a particular level of effort will result in a particular level of performance refers to the: Question options: E­to­P need. EP­to­PO outcome. E­to­V expectancy. E­to­P expectancy. EV­to­PE outcome. View Feedback Question 11 0 / 1 point The optimal level of goal: Question options: occurs where the goal is challenging but not impossible. is the most challenging goal that the company can possibly imagine. occurs only when employees set their own goal. is the point at which the employee does not yet think the goal will 'stretch' them at all. occurs where the goal is challenging but not impossible and when employees set their own goal View Feedback Question 12 1 / 1 point In expectancy theory, valence refers to the: Question options: amount of effort a person puts towards a known goal. individual's perceived probability of performing the task at a particular level.anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. individual's perceived probability that his or her performance will lead to specific outcomes. feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other. View Feedback Question 13 1 / 1 point Which of the following provides feedback from a full circle of people around the employee? Question options: Hierarchical feedback Executive coaching feedback Behavioural feedback 360­degree feedback Nonsocial feedback View Feedback Question 14 1 / 1 point Employees who receive a fixed amount of pay each week and who feel underrewarded are likely to: Question options: reduce their work effort. increase their work effort. change their perceptions, thinking that they work harder than they really do. encourage the comparison other to reduce his or her work effort. None of the answers apply. View Feedback Question 15 0 / 1 point Co­workers no longer praise you when you engage in dangerous pranks, so you stop engaging in these pranks. This is an example of: Question options: negative reinforcement. punishment. positive reinforcement. action learning. extinction.View Feedback our quiz has been submitted successfully. Q6 Ch5 Motivation Question 1 0 / 1 point The optimal level of goal: Question options: occurs where the goal is challenging but not impossible. is the most challenging goal that the company can possibly imagine. occurs only when employees set their own goal. is the point at which the employee does not yet think the goal will 'stretch' them at all. occurs where the goal is challenging but not impossible and when employees set their own goal View Feedback Question 2 1 / 1 point 360­degree feedback tends to: Question options: be perceived as less accurate than feedback only from the supervisor. be more effective when the results are used to determine pay increases and promotions, not just employee development. be more complete and accurate information than feedback from a supervisor alone. All of the answers are correct. be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor. View Feedback Question 3 1 / 1 point McClelland's learned needs theory does NOT include which of these needs? Question options: Safety need Achievement need Socialized power needPersonalized power need Affiliation need View Feedback Question 4 1 / 1 point According to McClelland, achievement, affiliation, and power needs are: Question options: instinctive. genetic. non­existent. learned. None of the answers apply. View Feedback Question 5 1 / 1 point Goal setting influences employee behaviour and performance mainly by improving: Question options: situational contingencies and learned abilities. aptitudes and learned abilities. motivation and role perceptions. role perceptions and learned abilities. motivation and aptitudes. View Feedback Question 6 1 / 1 point Inputs, outcomes, and comparison other are elements of: Question options: four­drive theory. Maslow's needs hierarchy. equity theory. expectancy theory. goal setting theory. View Feedback Question 7 1 / 1 pointWhich of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization? Question options: Expectancy theory Equity theory Needs­based theory Need theory Goal setting View Feedback Question 8 1 / 1 point In expectancy theory, valence refers to the: Question options: amount of effort a person puts towards a known goal. individual's perceived probability of performing the task at a particular level. anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. individual's perceived probability that his or her performance will lead to specific outcomes. feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other. View Feedback Question 9 0 / 1 point Co­workers no longer praise you when you engage in dangerous pranks, so you stop engaging in these pranks. This is an example of: Question options: negative reinforcement. punishment. positive reinforcement. action learning. extinction. View Feedback Question 10 1 / 1 point Which motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes?Question options: Equity theory ERG theory Goal setting theory Four­drive theory Expectancy theory View Feedback Question 11 1 / 1 point Which of these occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behaviour? Question options: Positive reinforcement Extinction Job dissatisfaction Punishment Negative reinforcement View Feedback Question 12 1 / 1 point Expectancy theory mainly explains how employees: Question options: have different needs at different times. can use personal expectations to reduce work­related stress. can motivate themselves through power. have different levels of work effort based on their expectations of performance and reward outcomes. compare their inputs and outcomes to other people. View Feedback Question 13 1 / 1 point The highest level need in Maslow's hierarchy of needs is: Question options: esteem. safety. power.belongingness. self­actualization. View Feedback Question 14 1 / 1 point Which of the following translates the organizations' vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes? Question options: Profit sharing plans. Strategic report cards. Point­factor reports Balanced scorecard All of the answers are correct. View Feedback Question 15 1 / 1 point Goal setting is most effective when: Question options: the supervisor sets the goals before discussing them with the employee. the goals stretch the employee's abilities and motivation. the goal statements are general rather than specific. All of the answers are correct. the supervisor sets the goals before discussing them with the employee and the goals stretch the employee's abilities and motivation. View Feedback our quiz has been submitted successfully. Q6 Ch5 Motivation Question 1 1 / 1 point Which of the following is an example of punishment? Question options: The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke. Your boss doesn't say anything after you have the highest sales of the month.Your boss stops complaining about your late arrival at work after you arrive early for several weeks. After signing a contract with an important client, the company announces its appreciation of your work. The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke and your boss stops complaining about your late arrival at work after you arrive early for several weeks. View Feedback Question 2 1 / 1 point Which of the following provides feedback from a full circle of people around the employee? Question options: Hierarchical feedback Executive coaching feedback Behavioural feedback 360­degree feedback Nonsocial feedback View Feedback Question 3 1 / 1 point Maslow's needs hierarchy explicitly names the following needs EXCEPT: Question options: power. self­actualization. safety. esteem. belongingness. View Feedback Question 4 1 / 1 point According to Maslow's needs hierarchy, after people have satisfied their physiological and safety needs, they are mainly motivated to fulfill their ______________ needs. Question options: belongingness growth self­esteem social esteemexistence View Feedback Question 5 1 / 1 point Which of the following translates the organizations' vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes? Question options: Profit sharing plans. Strategic report cards. Point­factor reports Balanced scorecard All of the answers are correct. View Feedback Question 6 1 / 1 point Expectancy theory mainly helps us to predict an individual's: Question options: effort. need for achievement. distributive justice. job satisfaction. rewards. View Feedback Question 7 0 / 1 point Behaviour modification does NOT consider: Question options: the types of actions that reinforce behaviour. the effect of feedback on behaviour. employee behaviour before the behaviour modification strategy is applied. employee attitudes towards the person reinforcing the behaviour. changes in employee behaviour when the reinforcer is removed. View Feedback Question 8 1 / 1 pointWhich motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes? Question options: Equity theory ERG theory Goal setting theory Four­drive theory Expectancy theory View Feedback Question 9 1 / 1 point In expectancy theory, valence refers to the: Question options: amount of effort a person puts towards a known goal. individual's perceived probability of performing the task at a particular level. anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. individual's perceived probability that his or her performance will lead to specific outcomes. feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other. View Feedback Question 10 1 / 1 point Effective feedback is all of the following EXCEPT: Question options: sufficiently frequent. timely. general. credible. relevant. View Feedback Question 11 1 / 1 point The optimal level of goal: Question options:occurs where the goal is challenging but not impossible. is the most challenging goal that the company can possibly imagine. occurs only when employees set their own goal. is the point at which the employee does not yet think the goal will 'stretch' them at all. occurs where the goal is challenging but not impossible and when employees set their own goal View Feedback Question 12 1 / 1 point The highest level need in Maslow's hierarchy of needs is: Question options: esteem. safety. power. belongingness. self­actualization. View Feedback Question 13 1 / 1 point Goal setting influences employee behaviour and performance mainly by improving: Question options: situational contingencies and learned abilities. aptitudes and learned abilities. motivation and role perceptions. role perceptions and learned abilities. motivation and aptitudes. View Feedback Question 14 1 / 1 point Expectancy theory mainly explains how employees: Question options: have different needs at different times. can use personal expectations to reduce work­related stress. can motivate themselves through power. have different levels of work effort based on their expectations of performance andreward outcomes. compare their inputs and outcomes to other people. View Feedback Question 15 1 / 1 point Employees change their comparison other: Question options: never; people do not change their comparison other. every three or four months. only when they feel overpaid. as the main way to alter their inputs. as a means of reducing feelings of inequity. View Feedback our quiz has been submitted successfully. Teams n 1 1 / 1 point The main advantage of constructive conflict is that it: Question options: minimizes dysfunctional conflict among team members. increases the level of group polarization. removes production blocking encourages team members to re­examine the assumptions and logic of their preferences in the decision. helps the team to make decisions more quickly. View Feedback n 2 1 / 1 point The first three stages of team development in sequential order are: Question options: storming, norming, performing. adjourning, conforming, performing. forming, storming, norming. forming, norming, performing. forming, conforming, reforming.View Feedback n 3 1 / 1 point Which of these statements about teams is FALSE? Question options: All groups are teams. Teams are held together by their interdependence and need for collaboration to fulfill goals. Team members perceive themselves as a social entity within the organization. Team members influence each other, although some members are more influential than others. All teams exist to fulfill some purpose. View Feedback n 4 0 / 1 point Groupthink characteristics cause team members to be ___________ their decisions. Question options: uncomfortable with confused about hesitant and doubtful about more aware of the characteristics of highly confident in View Feedback n 5 1 / 1 point Brainstorming includes all of these rules EXCEPT: Question options: critique the ideas of other team members. piggyback on other people's ideas. provide as many ideas as possible. state ideas even if they may seem crazy. speak freely. View Feedback n 6 1 / 1 point Which of he following is NOT a stage of team development?Question options: performing. storming. norming. conforming. forming. View Feedback n 7 1 / 1 point Teams are most effective when their members: Question options: have the same skills and values. collectively possess the required competencies for the task. are motivated to participate in the team. have all of these features. collectively possess the required competencies for the task AND are motivated to participate in the team. View Feedback n 8 1 / 1 point The degree of attraction people feel toward the team and their motivation to remain members is called: Question options: social loafing. team development. team heterogeneity. task interdependence. team cohesiveness. View Feedback n 9 0 / 1 point Most team building interventions try to: Question options: select the most appropriate members for the various teams in the organization. identify the best leader for the team. help team members find ways to reduce their interdependence. improve the work environment.accelerate the team development process. View Feedback n 10 1 / 1 point Virtual teams are best described as: Question options: groups of employees who are almost (virtually) identical to each other in skills and values. cross­functional groups of employees that operate across space, time and organizational boundaries. formal work teams in which most members do not feel that they are really part of the team. informal groups that meet only in cyberspace. groups of employees from different departments who are located near each other. View Feedback n 11 1 / 1 point In team dynamics, process losses are best described as: Question options: productivity losses that occur when team members need to learn a new task. information lost due to imperfect communication. resources expended towards team development and maintenance. knowledge lost when a team member leaves the organization. None of these statements describe process losses. View Feedback n 12 1 / 1 point Teams have which of the following features? Question options: Two or more people Members perceive themselves as a social entity Exist to fulfill some purpose. Team members influence each other All of these are features of teams. View Feedbackn 13 0 / 1 point As team leader, you discover that a competitor is about to develop a similar product that your group is currently developing. What is most likely to happen if you tell your team members about this external threat? Question options: The team would become more cohesive. The team would begin to introduce dysfunctional norms. The team would move quickly to the adjourning stage of team development. Individual team members would become more productive through social loafing. All of these will occur. View Feedback n 14 1 / 1 point Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to: Question options: minimize team cohesiveness. add more roles to the team. increase the risk of forming dysfunctional norms. minimize social loafing. do all of these things to the team. View Feedback n 15 1 / 1 point Production employees working on an assembly line usually have which of the following types of task interdependence? Question options: Sequential interdependence Total independence Reciprocal interdependence Pooled interdependence Straight­line interdependence. View Feedback n 16 1 / 1 point Which of these statements about team roles is FALSE? Question options:Some team roles are formally prescribed with the job. Team members often negotiate the preferred roles in the team during the team development process. Some team roles support task completion, whereas other roles support the team's maintenance. Some team roles are informally fulfilled by various team members. A team role is almost always assigned to the same person for the life of the team. View Feedback n 17 1 / 1 point Two features that distinguish virtual teams from conventional teams are: Question options: size and heterogeneity. lack of co­location and dependence on information technology. joint optimization and primary work unit. norms and trust. None of these factors distinguishes virtual teams from conventional teams. View Feedback n 18 0 / 1 point Team cohesiveness tends to be higher: Question options: in smaller teams. when entry into the team becomes extremely difficult and humiliating. when the team has distinct fault lines. when members have limited interaction. when all of these conditions occur View Feedback n 19 1 / 1 point Which of these statements is TRUE? Question options: All groups are teams. Groups are teams with a high level of task interdependence. Unlike teams, groups are associated with an organizational objective. Some groups are just people assembled together in the same physical area.Group are teams that have no purpose for their members. View Feedback n 20 1 / 1 point Of what importance is task interdependence to teams or team dynamics? Question options: Task interdependence is not important for teams or team dynamics. Low task interdependence motivates employees to work together as a team. Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. Low task interdependence is necessary to prevent the team from breaking apart. High task interdependence weakens team cohesiveness. View FeedbackYour quiz has been submitted successfully. Teams n 1 1 / 1 point The main advantage of constructive conflict is that it: Question options: minimizes dysfunctional conflict among team members. increases the level of group polarization. removes production blocking encourages team members to re­examine the assumptions and logic of their preferences in the decision. helps the team to make decisions more quickly. View Feedback n 2 1 / 1 point The first three stages of team development in sequential order are: Question options: storming, norming, performing. adjourning, conforming, performing. forming, storming, norming. forming, norming, performing. forming, conforming, reforming. View Feedback n 3 1 / 1 point Which of these statements about teams is FALSE? Question options: All groups are teams. Teams are held together by their interdependence and need for collaboration to fulfill goals. Team members perceive themselves as a social entity within the organization. Team members influence each other, although some members are more influential than others. All teams exist to fulfill some purpose. View Feedback n 4 0 / 1 pointGroupthink characteristics cause team members to be ___________ their decisions. Question options: uncomfortable with confused about hesitant and doubtful about more aware of the characteristics of highly confident in View Feedback n 5 1 / 1 point Brainstorming includes all of these rules EXCEPT: Question options: critique the ideas of other team members. piggyback on other people's ideas. provide as many ideas as possible. state ideas even if they may seem crazy. speak freely. View Feedback n 6 1 / 1 point Which of he following is NOT a stage of team development? Question options: performing. storming. norming. conforming. forming. View Feedback n 7 1 / 1 point Teams are most effective when their members: Question options: have the same skills and values. collectively possess the required competencies for the task. are motivated to participate in the team. have all of these features.collectively possess the required competencies for the task AND are motivated to participate in the team. View Feedback n 8 1 / 1 point The degree of attraction people feel toward the team and their motivation to remain members is called: Question options: social loafing. team development. team heterogeneity. task interdependence. team cohesiveness. View Feedback n 9 0 / 1 point Most team building interventions try to: Question options: select the most appropriate members for the various teams in the organization. identify the best leader for the team. help team members find ways to reduce their interdependence. improve the work environment. accelerate the team development process. View Feedback n 10 1 / 1 point Virtual teams are best described as: Question options: groups of employees who are almost (virtually) identical to each other in skills and values. cross­functional groups of employees that operate across space, time and organizational boundaries. formal work teams in which most members do not feel that they are really part of the team. informal groups that meet only in cyberspace. groups of employees from different departments who are located near each other. View Feedbackn 11 1 / 1 point In team dynamics, process losses are best described as: Question options: productivity losses that occur when team members need to learn a new task. information lost due to imperfect communication. resources expended towards team development and maintenance. knowledge lost when a team member leaves the organization. None of these statements describe process losses. View Feedback n 12 1 / 1 point Teams have which of the following features? Question options: Two or more people Members perceive themselves as a social entity Exist to fulfill some purpose. Team members influence each other All of these are features of teams. View Feedback n 13 0 / 1 point As team leader, you discover that a competitor is about to develop a similar product that your group is currently developing. What is most likely to happen if you tell your team members about this external threat? Question options: The team would become more cohesive. The team would begin to introduce dysfunctional norms. The team would move quickly to the adjourning stage of team development. Individual team members would become more productive through social loafing. All of these will occur. View Feedback n 14 1 / 1 point Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to: Question options: minimize team cohesiveness.add more roles to the team. increase the risk of forming dysfunctional norms. minimize social loafing. do all of these things to the team. View Feedback n 15 1 / 1 point Production employees working on an assembly line usually have which of the following types of task interdependence? Question options: Sequential interdependence Total independence Reciprocal interdependence Pooled interdependence Straight­line interdependence. View Feedback n 16 1 / 1 point Which of these statements about team roles is FALSE? Question options: Some team roles are formally prescribed with the job. Team members often negotiate the preferred roles in the team during the team development process. Some team roles support task completion, whereas other roles support the team's maintenance. Some team roles are informally fulfilled by various team members. A team role is almost always assigned to the same person for the life of the team. View Feedback n 17 1 / 1 point Two features that distinguish virtual teams from conventional teams are: Question options: size and heterogeneity. lack of co­location and dependence on information technology. joint optimization and primary work unit. norms and trust. None of these factors distinguishes virtual teams from conventional teams.View Feedback n 18 0 / 1 point Team cohesiveness tends to be higher: Question options: in smaller teams. when entry into the team becomes extremely difficult and humiliating. when the team has distinct fault lines. when members have limited interaction. when all of these conditions occur View Feedback n 19 1 / 1 point Which of these statements is TRUE? Question options: All groups are teams. Groups are teams with a high level of task interdependence. Unlike teams, groups are associated with an organizational objective. Some groups are just people assembled together in the same physical area. Group are teams that have no purpose for their members. View Feedback n 20 1 / 1 point Of what importance is task interdependence to teams or team dynamics? Question options: Task interdependence is not important for teams or team dynamics. Low task interdependence motivates employees to work together as a team. Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. Low task interdependence is necessary to prevent the team from breaking apart. High task interdependence weakens team cohesiveness. Your quiz has been submitted successfully. Q5 Ch8 TeamsQuestion 1 1 / 1 point Most team building interventions try to: Question options: select the most appropriate members for the various teams in the organization. identify the best leader for the team. help team members find ways to reduce their interdependence. improve the work environment. accelerate the team development process. View Feedback Question 2 1 / 1 point Compared to people in low­cohesion teams, members of high­cohesion teams: Question options: are less motivated to maintain their membership. are more likely to resolve conflicts swiftly and effectively. are less sensitive to each other's needs. are less likely to share information with each other. tend to experience all of these results. View Feedback Question 3 1 / 1 point Team cohesiveness tends to be higher: Question options: in smaller teams. when entry into the team becomes extremely difficult and humiliating. when the team has distinct fault lines. when members have limited interaction. when all of these conditions occur View Feedback Question 4 1 / 1 point Team cohesiveness can be strengthened in each of the following ways EXCEPT: Question options: making the team just large enough to facilitate goal accomplishment. letting anyone become a team member.creating or sensitizing the team to an external threat to its existence or goal accomplishment. ensuring that team members have compatible values and goals. showing members that the team is necessary to fulfill individual needs. View Feedback Question 5 1 / 1 point Which of the following allows employees to collectively plan, organize, and control work activities with little or no direct involvement of a higher­status supervisor? Question options: Gainsharing teams Production teams Joint health and safety committees Self­directed work teams Quality circles View Feedback Question 6 1 / 1 point Self­directed work teams: Question options: are informal groups. usually exist as communities of practice. have substantial autonomy over the execution of a complete task. consist of a group of employees led by their immediate supervisor. are common in Europe but rarely found in North America. View Feedback Question 7 1 / 1 point Virtual teams are best described as: Question options: groups of employees who are almost (virtually) identical to each other in skills and values. cross­functional groups of employees that operate across space, time and organizational boundaries. formal work teams in which most members do not feel that they are really part of the team. informal groups that meet only in cyberspace.groups of employees from different departments who are located near each other. View Feedback Question 8 1 / 1 point Which of the following statements about teams and task characteristics is FALSE? Question options: Teams are generally more effective when each person's tasks have low interdependence with tasks performed by other team members. Teams are generally more effective when tasks are well structured and, therefore, easier to coordinate with other people. Teams usually work better on complex rather than simple tasks. People have a greater sense of being on a team when co­workers are linked through reciprocal rather than pooled interdependence. Team members with relatively independent tasks are less likely to coordinate with each other. View Feedback Question 9 1 / 1 point The motivation to be part of an informal group is influenced mainly by the drive to: Question options: defend learn acquire bond or socialize be inclusive and fair View Feedback Question 10 1 / 1 point The main advantage of constructive conflict is that it: Question options: minimizes dysfunctional conflict among team members. increases the level of group polarization. removes production blocking encourages team members to re­examine the assumptions and logic of their preferences in the decision. helps the team to make decisions more quickly.View Feedback Question 11 1 / 1 point Production employees working on an assembly line usually have which of the following types of task interdependence? Question options: Sequential interdependence Total independence Reciprocal interdependence Pooled interdependence Straight­line interdependence. View Feedback Question 12 1 / 1 point Which of the following is usually an informal group? Question options: Task force Team­oriented department Management team Production team People you regularly meet for lunch View Feedback Question 13 1 / 1 point In team dynamics, process losses are best described as: Question options: productivity losses that occur when team members need to learn a new task. information lost due to imperfect communication. resources expended towards team development and maintenance. knowledge lost when a team member leaves the organization. None of these statements describe process losses. View Feedback Question 14 1 / 1 point The first three stages of team development in sequential order are: Question options:storming, norming, performing. adjourning, conforming, performing. forming, storming, norming. forming, norming, performing. forming, conforming, reforming. View Feedback Question 15 1 / 1 point Which of these statements is TRUE? Question options: All groups are teams. Groups are teams with a high level of task interdependence. Unlike teams, groups are associated with an organizational objective. Some groups are just people assembled together in the same physical area. Group are teams that have no purpose for their members. View Feedback Question 16 1 / 1 point Compared with small teams, large teams usually: Question options: are more effective performing services. have more process losses. have team members who feel more involved in the team's success. have more pooled interdependence. have all of these consequences. View Feedback Question 17 1 / 1 point Brainstorming includes all of these rules EXCEPT: Question options: critique the ideas of other team members. piggyback on other people's ideas. provide as many ideas as possible. state ideas even if they may seem crazy. speak freely.View Feedback Question 18 1 / 1 point Two features that distinguish virtual teams from conventional teams are: Question options: size and heterogeneity. lack of co­location and dependence on information technology. joint optimization and primary work unit. norms and trust. None of these factors distinguishes virtual teams from conventional teams. View Feedback Question 19 1 / 1 point Teams are most effective when their members: Question options: have the same skills and values. collectively possess the required competencies for the task. are motivated to participate in the team. have all of these features. collectively possess the required competencies for the task AND are motivated to participate in the team. View Feedback Question 20 1 / 1 point Which of the following does NOT minimize social loafing? Question options: Form larger work teams. Specialize tasks. Measure individual performance. Make the work more interesting to the social loafer and other team members. Select team members with a collectivist value orientation. View Feedback our quiz has been submitted successfully. Q5 Ch8 TeamsQuestion 1 1 / 1 point Compared to people in low­cohesion teams, members of high­cohesion teams: Question options: are less motivated to maintain their membership. are more likely to resolve conflicts swiftly and effectively. are less sensitive to each other's needs. are less likely to share information with each other. tend to experience all of these results. View Feedback Question 2 1 / 1 point Brainstorming includes all of these rules EXCEPT: Question options: critique the ideas of other team members. piggyback on other people's ideas. provide as many ideas as possible. state ideas even if they may seem crazy. speak freely. View Feedback Question 3 1 / 1 point The primary objective of team building is to: Question options: accelerate the team development process. encourage all team members to experience lower cohesiveness. help the team discover and remove members guilty of social loafing. help the team move from a homogeneous to a more heterogeneous composition. determine whether the team should accept more tasks. View Feedback Question 4 1 / 1 point Team cohesiveness tends to be higher: Question options: in smaller teams. when entry into the team becomes extremely difficult and humiliating.when the team has distinct fault lines. when members have limited interaction. when all of these conditions occur View Feedback Question 5 1 / 1 point Virtual teams are best described as: Question options: groups of employees who are almost (virtually) identical to each other in skills and values. cross­functional groups of employees that operate across space, time and organizational boundaries. formal work teams in which most members do not feel that they are really part of the team. informal groups that meet only in cyberspace. groups of employees from different departments who are located near each other. View Feedback Question 6 1 / 1 point Which of the following does NOT minimize social loafing? Question options: Form larger work teams. Specialize tasks. Measure individual performance. Make the work more interesting to the social loafer and other team members. Select team members with a collectivist value orientation. View Feedback Question 7 0 / 1 point As team leader, you discover that a competitor is about to develop a similar product that your group is currently developing. What is most likely to happen if you tell your team members about this external threat? Question options: The team would become more cohesive. The team would begin to introduce dysfunctional norms. The team would move quickly to the adjourning stage of team development. Individual team members would become more productive through social loafing. All of these will occur.View Feedback Question 8 1 / 1 point The situation where team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people is known as: Question options: electronic brainstorming nominal group technique divergent thinking the Delphi method constructive conflict View Feedback Question 9 1 / 1 point Of what importance is task interdependence to teams or team dynamics? Question options: Task interdependence is not important for teams or team dynamics. Low task interdependence motivates employees to work together as a team. Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. Low task interdependence is necessary to prevent the team from breaking apart. High task interdependence weakens team cohesiveness. View Feedback Question 10 1 / 1 point A diverse team is better than a homogeneous team: Question options: on complex projects and tasks requiring innovative solutions. on tasks requiring a high degree of cooperation. in situations where the team must reach the performing stage of team development quickly. in every organizational activity. Never; heterogeneous teams are always less effective than homogeneous teams. View Feedback Question 11 1 / 1 pointA task force refers to: Question options: any informal group that has the same members as the permanent task­oriented group. any formal group whose members work permanently and most of their time in that team. any formal group whose members must be able to perform all tasks on the team. any temporary team that investigates a particular problem and typically disbands when the decision is made. None of these statements describes a task force. View Feedback Question 12 1 / 1 point Production employees working on an assembly line usually have which of the following types of task interdependence? Question options: Sequential interdependence Total independence Reciprocal interdependence Pooled interdependence Straight­line interdependence. View Feedback Question 13 1 / 1 point The first three stages of team development in sequential order are: Question options: storming, norming, performing. adjourning, conforming, performing. forming, storming, norming. forming, norming, performing. forming, conforming, reforming. View Feedback Question 14 1 / 1 point Which of these statements about teams is FALSE? Question options:All groups are teams. Teams are held together by their interdependence and need for collaboration to fulfill goals. Team members perceive themselves as a social entity within the organization. Team members influence each other, although some members are more influential than others. All teams exist to fulfill some purpose. View Feedback Question 15 1 / 1 point Which of he following is NOT a stage of team development? Question options: performing. storming. norming. conforming. forming. View Feedback Question 16 1 / 1 point Which of the following allows employees to collectively plan, organize, and control work activities with little or no direct involvement of a higher­status supervisor? Question options: Gainsharing teams Production teams Joint health and safety committees Self­directed work teams Quality circles View Feedback Question 17 1 / 1 point Teams are most effective when their members: Question options: have the same skills and values. collectively possess the required competencies for the task. are motivated to participate in the team. have all of these features.collectively possess the required competencies for the task AND are motivated to participate in the team. View Feedback Question 18 1 / 1 point Which of the following refers to the tendency of highly cohesive groups to value consensus at the price of decision quality? Question options: Group polarization Groupthink Escalation of commitment Evaluation apprehension Brainstorming View Feedback Question 19 1 / 1 point Team cohesiveness can be strengthened in each of the following ways EXCEPT: Question options: making the team just large enough to facilitate goal accomplishment. letting anyone become a team member. creating or sensitizing the team to an external threat to its existence or goal accomplishment. ensuring that team members have compatible values and goals. showing members that the team is necessary to fulfill individual needs. View Feedback Question 20 1 / 1 point The main advantage of constructive conflict is that it: Question options: minimizes dysfunctional conflict among team members. increases the level of group polarization. removes production blocking encourages team members to re­examine the assumptions and logic of their preferences in the decision. helps the team to make decisions more quickly. View Feedbackour quiz has been submitted successfully. Q5 Ch8 Teams Question 1 1 / 1 point The primary objective of team building is to: Question options: accelerate the team development process. encourage all team members to experience lower cohesiveness. help the team discover and remove members guilty of social loafing. help the team move from a homogeneous to a more heterogeneous composition. determine whether the team should accept more tasks. View Feedback Question 2 1 / 1 point Teams are most effective when their members: Question options: have the same skills and values. collectively possess the required competencies for the task. are motivated to participate in the team. have all of these features. collectively possess the required competencies for the task AND are motivated to participate in the team. View Feedback Question 3 1 / 1 point Brainstorming includes all of these rules EXCEPT: Question options: critique the ideas of other team members. piggyback on other people's ideas. provide as many ideas as possible. state ideas even if they may seem crazy. speak freely. View FeedbackQuestion 4 1 / 1 point Two features that distinguish virtual teams from conventional teams are: Question options: size and heterogeneity. lack of co­location and dependence on information technology. joint optimization and primary work unit. norms and trust. None of these factors distinguishes virtual teams from conventional teams. View Feedback Question 5 1 / 1 point Compared to individuals working alone, teams have the potential to: Question options: make better decisions. develop better products. create a more energized workforce. provide superior customer service. provide all of these results. View Feedback Question 6 1 / 1 point Which of the following refers to the tendency of highly cohesive groups to value consensus at the price of decision quality? Question options: Group polarization Groupthink Escalation of commitment Evaluation apprehension Brainstorming View Feedback Question 7 1 / 1 point The first three stages of team development in sequential order are: Question options: storming, norming, performing. adjourning, conforming, performing.forming, storming, norming. forming, norming, performing. forming, conforming, reforming. View Feedback Question 8 0 / 1 point Which of the following explicitly encourages team members to 'piggyback' or 'hitchhike' on the ideas presented by other team members? Question options: Brainstorming Group polarization Constructive conflict Groupthink Nominal group technique View Feedback Question 9 1 / 1 point The situation where team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than the people is known as: Question options: electronic brainstorming nominal group technique divergent thinking the Delphi method constructive conflict View Feedback Question 10 1 / 1 point Which of these statements about teams is FALSE? Question options: All groups are teams. Teams are held together by their interdependence and need for collaboration to fulfill goals. Team members perceive themselves as a social entity within the organization. Team members influence each other, although some members are more influential than others. All teams exist to fulfill some purpose.View Feedback Question 11 1 / 1 point Compared to people in low­cohesion teams, members of high­cohesion teams: Question options: are less motivated to maintain their membership. are more likely to resolve conflicts swiftly and effectively. are less sensitive to each other's needs. are less likely to share information with each other. tend to experience all of these results. View Feedback Question 12 1 / 1 point The degree of attraction people feel toward the team and their motivation to remain members is called: Question options: social loafing. team development. team heterogeneity. task interdependence. team cohesiveness. View Feedback Question 13 1 / 1 point Self­directed work teams: Question options: are informal groups. usually exist as communities of practice. have substantial autonomy over the execution of a complete task. consist of a group of employees led by their immediate supervisor. are common in Europe but rarely found in North America. View Feedback Question 14 1 / 1 point Most team building interventions try to: Question options:select the most appropriate members for the various teams in the organization. identify the best leader for the team. help team members find ways to reduce their interdependence. improve the work environment. accelerate the team development process. View Feedback Question 15 1 / 1 point Which of the following statements about teams and task characteristics is FALSE? Question options: Teams are generally more effective when each person's tasks have low interdependence with tasks performed by other team members. Teams are generally more effective when tasks are well structured and, therefore, easier to coordinate with other people. Teams usually work better on complex rather than simple tasks. People have a greater sense of being on a team when co­workers are linked through reciprocal rather than pooled interdependence. Team members with relatively independent tasks are less likely to coordinate with each other. View Feedback Question 16 1 / 1 point Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to: Question options: minimize team cohesiveness. add more roles to the team. increase the risk of forming dysfunctional norms. minimize social loafing. do all of these things to the team. View Feedback Question 17 1 / 1 point The main advantage of constructive conflict is that it: Question options: minimizes dysfunctional conflict among team members. increases the level of group polarization.removes production blocking encourages team members to re­examine the assumptions and logic of their preferences in the decision. helps the team to make decisions more quickly. View Feedback Question 18 1 / 1 point Team cohesiveness tends to be higher: Question options: in smaller teams. when entry into the team becomes extremely difficult and humiliating. when the team has distinct fault lines. when members have limited interaction. when all of these conditions occur View Feedback Question 19 1 / 1 point Which of the following is usually an informal group? Question options: Task force Team­oriented department Management team Production team People you regularly meet for lunch View Feedback Question 20 1 / 1 point Compared with small teams, large teams usually: Question options: are more effective performing services. have more process losses. have team members who feel more involved in the team's success. have more pooled interdependence. have all of these consequences. View FeedbackYour quiz has been submitted successfully. Q7 Ch9 Communication Question 1 1 / 1 point Communication is the process by which information is _______ and ________ between two or more people. Question options: spoken; heard heard; seen transmitted; understood acknowledged; absorbed dictated; transcribed View Feedback correct Question 2 1 / 1 point The capacity of a communication method to transmit information is known as: Question options: media richness. information load. channel frequency. channel noise. media amplitude. View Feedbackcorrect Question 3 0 / 1 point Which of the following statements about electronic mail is FALSE? Question options: Email tends to transmit information faster than traditional written media. Email tends to increase the risk of sending emotionally charged messages to other people. Email tends to increase information overload. Employees can easily misunderstand the emotional meaning of email messages. Email tends to reduce the flow of information from lower to higher levels in the organization. View Feedback incorrect Question 4 1 / 1 point Which of these statements about nonverbal communication is FALSE? Question options: In conversations, more information is usually communicated nonverbally than verbally. Nonverbal communication is less rule-bound than is verbal communication. Nonverbal communication is usually more carefully thought out than is verbal communication.Nonverbal communication plays a major role in emotional labour. Emotional contagion is transmitted mainly through nonverbal communication. View Feedback correct Question 5 1 / 1 point In the communication process model, what happens immediately after the receiver receives the encoded message? Question options: The sender receives confirmation that the message has been understood. The receiver confirms with the sender that the message sent was intended to be a message. The receiver decodes the received message. The sender encodes the message. The receiver forms feedback in response to the received message. View Feedback correct Question 6 1 / 1 point Which of the following communication media tends to be best for transmitting emotions and persuading the receiver? Question options: NewsletterEmail message Telephone conversation Face-to-face meeting Memorandum to all employees View Feedback correct Question 7 1 / 1 point Two important sets of factors to consider when choosing the appropriate communication channel for a given situation are: Question options: empathy and speed. social acceptance and media richness. ambiguity and novelty of the problem. gender and culture availability of technology and cost View Feedback correct Question 8 1 / 1 pointEffective communication occurs when: Question options: information is sent through informal rather than formal channels. information is transmitted between two or more people. the sender convinces the receiver to accept the information sent. information is transmitted and understood between two or more people. the sender transmits information that is received by someone other than the intended receiver. View Feedback correct Question 9 1 / 1 point To improve communication and make more efficient use of space, many companies are: Question options: moving executives into separate buildings. building taller office towers. tearing down walls and introducing open office designs. removing parking spaces so that employees must commute to work. none of these improves communication and makes more efficient use of space. View Feedback correctQuestion 10 1 / 1 point Media richness refers to: Question options: total profits of newspapers, television networks and radio broadcasting companies within a society. the data-carrying capacity of a communication medium. the financial and emotional cost of transmitting a message from one person to another person within the same organization. the extent to which a message is conveyed through information technology rather than human interaction. none of these. View Feedback correct Question 11 0 / 1 point Safety representatives in each of the six plants of a manufacturing company need to communicate to each other every week the number and type of health and safety incidents in their plant. Each representative has a safety reporting document where he or she checks off the type and number of infractions during the previous week. These incidents are well known to other representatives; there are rarely any surprises. This weekly communication calls for: Question options: high media richness. high emotional contagion. mostly nonverbal communication. face-to-face meetings. relatively low media richness. View Feedbackincorrect Question 12 1 / 1 point Which of the following is NOT explicitly identified in the communication process model? Question options: Distraction Noise Transmission Encoding Decoding View Feedback correct Question 13 1 / 1 point In the communication process model, "feedback" is: Question options: formal acknowledgment, or indirect evidence from the receiver's actions. defined as a formally encoded message from the receiver. is the sender's way of ensuring that he or she has actually encoded the message. deliberately excluded from the communication process model.included in the first two steps of the model. View Feedback correct Question 14 0 / 1 point Which of the following reduces information overload by increasing the person's informationprocessing capacity? Question options: Using a filtering algorithm to screen out incoming email. Learning speed-reading to read more pages per hour. Reading only the summaries of long documents. Using an assistant to screen out unwanted mail. All of these increase the person's information-processing capacity. View Feedback incorrect Question 15 1 / 1 point A problem with email is that: Question options: it contributes to information overload. it increases the frequency of flaming.it is difficult to interpret emotion in email messages. it lacks the warmth of human interaction. All of these are problems with email. View Feedback Effective communication plays an important role in: Question options: knowledge management. decision making. coordinating work activities. fulfilling the drive to bond. Communication plays an important role in all of these. View Feedback correct Question 2 1 / 1 point Which of the following would constitute 'noise' in the communication process? Question options: Perceptual differences between sender and receiver. Filtering information up the organizational hierarchy. Receiving more information than the person can process. Jargon that the receiver does not understand. All of these represent examples of noise.View Feedback correct Question 3 0 / 1 point Which of the following represents a form of nonverbal communication? Question options: The sender's actions The sender's voice intonation The silence between statements made by the sender The sender's physical distance. All of these are forms of nonverbal communication View Feedback incorrect Question 4 1 / 1 point Which of these statements about nonverbal communication is FALSE? Question options: In conversations, more information is usually communicated nonverbally than verbally. Nonverbal communication is less rule-bound than is verbal communication. Nonverbal communication is usually more carefully thought out than is verbal communication.Nonverbal communication plays a major role in emotional labour. Emotional contagion is transmitted mainly through nonverbal communication. View Feedback correct Question 5 1 / 1 point The most obvious cross-cultural communication challenge is: Question options: silence. shaking hands. language. smiling. nonverbal communication. View Feedback correct Question 6 0 / 1 point Email and instant messaging have had what effect on the corporate grapevine? Question options: These communication media have made it more difficult for the grapevine to operate without the assistance of management. These communication media have dramatically changed the topics of interestcommunicated through the corporate grapevine. These communication media have increased the efficiency of grapevine communication around the company's global operations, not just around the next cubicle. These communication media have done all of these. These communication media have had no effect on the corporate grapevine. View Feedback incorrect Question 7 0 / 1 point The organizational grapevine: Question options: transmits information very slowly from higher to lower levels in the organization. tends to use communication channels that are low in media richness. ignores social relations among employees in the organization. helps employees to make sense of their workplace when the information is not available through formal channels. has all of these characteristics. View Feedback incorrect Question 8 0 / 1 point Which of the following reduces information overload by increasing the person's informationprocessing capacity?Question options: Using a filtering algorithm to screen out incoming email. Learning speed-reading to read more pages per hour. Reading only the summaries of long documents. Using an assistant to screen out unwanted mail. All of these increase the person's information-processing capacity. View Feedback incorrect Question 9 1 / 1 point When a sender and receiver want to transmit technical information more efficiently, they should: Question options: use jargon that they both understand. use filtering. use upward communication coordinators. use nonverbal communication. use ambiguous language. View Feedback correct Question 10 1 / 1 pointEffective communication occurs when: Question options: information is sent through informal rather than formal channels. information is transmitted between two or more people. the sender convinces the receiver to accept the information sent. information is transmitted and understood between two or more people. the sender transmits information that is received by someone other than the intended receiver. View Feedback correct Question 11 1 / 1 point To improve communication and make more efficient use of space, many companies are: Question options: moving executives into separate buildings. building taller office towers. tearing down walls and introducing open office designs. removing parking spaces so that employees must commute to work. none of these improves communication and makes more efficient use of space. View Feedback correctQuestion 12 1 / 1 point Media richness refers to: Question options: total profits of newspapers, television networks and radio broadcasting companies within a society. the data-carrying capacity of a communication medium. the financial and emotional cost of transmitting a message from one person to another person within the same organization. the extent to which a message is conveyed through information technology rather than human interaction. none of these. View Feedback correct Question 13 0 / 1 point Safety representatives in each of the six plants of a manufacturing company need to communicate to each other every week the number and type of health and safety incidents in their plant. Each representative has a safety reporting document where he or she checks off the type and number of infractions during the previous week. These incidents are well known to other representatives; there are rarely any surprises. This weekly communication calls for: Question options: high media richness. high emotional contagion. mostly nonverbal communication. face-to-face meetings. relatively low media richness. View Feedbackincorrect Question 14 0 / 1 point Which of the following statements about electronic mail is FALSE? Question options: Email tends to transmit information faster than traditional written media. Email tends to increase the risk of sending emotionally charged messages to other people. Email tends to increase information overload. Employees can easily misunderstand the emotional meaning of email messages. Email tends to reduce the flow of information from lower to higher levels in the organization. View Feedback incorrect Question 15 0 / 1 point Which of the following activities helps us to cope with information overload? Question options: Working longer hours Learning to read faster Improving our time management Scanning through documents more efficientlyAll of these help us to cope with information overload. View Feedback Your quiz has been submitted successfully. Q7 Ch9 Communication Question 1 0 / 1 point The organizational grapevine: Question options: transmits information very slowly from higher to lower levels in the organization. tends to use communication channels that are low in media richness. ignores social relations among employees in the organization. helps employees to make sense of their workplace when the information is not available through formal channels. has all of these characteristics. View Feedback incorrect Question 2 1 / 1 point Which of the following activities helps us to cope with information overload? Question options: Working longer hours Learning to read faster Improving our time managementScanning through documents more efficiently All of these help us to cope with information overload. View Feedback correct Question 3 1 / 1 point When a sender and receiver want to transmit technical information more efficiently, they should: Question options: use jargon that they both understand. use filtering. use upward communication coordinators. use nonverbal communication. use ambiguous language. View Feedback correct Question 4 1 / 1 point To improve communication and make more efficient use of space, many companies are: Question options: moving executives into separate buildings.building taller office towers. tearing down walls and introducing open office designs. removing parking spaces so that employees must commute to work. none of these improves communication and makes more efficient use of space. View Feedback correct Question 5 1 / 1 point Which of the following communication media tends to be best for transmitting emotions and persuading the receiver? Question options: Newsletter Email message Telephone conversation Face-to-face meeting Memorandum to all employees View Feedback correct Question 6 1 / 1 point Which of the following is NOT explicitly identified in the communication process model?Question options: Distraction Noise Transmission Encoding Decoding View Feedback correct Question 7 1 / 1 point Effective communication plays an important role in: Question options: knowledge management. decision making. coordinating work activities. fulfilling the drive to bond. Communication plays an important role in all of these. View Feedback correct Question 8 0 / 1 pointEmail and instant messaging have had what effect on the corporate grapevine? Question options: These communication media have made it more difficult for the grapevine to operate without the assistance of management. These communication media have dramatically changed the topics of interest communicated through the corporate grapevine. These communication media have increased the efficiency of grapevine communication around the company's global operations, not just around the next cubicle. These communication media have done all of these. These communication media have had no effect on the corporate grapevine. View Feedback incorrect Question 9 1 / 1 point Which of the following would constitute 'noise' in the communication process? Question options: Perceptual differences between sender and receiver. Filtering information up the organizational hierarchy. Receiving more information than the person can process. Jargon that the receiver does not understand. All of these represent examples of noise. View Feedback correctQuestion 10 1 / 1 point Communication is the process by which information is _______ and ________ between two or more people. Question options: spoken; heard heard; seen transmitted; understood acknowledged; absorbed dictated; transcribed View Feedback correct Question 11 1 / 1 point Safety representatives in each of the six plants of a manufacturing company need to communicate to each other every week the number and type of health and safety incidents in their plant. Each representative has a safety reporting document where he or she checks off the type and number of infractions during the previous week. These incidents are well known to other representatives; there are rarely any surprises. This weekly communication calls for: Question options: high media richness. high emotional contagion. mostly nonverbal communication. face-to-face meetings. relatively low media richness. View Feedbackcorrect Question 12 1 / 1 point In the communication process model, what happens immediately after the receiver receives the encoded message? Question options: The sender receives confirmation that the message has been understood. The receiver confirms with the sender that the message sent was intended to be a message. The receiver decodes the received message. The sender encodes the message. The receiver forms feedback in response to the received message. View Feedback correct Question 13 1 / 1 point In the communication process, filtering occurs when: Question options: the sender carefully selects words that the receiver is most likely to understand correctly. the receiver removes noise from the communication process so that the sender's message is more accurately understood. people delete or delay negative information, or use words that make the message sound more favourable.an organization is able to prevent grapevine communication by sending the information more quickly through newsletters and other formal communication channels. the receiver avoids receiving messages from a sender, such as by avoiding the person or deliberately not reading email messages. View Feedback correct Question 14 0 / 1 point The organizational grapevine is useful because it: Question options: is an effective way for management to inform employees about future organizational changes. provides detailed information that more formal communication channels tend to ignore. reduces information overload. fulfills employees' drive to bond. is an effective way for management to communicate to employees AND reduces information overload. View Feedback incorrect Question 15 1 / 1 point Which communication channel is most effective when the sender wants to persuade the receiver? Question options:A memorandum A formal speech to a large audience A personal letter to the target receiver A personal face-to-face meeting with the target receiver The method of communication does not influence the sender's ability to persuade others View Feedback Your quiz has been submitted successfully. Q7 Ch9 Communication Question 1 0 / 1 point Which of the following statements about electronic mail is FALSE? Question options: Email tends to transmit information faster than traditional written media. Email tends to increase the risk of sending emotionally charged messages to other people. Email tends to increase information overload. Employees can easily misunderstand the emotional meaning of email messages. Email tends to reduce the flow of information from lower to higher levels in the organization. View Feedback incorrect Question 2 1 / 1 pointEffective communication occurs when: Question options: information is sent through informal rather than formal channels. information is transmitted between two or more people. the sender convinces the receiver to accept the information sent. information is transmitted and understood between two or more people. the sender transmits information that is received by someone other than the intended receiver. View Feedback correct Question 3 1 / 1 point When a sender and receiver want to transmit technical information more efficiently, they should: Question options: use jargon that they both understand. use filtering. use upward communication coordinators. use nonverbal communication. use ambiguous language. View Feedback correctQuestion 4 0 / 1 point Email and instant messaging have had what effect on the corporate grapevine? Question options: These communication media have made it more difficult for the grapevine to operate without the assistance of management. These communication media have dramatically changed the topics of interest communicated through the corporate grapevine. These communication media have increased the efficiency of grapevine communication around the company's global operations, not just around the next cubicle. These communication media have done all of these. These communication media have had no effect on the corporate grapevine. View Feedback incorrect Question 5 1 / 1 point In the communication process model, "feedback" is: Question options: formal acknowledgment, or indirect evidence from the receiver's actions. defined as a formally encoded message from the receiver. is the sender's way of ensuring that he or she has actually encoded the message. deliberately excluded from the communication process model. included in the first two steps of the model. View Feedbackcorrect Question 6 1 / 1 point Media richness refers to: Question options: total profits of newspapers, television networks and radio broadcasting companies within a society. the data-carrying capacity of a communication medium. the financial and emotional cost of transmitting a message from one person to another person within the same organization. the extent to which a message is conveyed through information technology rather than human interaction. none of these. View Feedback correct Question 7 1 / 1 point Which of the following activities helps us to cope with information overload? Question options: Working longer hours Learning to read faster Improving our time management Scanning through documents more efficiently All of these help us to cope with information overload.View Feedback correct Question 8 1 / 1 point Which of the following reduces information overload by increasing the person's informationprocessing capacity? Question options: Using a filtering algorithm to screen out incoming email. Learning speed-reading to read more pages per hour. Reading only the summaries of long documents. Using an assistant to screen out unwanted mail. All of these increase the person's information-processing capacity. View Feedback correct Question 9 1 / 1 point Which of the following would constitute 'noise' in the communication process? Question options: Perceptual differences between sender and receiver. Filtering information up the organizational hierarchy. Receiving more information than the person can process.Jargon that the receiver does not understand. All of these represent examples of noise. View Feedback correct Question 10 1 / 1 point A problem with email is that: Question options: it contributes to information overload. it increases the frequency of flaming. it is difficult to interpret emotion in email messages. it lacks the warmth of human interaction. All of these are problems with email. View Feedback correct Question 11 1 / 1 point Which communication channel is most effective when the sender wants to persuade the receiver? Question options: A memorandumA formal speech to a large audience A personal letter to the target receiver A personal face-to-face meeting with the target receiver The method of communication does not influence the sender's ability to persuade others View Feedback correct Question 12 1 / 1 point Two important sets of factors to consider when choosing the appropriate communication channel for a given situation are: Question options: empathy and speed. social acceptance and media richness. ambiguity and novelty of the problem. gender and culture availability of technology and cost View Feedback correct Question 13 1 / 1 pointWhich of these statements about nonverbal communication is FALSE? Question options: In conversations, more information is usually communicated nonverbally than verbally. Nonverbal communication is less rule-bound than is verbal communication. Nonverbal communication is usually more carefully thought out than is verbal communication. Nonverbal communication plays a major role in emotional labour. Emotional contagion is transmitted mainly through nonverbal communication. View Feedback correct Question 14 0 / 1 point The organizational grapevine is useful because it: Question options: is an effective way for management to inform employees about future organizational changes. provides detailed information that more formal communication channels tend to ignore. reduces information overload. fulfills employees' drive to bond. is an effective way for management to communicate to employees AND reduces information overload. View Feedback incorrectQuestion 15 1 / 1 point In the communication process model, what happens immediately after the receiver receives the encoded message? Question options: The sender receives confirmation that the message has been understood. The receiver confirms with the sender that the message sent was intended to be a message. The receiver decodes the received message. The sender encodes the message. The receiver forms feedback in response to the received message. View Feedback Your quiz has been submitted successfully. Q10 Ch12 Leadership Question 1 1 / 1 point Which of the following would be a leadership substitute? Question options: Skilled employees. Employees with strong self­leadership competencies. Performance­based reward systems. Supportive colleagues. All of these are leadership substitutes. View Feedback correct Question 2 1 / 1 point Which of these is NOT explicitly identified in the textbook as a leadership perspective? Question options: Attitudinal. Contingency. Transformational. Implicit. Competency.View Feedback correct Question 3 0 / 1 point According to research on the behavioural perspective of leadership, task­oriented leaders tend to: Question options: set goals that are too challenging. develop mutual trust and respect for subordinates. listen to employee suggestions. establish well­defined best work procedures. do all of these things. View Feedback incorrect Question 4 1 / 1 point Which of these statements about leadership is TRUE? Question options: Leadership includes the process of influencing others. Leadership includes actions that change the work environment so that employees are better able to achieve team or organizational objectives. Leadership applies to people in any position in the organization, not just those in executive positions. All of these statements are true. None of these statements is true. View Feedback correct Question 5 1 / 1 point Charismatic leadership refers to: Question options: the same thing as transformational leadership. the same features as transactional leadership. personal traits that provide referent power over others. an over­exaggerated estimation of a leader's competencies. any situation where followers attribute positive things to leaders who do not really deserve this credit. View Feedbackcorrect Question 6 0 / 1 point Servant leadership is most closely associated with: Question options: path­goal leadership. the implicit leadership perspective. the competency perspective of leadership. the people­oriented leadership style. transformational leadership. View Feedback incorrect Question 7 1 / 1 point People tend to evaluate female leaders slightly less favourably than male leaders because: Question options: women aren't as skilled at leading people. they tend to rely on gender stereotypes and prototypes of leaders. people don't have many examples of women in leadership roles. women tend to use one leadership style whereas effective leaders use many styles. of all of these reasons. View Feedback correct Question 8 1 / 1 point Which of the following best summarizes research on the competency perspective of leadership? Question options: Effective leaders tend to have a few common aptitudes and personal characteristics, such as drive, intelligence and integrity. Competencies have no importance in identifying effective leaders. Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership. The competency perspective of leadership has evolved into a sophisticated contingency­oriented model. A few physical appearance traits (e.g. height) are good predictors of leadership effectiveness. View Feedback correctQuestion 9 0 / 1 point Path­goal theory argues that: Question options: leadership is relatively unimportant in organizations. participative leadership is the most effective style of leadership. supportive leadership is best where the employee's job is highly satisfying. great leaders are born, not made. the most effective leader behaviour depends on the situation. View Feedback incorrect Question 10 1 / 1 point Recent leadership writing suggests that emotional intelligence: Question options: is the only trait that distinguishes effective from ineffective leaders. is an important characteristic of effective leaders. is less important than early writing on leadership traits had assumed. is unrelated to effective leadership. is currently unimportant, but will become an important leadership trait as the workforce ages and jobs become less production­oriented. View Feedback Your quiz has been submitted successfully. Q10 Ch12 Leadership Question 1 1 / 1 point Transformational leadership states that effective leaders: Question options: alter mundane activities such as meeting agendas to move the organization in a new direction. create a vision of where the company should be going. establish new goals and expectations for the organization. mobilize commitment for organizational change by acting as role models. do all of these things. View Feedback correctQuestion 2 1 / 1 point Competency, behavioural, contingency, implicit, and transformational represent five of the main: Question options: sources of organizational power. perspectives of leadership. perspectives of shared leadership. anchors of organizational behaviour. contingencies of influence. View Feedback correct Question 3 1 / 1 point Charismatic leadership refers to: Question options: the same thing as transformational leadership. the same features as transactional leadership. personal traits that provide referent power over others. an over­exaggerated estimation of a leader's competencies. any situation where followers attribute positive things to leaders who do not really deserve this credit. View Feedback correct Question 4 0 / 1 point Which leadership perspective takes the view that leadership is a characteristic of the person? Question options: Transactional perspective of leadership. Competency perspective of leadership. Behavioural perspective of leadership. Path­goal leadership. All of these take the view that leadership is a characteristic of the person. View Feedback incorrect Question 5 1 / 1 point Servant leadership is most closely associated with: Question options:path­goal leadership. the implicit leadership perspective. the competency perspective of leadership. the people­oriented leadership style. transformational leadership. View Feedback correct Question 6 0 / 1 point How do women differ from men in their use of leadership styles? Question options: Women tend to use more of the people­oriented leadership style than do men Women tend to use more of the participative leadership style than do men. Women tend to use more of the task­oriented leadership style than do men. Women and men use all leadership styles to about the same extent. Organizational behaviour research has not studied the relative tendency of men and women to use certain leadership styles. View Feedback incorrect Question 7 1 / 1 point Which of these statements about leadership is TRUE? Question options: Leadership includes the process of influencing others. Leadership includes actions that change the work environment so that employees are better able to achieve team or organizational objectives. Leadership applies to people in any position in the organization, not just those in executive positions. All of these statements are true. None of these statements is true. View Feedback correct Question 8 1 / 1 point Which of the following would be a leadership substitute? Question options: Skilled employees. Employees with strong self­leadership competencies.Performance­based reward systems. Supportive colleagues. All of these are leadership substitutes. View Feedback correct Question 9 1 / 1 point Which of the following best summarizes research on the competency perspective of leadership? Question options: Effective leaders tend to have a few common aptitudes and personal characteristics, such as drive, intelligence and integrity. Competencies have no importance in identifying effective leaders. Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership. The competency perspective of leadership has evolved into a sophisticated contingency­oriented model. A few physical appearance traits (e.g. height) are good predictors of leadership effectiveness. View Feedback correct Question 10 1 / 1 point Recent leadership writing suggests that emotional intelligence: Question options: is the only trait that distinguishes effective from ineffective leaders. is an important characteristic of effective leaders. is less important than early writing on leadership traits had assumed. is unrelated to effective leadership. is currently unimportant, but will become an important leadership trait as the workforce ages and jobs become less production­oriented. View Feedback Your quiz has been submitted successfully. Q10 Ch12 Leadership Question 1 1 / 1 point Transformational leadership states that effective leaders: Question options: alter mundane activities such as meeting agendas to move the organization in a new direction. create a vision of where the company should be going. establish new goals and expectations for the organization. mobilize commitment for organizational change by acting as role models.do all of these things. View Feedback correct Question 2 1 / 1 point How do women differ from men in their use of leadership styles? Question options: Women tend to use more of the people­oriented leadership style than do men Women tend to use more of the participative leadership style than do men. Women tend to use more of the task­oriented leadership style than do men. Women and men use all leadership styles to about the same extent. Organizational behaviour research has not studied the relative tendency of men and women to use certain leadership styles. View Feedback correct Question 3 1 / 1 point According to research on the behavioural perspective of leadership, task­oriented leaders tend to: Question options: set goals that are too challenging. develop mutual trust and respect for subordinates. listen to employee suggestions. establish well­defined best work procedures. do all of these things. View Feedback correct Question 4 1 / 1 point Servant leadership is most closely associated with: Question options: path­goal leadership. the implicit leadership perspective. the competency perspective of leadership. the people­oriented leadership style. transformational leadership. View Feedbackcorrect Question 5 1 / 1 point Which of the following would NOT be considered transformational leadership? Question options: Do things that are consistent with the new corporate vision. Show employees how to perform the job more efficiently. Use metaphors and unique language to symbolize the new vision. Create a new setting or arrangement to mark a change in direction for the organization. Work with employees to develop a common mental model of the organization's desired future. View Feedback correct Question 6 1 / 1 point Recent leadership writing suggests that emotional intelligence: Question options: is the only trait that distinguishes effective from ineffective leaders. is an important characteristic of effective leaders. is less important than early writing on leadership traits had assumed. is unrelated to effective leadership. is currently unimportant, but will become an important leadership trait as the workforce ages and jobs become less production­oriented. View Feedback correct Question 7 1 / 1 point Which of the following would be a leadership substitute? Question options: Skilled employees. Employees with strong self­leadership competencies. Performance­based reward systems. Supportive colleagues. All of these are leadership substitutes. View Feedback correctQuestion 8 1 / 1 point Which of these is NOT explicitly identified in the textbook as a leadership perspective? Question options: Attitudinal. Contingency. Transformational. Implicit. Competency. View Feedback correct Question 9 1 / 1 point Which of these statements about leadership is TRUE? Question options: Leadership includes the process of influencing others. Leadership includes actions that change the work environment so that employees are better able to achieve team or organizational objectives. Leadership applies to people in any position in the organization, not just those in executive positions. All of these statements are true. None of these statements is true. View Feedback correct Question 10 1 / 1 point Charismatic leadership refers to: Question options: the same thing as transformational leadership. the same features as transactional leadership. personal traits that provide referent power over others. an over­exaggerated estimation of a leader's competencies. any situation where followers attribute positive things to leaders who do not really deserve this credit. View Feedback Your quiz has been submitted successfully. Q10 Ch12 LeadershipQuestion 1 1 / 1 point Path­goal theory argues that: Question options: leadership is relatively unimportant in organizations. participative leadership is the most effective style of leadership. supportive leadership is best where the employee's job is highly satisfying. great leaders are born, not made. the most effective leader behaviour depends on the situation. View Feedback correct Question 2 1 / 1 point Transformational leadership states that effective leaders: Question options: alter mundane activities such as meeting agendas to move the organization in a new direction. create a vision of where the company should be going. establish new goals and expectations for the organization. mobilize commitment for organizational change by acting as role models. do all of these things. View Feedback correct Question 3 1 / 1 point Which of these statements about leadership is TRUE? Question options: Leadership includes the process of influencing others. Leadership includes actions that change the work environment so that employees are better able to achieve team or organizational objectives. Leadership applies to people in any position in the organization, not just those in executive positions. All of these statements are true. None of these statements is true. View Feedback correct Question 4 1 / 1 point Recent leadership writing suggests that emotional intelligence:Question options: is the only trait that distinguishes effective from ineffective leaders. is an important characteristic of effective leaders. is less important than early writing on leadership traits had assumed. is unrelated to effective leadership. is currently unimportant, but will become an important leadership trait as the workforce ages and jobs become less production­oriented. View Feedback correct Question 5 1 / 1 point Competency, behavioural, contingency, implicit, and transformational represent five of the main: Question options: sources of organizational power. perspectives of leadership. perspectives of shared leadership. anchors of organizational behaviour. contingencies of influence. View Feedback correct Question 6 1 / 1 point Servant leadership is most closely associated with: Question options: path­goal leadership. the implicit leadership perspective. the competency perspective of leadership. the people­oriented leadership style. transformational leadership. View Feedback correct Question 7 1 / 1 point Which of these is NOT explicitly identified in the textbook as a leadership perspective? Question options: Attitudinal. Contingency.Transformational. Implicit. Competency. View Feedback correct Question 8 1 / 1 point Charismatic leadership refers to: Question options: the same thing as transformational leadership. the same features as transactional leadership. personal traits that provide referent power over others. an over­exaggerated estimation of a leader's competencies. any situation where followers attribute positive things to leaders who do not really deserve this credit. View Feedback correct Question 9 1 / 1 point Which leadership perspective takes the view that leadership is a characteristic of the person? Question options: Transactional perspective of leadership. Competency perspective of leadership. Behavioural perspective of leadership. Path­goal leadership. All of these take the view that leadership is a characteristic of the person. View Feedback correct Question 10 1 / 1 point People tend to evaluate female leaders slightly less favourably than male leaders because: Question options: women aren't as skilled at leading people. they tend to rely on gender stereotypes and prototypes of leaders. people don't have many examples of women in leadership roles. women tend to use one leadership style whereas effective leaders use many styles. of all of these reasons.View Feedback 009 Foundations of team dynamics True/False [QUESTION] 1. ‘Teams’ are groups of two or more people who have equal influence over each other regarding the team’s goals and means of achieving those goals. Ans: False Difficulty: Medium Page: 266 [QUESTION] 2. All teams exist to fulfil some purpose, either for the organisation or for its members. Ans: True Difficulty: Easy Page: 266 [QUESTION] 3. All teams are groups, but some types of groups are not teams. Ans: True Difficulty: Easy Page: 266 [QUESTION] 4. All groups are teams, but some types of teams are not groups. Ans: False Difficulty: Medium Page: 266[QUESTION] 5. Team members are held together by their interdependence and need for collaboration to achieve common goals. Ans: True Difficulty: Easy Page: 266 [QUESTION] 6. Teams are groups with some degree of task interdependence and a common objective. Ans: True Difficulty: Medium Page: 266 [QUESTION] 7. Employees in a department are considered a team only when they directly interact and coordinate work activities with each other. Ans: True Difficulty: Medium Page: 266 [QUESTION] 8. Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made. Ans: True Difficulty: Medium Page: 267 [QUESTION] 9. Informal groups exist primarily to complete tasks for the organisation that management does not know about. Ans: FalseDifficulty: Easy Pages: 266–8 [QUESTION] 10. Some informal groups exist primarily to satisfy the drive to bond. Ans: True Difficulty: Easy Page: 268 [QUESTION] 11. Social identity theory partly explains why people join informal groups. Ans: True Difficulty: Medium Page: 268 [QUESTION] 12. Our desire for informal groups is mostly influenced by our drive to defend. Ans: False Difficulty: Medium Page: 268 [QUESTION] 13. Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers. Ans: True Difficulty: Easy Page: 268 [QUESTION] 14. Teams potentially develop better products and services compared with employees working alone.Ans: True Difficulty: Easy Page: 269 [QUESTION] 15. Research concludes that individuals working alone are usually more successful than teams at identifying problems and developing alternatives to problems. Ans: False Difficulty: Easy Page: 269 [QUESTION] 16. Employees tend to have a stronger sense of belongingness when they worked in teams rather than alone. Ans: True Difficulty: Easy Page: 269 [QUESTION] 17. A team’s effectiveness is partly measured by how well its members’ needs are fulfilled. Ans: True Difficulty: Easy Page: 269 [QUESTION] 18. Team effectiveness refers to how well a team accomplishes its objectives for the organisation, even if this undermines the team’s ability to survive for future tasks. Ans: False Difficulty: Medium Page: 269[QUESTION] 19. Companies with the best team dynamics are more likely to have team-based rewards and a physical arrangement that encourages face-to-face dialogue. Ans: True Difficulty: Medium Pages: 269–70 [QUESTION] 20. In Canada and other western countries, team members work together more effectively when they are rewarded only for team, not individual, performance. Ans: False Difficulty: Medium Pages: 269–70 [QUESTION] 21. The three elements of team design include communication systems, organisational environment and reward systems. Ans: False Difficulty: Difficult Pages: 269–70 [QUESTION] 22. Reward systems, communication systems and physical space are three elements of the organisational and team environment. Ans: True Difficulty: Medium Pages: 269–70 [QUESTION] 23. Office layout and other physical space characteristics influence the team’s ability to accomplish tasks as well as shape team member perceptions about being part of a team. Ans: TrueDifficulty: Medium Page: 270 [QUESTION] 24. Teams work better when there are several layers of management and team members are encouraged to communicate mainly through their immediate supervisor. Ans: False Difficulty: Easy Page: 270 [QUESTION] 25. Effective team leaders act as coaches and enablers. Ans: True Difficulty: Easy Page: 271 [QUESTION] 26. Teams are generally more effective when the task is complex and lacks definition. Ans: False Difficulty: Medium Pages: 270–1 [QUESTION] 27. Two important elements of the team’s environment are the team’s size and composition. Ans: False Difficulty: Medium Page: 270 [QUESTION] 28. Teams are more effective when they are formed around work processes and are given more autonomy to accomplish their work.Ans: True Difficulty: Easy Page: 271 [QUESTION] 29. Tasks that are simple but poorly structured are best for teams rather than individuals working alone. Ans: False Difficulty: Medium Page: 271 [QUESTION] 30. Teams are best suited for tasks with low interdependence among team members. Ans: False Difficulty: Medium Pages: 271–2 [QUESTION] 31. The higher the level of task interdependence, the greater the need for individuals working alone than together in teams. Ans: False Difficulty: Easy Pages: 271–2 [QUESTION] 32. Reciprocal interdependence is the highest level of task interdependence in organisations. Ans: True Difficulty: Easy Page: 272 [QUESTION]33. Forming, storming and norming are the three main levels of task interdependence. Ans: False Difficulty: Medium Pages: 271–2 [QUESTION] 34. Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline. Ans: True Difficulty: Easy Page: 272 [QUESTION] 35. As team size increases, members increase their frequency of interaction and are therefore more likely to increase their identity with the team’s main objective. Ans: False Difficulty: Medium Page: 272 [QUESTION] 36. The optimal team size exists when the team is as small as possible, yet has enough people to accomplish the task. Ans: True Difficulty: Easy Page: 272 [QUESTION] 37. In large teams, members tend to break into informal subgroups around common interests and work activities. Ans: True Difficulty: Easy Page: 273[QUESTION] 38. In effective teams, each member must possess the full set of competencies to perform the team’s entire task alone. Ans: False Difficulty: Medium Page: 273 [QUESTION] 39. In effective teams, members must be motivated and able to work together, as well as contribute to the team’s task. Ans: True Difficulty: Easy Page: 273 [QUESTION] 40. Homogeneous teams take longer to work through the stages of team development than do heterogeneous teams. Ans: False Difficulty: Medium Page: 274 [QUESTION] 41. Heterogeneous teams tend to be more effective than homogeneous teams on simple tasks requiring a high degree of cooperation and coordination. Ans: False Difficulty: Easy Page: 274 [QUESTION] 42. Heterogeneous teams have fault lines that may split the team into subgroups along gender, ethnic or other dimensions.Ans: True Difficulty: Medium Page: 274 [QUESTION] 43. The norming stage of team development is marked by interpersonal conflict as team members compete for leadership and other positions on the team. Ans: False Difficulty: Difficult Pages: 275–6 [QUESTION] 44. The longer team members work together, the better they develop common mental models to help them complete the work together. Ans: True Difficulty: Easy Page: 275 [QUESTION] 45. Teams develop their first real sense of cohesion during the norming stage of team development. Ans: True Difficulty: Medium Pages: 275–6 [QUESTION] 46. During the adjourning stage of team development, team members shift their attention away from relationships and instead focus mainly on completing the task. Ans: False Difficulty: Medium Pages: 275–6[QUESTION] 47. The forming, storming and norming model of team development is different from the team development experiences that most students report in their team projects. Ans: False Difficulty: Medium Page: 275–6 [QUESTION] 48. Norms are the informal rules and standards established by a team to regulate the behaviour of its members. Ans: True Difficulty: Easy Page: 276 [QUESTION] 49. Team members rarely conform to team norms unless other team members apply reinforcement or punishment. Ans: False Difficulty: Medium Page: 277 [QUESTION] 50. Critical events, such as a colleague’s serious injury, may alter team norms. Ans: True Difficulty: Easy Page: 278 [QUESTION] 51. The only way to alter team norms is to disband the group. Ans: False Difficulty: EasyPages: 278–9 [QUESTION] 52. One way to change team norms in existing teams is to explicitly discuss the counterproductive norms with team members using persuasive communication strategies. Ans: True Difficulty: Easy Page: 279 [QUESTION] 53. Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences. Ans: False Difficulty: Medium Page: 279 [QUESTION] 54. Team members typically hold one or more formal roles in the team as well as roles that they informally fulfil at various times. Ans: True Difficulty: Medium Pages: 279–80 [QUESTION] 55. To maximise cohesiveness, the team should be as small as possible without jeopardising its ability to accomplish the task. Ans: True Difficulty: Easy Pages: 280–2 [QUESTION]56. Cohesiveness tends to be higher in teams where the office design facilitates communication among team members. Ans: True Difficulty: Easy Pages: 280–2 [QUESTION] 57. Homogeneous teams with relatively few members and a high level of interaction tend to have high cohesiveness. Ans: True Difficulty: Easy Pages: 280–2 [QUESTION] 58. Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member. Ans: False Difficulty: Medium Page: 281 [QUESTION] 59. Highly cohesive teams invariably perform organisational objectives better than teams with moderate or low cohesiveness. Ans: False Difficulty: Easy Page: 282 [QUESTION] 60. Process losses are the resources expended to develop and maintain an effective team. Ans: True Difficulty: Medium Page: 283[QUESTION] 61. Organisational behaviour scholars have concluded that employees always work better in teams than alone. Ans: False Difficulty: Easy Page: 283 [QUESTION] 62. Social loafing is least common in situations where team members work alone towards a common output. Ans: False Difficulty: Easy Page: 284 [QUESTION] 63. Social loafing is more common among people with collectivist values. Ans: False Difficulty: Easy Page: 284 [QUESTION] 64. Companies can minimise social loafing by dividing the team’s work into distinct units and assigning those unique tasks to each team member. Ans: True Difficulty: Medium Page: 284 [QUESTION] 65. Forming smaller teams and measuring individual rather than team performance tends to increase the likelihood of social loafing. Ans: FalseDifficulty: Medium Page: 284 Multiple Choice [QUESTION] 66. Teams have which of the following features? A. They have two or more people. B. They perceive themselves as a social entity. C. They exist to fulfil some purpose. D. Team members influence each other. E. All of these are features of teams. Ans: D Difficulty: Easy Page: 266 [QUESTION] 67. Some ____ are just people assembled together without any necessary ________. A. groups, interdependence B. production teams, norms C. teams, cohesiveness D. task forces, goals E. teams, norms Ans: A Difficulty: Difficult Page: 266 [QUESTION] 68. Which of these statements is TRUE? A. All groups are teams.B. Groups are teams with a high level of task interdependence. C. Unlike teams, groups are associated with an organisational objective. D. Some groups are just people assembled together in the same physical area. E. Group are teams that have no purpose for their members. Ans: D Difficulty: Medium Page: 266 [QUESTION] 69. Which of these statements about teams is FALSE? A. All groups are teams. B. Teams are held together by their interdependence and need for collaboration to fulfil goals. C. Team members perceive themselves as a social entity within the organisation. D. Team members influence each other, although some members are more influential than others. E. All teams exist to fulfil some purpose. Ans: A Difficulty: Medium Page: 266 [QUESTION] 70. Which of the following statements about teams and groups is FALSE? A. Some teams exist without any goal or purpose. B. A team can have dozens of members. C. Departments are teams when employees interact with each other. D. All members of a work team have influence, although some may have more influence than others. E. A team always requires some form of communication among its members. Ans: A Difficulty: Difficult Page: 266[QUESTION] 71. Employees working in a department would be considered a team only when: A. they operate without any supervisor. B. everyone in the department has the same set of skills. C. they directly interact with each other and coordinate work activities. D. they are all located in the same physical area. E. all of these conditions exist. Ans: C Difficulty: Difficult Page: 266 [QUESTION] 72. Employees working in a department would be considered a team only when: A. they have the same skills. B. they report to the same supervisor. C. they manage their own work activities without a supervisor. D. they are encouraged to directly interact and coordinate work activities with each other. E. Never, because work teams never include all employees from the same department. Ans: D Difficulty: Difficult Page: 266 [QUESTION] 73. A ‘task force’ refers to: A. any informal group that has the same members as the permanent task-oriented group. B. any formal group whose members work permanently and most of their time in that team. C. any formal group whose members must be able to perform all tasks on the team. D. any temporary team that investigates a particular problem and typically disbands when the decision is made.E. None of these statements describes a task force. Ans: D Difficulty: Medium Page: 267 [QUESTION] 74. Royal Dutch/Shell Group formed a team to improve revenues for its service stations along major highways in Malaysia. This team, which included a service station dealer, a union truck driver and four or five marketing executives, disbanded after it had reviewed the Malaysian service stations and submitted a business plan. The Malaysian group is called: A. a friendship group. B. a commuter group. C. an informal group. D. a community of practice. E. a task force. Ans: E Difficulty: Medium Page: 267 [QUESTION] 75. Which of the following is usually an informal group? A. Task force B. Team-oriented department C. Management team D. Production team E. People you regularly meet for lunch Ans: E Difficulty: Easy Pages: 266–7 [QUESTION]76. ______ is one explanation why people belong to informal groups. A. Rewards B. Social identity theory C. Stages of team development D. Social loafing E. None of these factors explains why people belong to informal groups. Ans: B Difficulty: Medium Page: 268 [QUESTION] 77. According to social identity theory: A. teams are never as productive as individuals working alone. B. the most effective teams have as many members as the organisation can afford. C. the team development process occurs more rapidly for heterogeneous teams than for homogeneous teams. D. people are motivated to become members of groups that are similar to themselves. E. team members identify with their team only when they are publicly recognised as members of that team. Ans: D Difficulty: Medium Page: 268 [QUESTION] 78. The motivation to be part of an informal group is influenced mainly by the drive to: A. defend. B. learn. C. acquire. D. bond. E. be fair. Ans: DDifficulty: Easy Page: 268 [QUESTION] 79. The drive to bond and the dynamics of social identity theory both explain why people: A. join informal groups. B. tend to ignore team norms whenever possible. C. have difficulty feeling cohesiveness in teams. D. engage in social loafing. E. work better alone than in teams. Ans: A Difficulty: Medium Page: 268 [QUESTION] 80. Compared to individuals working alone, teams have the potential to: A. make better decisions. B. develop better products. C. create a more energised workforce. D. provide superior customer service. E. provide all of these results. Ans: E Difficulty: Easy Page: 268 [QUESTION] 81. A team that achieves its organisational goals, satisfies member needs and survives in its environment: A. is an effective team. B. is called a ‘task force’.C. has not yet reached its highest level of team development. D. has a strong communication system but inappropriate reward system. E. has too many members for the required task. Ans: A Difficulty: Easy Page: 269 [QUESTION] 82. A team is effective when: A. it is able to maintain the team’s survival. B. members are able to fulfil their needs through membership in the team. C. it achieves its goals. D. it achieves its goals AND maintains the team’s survival. E. it achieves all of these outcomes. Ans: E Difficulty: Easy Page: 269 [QUESTION] 83. Which of the following organisational environment features potentially affects team effectiveness? A. Reward systems B. Communication systems C. Organisational leadership D. Physical space E. All of these features Ans: D Difficulty: Easy Page: 270[QUESTION] 84. The design and effectiveness of most teams are affected by: A. organisational leadership. B. reward systems. C. communication systems. D. organisational structure. E. All of these environmental conditions. Ans: D Difficulty: Easy Pages: 269–71 [QUESTION] 85. Organisational leadership, organisational structure and reward systems are: A. three of the main sources of team cohesiveness. B. three team design features. C. three elements of the organisational and team environment. D. three of the main causes of social loafing. E. three ways to minimise teambuilding. Ans: C Difficulty: Medium Pages: 269–71 [QUESTION] 86. ____________ shapes employee perceptions about being together as a team and influences the team’s ability to accomplish tasks. A. Task independence B. A U-shaped production layout C. An organisational structure with many layers of management D. An individual reward system E. Social loafingAns: B Difficulty: Medium Page: 270 [QUESTION] 87. In Australian firms, team members tend to work together more effectively when: A. they work in separate areas of the company. B. they are rewarded for team performance rather than individual performance. C. they work in a structure that encourages communication and coordination through their supervisor. D. they are rewarded for both individual and team performance. E. they have independent tasks. Ans: D Difficulty: Medium Pages: 269–70 [QUESTION] 88. Teams work better when the organisational structure: A. organises teams around specialised skills rather than work processes. B. has many layers of management. C. encourages interaction with team members rather than through supervisors. D. organises teams around specialised skills, has many layers of management AND encourages interaction with team members. E. does not exist. Ans: C Difficulty: Easy Page: 271 [QUESTION] 89. Which of the following statements about teams and task characteristics is FALSE?A. Teams are generally more effective when each person’s tasks have low interdependence with tasks performed by other team members. B. Teams are generally more effective when tasks are well structured and, therefore, easier to coordinate with other people. C. Teams usually work better on complex rather than simple tasks. D. People have a greater sense of being on a team when co-workers are linked through reciprocal rather than pooled interdependence. E. Team members with relatively independent tasks are less likely to coordinate with each other. Ans: A Difficulty: Medium Pages: 271–2 [QUESTION] 90. Production employees working on an assembly line usually have which of the following types of task interdependence? A. Sequential interdependence B. Total independence C. Reciprocal interdependence D. Pooled interdependence E. None of these represents the interdependence of an assembly line. Ans: A Difficulty: Medium Page: 272 [QUESTION] 91. Two company divisions produce completely different products but must seek funding from head office for capital expansion. The relationship between these two divisions would be best described as: A. pooled interdependence. B. total independence. C. reciprocal interdependence. D. anticipatory interdependence.E. sequential interdependence. Ans: A Difficulty: Easy Page: 272 [QUESTION] 92. Pooled interdependence is: A. essential for team effectiveness. B. the same as reciprocal interdependence. C. the weakest form of interdependence other than complete independence. D. the best way to avoid social loafing. E. None of these statements represent pooled interdependence. Ans: C Difficulty: Easy Page: 272 [QUESTION] 93. Of what importance is task interdependence to teams or team dynamics? A. Task interdependence is not important for teams or team dynamics. B. Low task interdependence motivates employees to work together as a team. C. Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. D. Low task interdependence is necessary to prevent the team from breaking apart. E. High task interdependence weakens team cohesiveness. Ans: C Difficulty: Medium Pages: 271–2 [QUESTION] 94. Employees should almost always be organised into teams when they have:A. pooled interdependence. B. a very high level of heterogeneity. C. counterproductive norms. D. high levels of social loafing. E. reciprocal interdependence. Ans: E Difficulty: Medium Pages: 271–2 [QUESTION] 95. ABC Corp. formed a special task force to identify delivery schedule problems. The task force originally had five members, but this increased to 15 members after the company president decided to include three people from each department rather than just one. What will likely happen as a result of this change? A. Team cohesiveness will increase. B. Team members will spend less time coordinating their work. C. Team members will associate themselves with informal subgroups. D. Team members will engage in less social loafing. E. None of these actions would occur. Ans: C Difficulty: Medium Page: 273 [QUESTION] 96. In terms of team size, the general rule is that teams: A. cannot have more than seven or, possibly, eight members. B. should have the fewest number of people possible to perform the work. C. can be large or small without any influence on the team’s effectiveness. D. cannot have fewer than five members. E. should be as large as possible, but smaller than the entire organisation. Ans: BDifficulty: Easy Page: 273 [QUESTION] 97. Compared with small teams, large teams usually: A. are more effective in performing services. B. have more process losses. C. have team members who feel more involved in the team’s success. D. have more pooled interdependence. E. have all of these consequences. Ans: B Difficulty: Medium Pages: 272–3 [QUESTION] 98. When forming a team, it is critical that each team member has: A. the complete set of skills necessary to perform the team’s task alone. B. the motivation to work together. C. valuable skills that other team members do not know about. D. no previous experience working with any of the other members. E. all of these characteristics. Ans: B Difficulty: Easy Page: 273 [QUESTION] 99. A heterogeneous team is better than a homogeneous team: A. on complex projects and tasks requiring innovative solutions. B. on tasks requiring a high degree of cooperation. C. in situations where the team must reach the performing stage of team development quickly.D. in every organisational activity. E. Never; heterogeneous teams are always less effective than homogeneous teams. Ans: A Difficulty: Medium Page: 273 [QUESTION] 100. ‘Fault lines’ are more likely to occur when teams: A. have very few members. B. have developed through to the performing stage. C. are heterogeneous. D. are highly interdependent. E. have none of these features. Ans: C Difficulty: Medium Page: 273 [QUESTION] 101. Teams are most effective when their members: A. have the same skills and values. B. collectively possess the required competencies for the task. C. are motivated to participate in the team. D. collectively possess the required competencies for the task AND are motivated to participate in the team. E. have all of these features. Ans: D Difficulty: Medium Page: 273 [QUESTION]102. Compared with heterogeneous teams, homogeneous teams: A. become cohesive more easily. B. proceed through the team development process more quickly. C. experience less conflict with each other. D. experience better interpersonal relations. E. have all of these characteristics. Ans: E Difficulty: Easy Pages: 273–4 [QUESTION] 103. Teams with strong fault lines: A. experience more dysfunctional conflict within the team. B. proceed more quickly through the team development process. C. have team members with similar demographic and professional backgrounds. D. tend to have very few members on the team. E. have better interpersonal relations. Ans: A Difficulty: Medium Page: 273 [QUESTION] 104. During which stage of team development does a consensus form around the team’s objectives? A. Performing B. Reforming C. Norming D. Conforming E. Forming Ans: CDifficulty: Medium Page: 275 [QUESTION] 105. The first three stages of team development, in sequential order, are: A. storming, norming, performing. B. adjourning, conforming, performing. C. forming, storming, norming. D. forming, norming, performing. E. forming, conforming, reforming. Ans: C Difficulty: Easy Page: 275 [QUESTION] 106. Which of he following is NOT a stage of team development? A. Performing B. Storming C. Norming D. Conforming E. Forming Ans: D Difficulty: Medium Page: 275 [QUESTION] 107. Conforming, performing and reforming are all: A. stages of team development. B. types of team norms. C. reasons why teams disband.D. factors that improve team cohesiveness. E. none of these statements. Ans: E Difficulty: Medium Page: 275 [QUESTION] 108. What generally occurs during the ‘storming’ stage of team development? A. Members learn about each other and evaluate the benefits and costs of continued membership. B. Members shift their attention away from task orientation to a socio-emotional focus as they realise their relationship is coming to an end. C. Members have learned to coordinate their actions and now become more task-oriented. D. Members develop their first real sense of cohesion and, through disclosure and feedback, make an effort to understand and accept each other. E. Members try to assume specific responsibilities and influence the team’s goals and means of goal attainment. Ans: E Difficulty: Difficult Pages: 275–6 [QUESTION] 109. The team development model does NOT recognise that: A. some teams remain in a particular stage longer than others. B. informal groups do not experience any development process. C. teams really never develop past the norming stage. D. the storming stage is a type of performing. E. the storming stage follows the forming stage. Ans: A Difficulty: Easy Page: 276[QUESTION] 110. How do norms affect the behaviour of team members? A. Norms encourage members to try new behaviours not previously sanctioned by the team. B. Norms represent the glue or esprit de corps that holds the team together. C. Norms help the team regulate and guide the behaviours of its members. D. Norms help the team move from the forming to storming stages of team development. E. Norms apply to the attitudes and beliefs, not the behaviours, of team members. Ans: C Difficulty: Easy Page: 276 [QUESTION] 111. Which of these statements about team norms is FALSE? A. Norms apply only to thoughts or feelings, not behaviours. B. Team members often conform to prevailing norms without direct reinforcement or punishment from other team members. C. Some norms develop from a critical event in the team’s history. D. Team norms are most strongly influenced by events soon after the team is formed. E. Some norms develop from the beliefs and values that members bring to the team. Ans: A Difficulty: Medium Pages: 276–9 [QUESTION] 112. Several customer service teams in your organisation have dysfunctional norms in which they do not pro-actively ask clients whether they would like to try certain new services. If you were given the opportunity to form a new customer service team, which of the following would remove or avoid forming this dysfunctional norm? A. Soon after the team members are selected, you clearly state the norm that team members should pro-actively ask clients to consider other services. B. You select employees who do not accept the dysfunctional norm.C. You introduce a team-based reward system that explicitly discourages the dysfunctional norm. D. If team members are regularly forgetting to ask clients to consider other services, then you would explicitly talk to them about the problems and dangers of this dysfunctional norm. E. All of these actions would remove or avoid forming this dysfunctional norm. Ans: E Difficulty: Medium Page: 279 [QUESTION] 113. If a dysfunctional norm is very deeply ingrained, the best strategy is probably to: A. tell the group that corporate leaders are willing to tolerate the dysfunctional norm. B. disband the group and replace it with people with more favourable norms. C. supplement the existing group with one or two people with more favourable norms. D. introduce rewards that further support the dysfunctional norm. E. do nothing. Ans: B Difficulty: Medium Page: 279 [QUESTION] 114. Which of these statements about team roles is FALSE? A. Some team roles are formally prescribed with the job. B. Team members often negotiate the preferred roles in the team during the team development process. C. Some team roles support task completion, whereas other roles support the team’s maintenance. D. Some team roles are informally fulfilled by various team members. E. A team role is almost always assigned to the same person for the life of the team. Ans: E Difficulty: Medium Page: 279[QUESTION] 115. A characteristic of team roles is that: A. they influence the emotions and attitudes, but not behaviours, of team members. B. they are always assigned by organisational leaders to specific people in the team. C. they usually weaken team cohesiveness. D. most teams can operate effectively without any team roles. E. they either focus the team on its objectives or maintain good working relations among team members. Ans: E Difficulty: Easy Page: 279 [QUESTION] 116. Coordinator, monitor, evaluator, plant and completer finisher are: A. the first four stages of team development. B. different types of teams. C. the main ways that teams avoid information overload. D. various roles found in teams. E. four activities used in teambuilding. Ans: D Difficulty: Easy Page: 280 [QUESTION] 117. Shaper, specialist and resource investigator are: A. different types of teams. B. roles found in teams C. three activities used in teambuilding. D. the first three stages of team development.E. dysfunctional norms identified in most teams at one time or another. Ans: B Difficulty: Medium Page: 280 [QUESTION] 118. The degree of attraction people feel toward the team and their motivation to remain members is called: A. social loafing. B. team development. C. team heterogeneity. D. task interdependence. E. team cohesiveness. Ans: E Difficulty: Easy Page: 280 [QUESTION] 119. Which of the following has a curvilinear relationship with team cohesiveness; that is, the strongest cohesiveness is neither at very high or very low levels of this factor? A. Member similarity B. Member interaction C. Team success D. Difficult entry to the team E. All of these conditions have a curvilinear relationship with team cohesiveness. Ans: D Difficulty: Difficult Page: 281 [QUESTION] 120. Team cohesiveness tends to be higher:A. in smaller teams. B. when entry into the team becomes extremely difficult and humiliating. C. when the team has distinct fault lines. D. when members have limited interaction. E. when all of these conditions occur Ans: A Difficulty: Easy Page: 281 [QUESTION] 121. Team cohesiveness can be strengthened in each of the following ways EXCEPT: A. making the team just large enough to facilitate goal accomplishment. B. letting anyone become a team member. C. creating or sensitising the team to an external threat to its existence or goal accomplishment. D. ensuring that team members have compatible values and goals. E. showing members that the team is necessary to fulfil individual needs. Ans: B Difficulty: Easy Page: 281 [QUESTION] 122. Team success, team size and member similarity are three: A. of the main factors influencing team cohesiveness. B. ways to change team norms. C. elements of the organisational and team environment. D. of the main causes of social loafing. E. ways to minimise teambuilding. Ans: A Difficulty: Medium Page: 281[QUESTION] 123. As team leader, you discover that a competitor is about to develop a similar product to that currently being developed by your group. What is most likely to happen if you tell your team members about this external threat? A. The team will become more cohesive. B. The team will begin to introduce dysfunctional norms. C. The team will move quickly to the adjourning stage of team development. D. Individual team members will become more productive through social loafing. E. All of these will occur. Ans: A Difficulty: Easy Page: 281 [QUESTION] 124. Which of the following does NOT occur as team cohesiveness increases? A. Team members are more motivated to maintain their membership in the team. B. Team members spend more time together. C. Team members experience more dysfunctional conflict among themselves. D. Team members experience less stress. E. Team members provide more social support to each other. Ans: C Difficulty: Easy Page: 282 [QUESTION] 125. What is the relationship between team cohesiveness and team productivity? A. Higher team cohesiveness increases productivity. B. Higher team cohesiveness reduces productivity. C. Team cohesiveness has no effect on productivity.D. The effect of cohesiveness on productivity depends on the group’s attitude towards cohesiveness. E. The effect of team cohesiveness on productivity depends on whether team norms are consistent with organisational goals. Ans: E Difficulty: Easy Page: 282 [QUESTION] 126. Compared to people in low-cohesion teams, members of high-cohesion teams: A. are less motivated to maintain their membership. B. are more likely to resolve conflicts swiftly and effectively. C. are less sensitive to each other’s needs. D. are less likely to share information with each other. E. tend to experience all of these results. Ans: B Difficulty: Medium Page: 282 [QUESTION] 127. Brook’s Law says that adding more people to a late software project only makes it later. This law is mainly referring to: A. team cohesiveness. B. process losses. C. team norms. D. team environment. E. informal teams. Ans: B Difficulty: Medium Page: 283[QUESTION] 128. According to Brook’s Law, adding more people to a late software project tends to: A. further delay the project. B. increase team cohesiveness. C. require less effort to maintain team dynamics. D. speed the team faster through team development. E. have no effect on team dynamics. Ans: A Difficulty: Medium Page: 283 [QUESTION] 129. In team dynamics, process losses are best described as: A. productivity losses that occur when team members need to learn a new task. B. information lost due to imperfect communication. C. resources expended towards team development and maintenance. D. knowledge lost when a team member leaves the organisation. E. None of these statements describe process losses. Ans: C Difficulty: Medium Page: 283 [QUESTION] 130. Social loafing is more likely to occur: A. in smaller rather than larger teams. B. when the task is boring. C. in tasks with high interdependence. D. when employees believe the team’s objective is important. E. among employees with collectivist rather than individualistic values. Ans: BDifficulty: Medium Page: 284 [QUESTION] 131. Keeping the team size sufficiently small and designing tasks such that each team member’s performance is measurable are two ways to: A. minimise team cohesiveness. B. add more roles to the team. C. increase the risk of forming dysfunctional norms. D. minimise social loafing. E. do all of these things to the team. Ans: D Difficulty: Medium Page: 284 [QUESTION] 132. Social loafing can be minimised by doing which of the following? A. Adding more people to the team. B. Creating tasks where each member’s contribution is pooled. C. Monitoring individual performance. D. Making the work less interesting to the social loafer and other team members. E. Selecting team members with a highly individualistic value orientation. Ans: C Difficulty: Easy Page: 284 [QUESTION] 133. Which of the following does NOT minimise social loafing? A. Forming larger work teams B. Specialising tasksC. Measuring individual performance D. Making the work more interesting to the social loafer and other team members E. Selecting team members with a collectivist value orientation Ans: A Difficulty: Easy Page: 284 [QUESTION] 134. The phenomenon where people exert less effort when working in groups than when working alone is called: A. team cohesiveness. B. social identity. C. pooled interdependence. D. team conformity. E. social loafing. Ans: E Difficulty: Easy Page: 284 Short Answer [QUESTION] 135. Describe three reasons why employees join informal groups in organisational settings. Ans: The textbook provides four explanations of why people join informal groups. Students may describe any three of these. Also, be aware of other reasonable explanations that students might present. Drive to bond. Group membership fulfils the drive to bond (as well as the associated relatedness needs). We join friends for lunch or stop by their work areas for brief chats because this interaction fulfils this drive.Social identity. We define ourselves by our group affiliations. If we belong to work teams or informal groups that are viewed favourably by others, then we tend to view ourselves more favourably. We are motivated to become members of groups that are similar to ourselves because this reinforces our social identity. Goal accomplishment. People often join and remain members of informal groups to accomplish goals that cannot be accomplished individually. Emotional support. Under threatening circumstances, people are comforted by the physical presence of other people and are motivated to be near others, including strangers. Thus, even though they might accomplish the task well enough alone, people often join forces with others to manage the stress of risky or threatening situations. Difficulty: Easy Page: 268 [QUESTION] 136. You have been given the unique opportunity to develop a ‘greenfield’ site for a new production facility. A greenfield site means that the entire operation is new, including employees, structure and practices. You want to ensure that the new plant supports self-directed work teams, unlike other company facilities which mainly focus on individual performance. Describe four different elements of the organisational and team environment that you need to consider that influence team effectiveness. Ans: Students should describe any four of the six elements described below and in the textbook. Reward systems. To support teams, the plant employees should receive some team-based rewards and peer feedback along with their individual pay cheques. This helps team members to recognise their interdependence. Communications systems. The communication channels in the new plant must allow the team — rather than specific individuals — to receive valued information to operate the plant. For example, it would be useful to design communications systems around work processes so that any member of that team can see important variables in that work process.Physical space. The plant layout should be designed around the work processes for which selfdirected work teams are responsible. This increases team member interaction and creates a stronger sense of ‘teamness’. Physical space also improves work efficiency within the team. Organisational environment. You might not have much control over the organisational environment. However, you can try to ensure that teams have sufficient production resources and that external stakeholders recognise and support the plant’s team-based structure (e.g. by encouraging customers and suppliers to work directly with teams rather than executives). Organisational structure. The organisational structure must be designed around work processes rather than functional departments to ensure that the team has sufficient autonomy and interdependence with an output orientation. The structure should also be flat (few management layers) to ensure more autonomy. Organisational leadership. The plant manager and other executives need to continually support the team-based structure by maintaining a team environment, establishing values that support teams more than individual achievers, and protecting teams from political tactics of individuals who try to weaken the power of teams. Difficulty: Medium Pages: 269–71 [QUESTION] 137. Identify three levels of interdependence and give an organisational example for each. Ans: Task interdependence exists when team members must share common inputs to their individual tasks, need to interact in the process of executing their work, or receive outcomes (such as rewards) that are partly determined by the performance of others. The three levels of interdependence are pooled, sequential and reciprocal. Pooled interdependence exists where work units operate independently except for reliance on a common resource or authority. Several company divisions depending on the same corporate pool of money to fund new capital projects is an example. Sequential interdependence occurs where one person’s output is the direct input for another person or unit. This interdependent linkage is found in manufacturing operations where the final assembly team depends on subassembly teams to maintain quality parts and sufficient inventory.The highest level of interdependence is reciprocal interdependence in which work output is exchanged back and forth among individuals or work units. This relationship exists in work teams where work-in-progress is passed back and forth several times before the final service or product is completed. Difficulty: Medium Pages: 271–2 [QUESTION] 138. You have been asked to lead a complex software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds. Using your knowledge of team size, how can you develop an effective team under these conditions? Ans: First, students should make it clear that a team of 100 people creates problems for team development and team cohesiveness. Probably the best strategy here is to break the group of 100 people into smaller teams based on common interdependencies, then have some way to effectively coordinate these diverse teams. This is the strategy applied by Pfizer at its research centres, as described in the textbook. Breaking the team into small groups will make it easier for team members to feel part of the process and form a social bond with some other people. However, it is also important to help team members relate to the larger team in some way. This might include social gatherings and weekly progress meetings where everyone attends. If the team operates for a long time, it may be wise to move employees around to different teams so they do not become too attached to one sub-team. Difficulty: Easy Pages: 272–3 [QUESTION] 139. ‘Ideally, all work teams should have seven members, give or take one or two.’ Discuss the accuracy of this statement. Ans: This question addresses the issue of the ideal team size. The main rule of thumb here is that the team should be as small as possible, yet large enough to accommodate the needs ofthe task. The smaller the team, the less time required to develop a cohesive group and the less time required to coordinate work activities. Five team members (plus or minus two) take these features into consideration. However, effective teams must also be large enough to accommodate the demands of the task. For example, some production teams require more than a dozen people with diverse skills and experience to accomplish the work. If the team is too small and fails to achieve its goals, it becomes less cohesive and performs less effectively on other tasks that are otherwise achievable. Difficulty: Easy Pages: 272–3 [QUESTION] 140. The head of emergency services in a large city strongly believes that heterogeneous teams are more effective than homogeneous teams. The executive wants to put this belief into practice by frequently rotating ambulance and other emergency service teams so that teams would constantly have new people with diverse backgrounds and experiences. This would be supplemented with a hiring process that deliberately selects people with diverse ethnic, cultural and educational backgrounds. Discuss the strengths and weaknesses of the executive’s actions in the emergency services agency. Ans: To answer this question well, students should explain that heterogeneous teams have certain advantages. In particular, they are generally more effective than homogeneous teams on complex projects and problems requiring innovative solutions. This is because people from different backgrounds see a problem or opportunity from different perspectives. Heterogeneous team members also solve complex problems more easily because they usually have a broader knowledge base. These attributes may be beneficial to emergency service teams to some extent. However, emergency service teams might also suffer if they are heterogeneous and may be more effective when members are homogeneous. Indeed, the textbook suggests that emergency response teams and string quartets may be more effective with homogeneous team members because homogeneous teams tend to be more effective on tasks requiring a high degree of cooperation and coordination. In this example, the constant rotation of employees through various teams indicates that emergency service teams will continually cycle through the team development process and face ongoing intra-group conflict. This conflict may undermine service efficiency. Emergency services need to have high performing teams (i.e. have reached the performing stage of team development) so that they coordinate their behaviours smoothly, otherwise, a patient’s life could be jeopardised. Difficulty: MediumPages: 273–4 [QUESTION] 141. Due to a corporate restructuring, three of the six employees who work on your corporate investment team have been transferred to other teams and three new recruits to the organisation will be assigned to your team as replacements. Although the three new hires are experienced from other organisations, they are new to your organisation and your team. Consequently, your team will pass through most stages of team development again. Briefly describe any three stages of team development that your team will probably experience after the new recruits join the team. Your answer should recognise that only half of your corporate investment team members are new; the others have been with the team for more than one year. Ans: Students can describe any three of the first four stages of team development. Some might also describe the fifth stage (adjournment) in the context of the three team members leaving. However, the question asks about team development after the new members join. Forming. During this first stage, both new and current members learn about each other while the new members receive an orientation about what is expected of them on the team. The new members are probably on their best behaviour and look for rules to follow. Current members might be on their guard somewhat, but engage in less information gathering and image management than the recruits. Storming. During this second stage, the new recruits start to assert their preferences more. They might suggest changes to existing practices (based on their experiences elsewhere). They also try to take on preferred informal roles. The existing team members may experience some conflict with the recruits as they try to defend existing norms, role assignments and work practices. Depending on the aggressiveness of the recruits and the responsiveness of current members, this could be a difficult stage for the team to pass through. This is particularly because the new recruits have previous experience from other organisations. Norming. This third stage occurs when recruits and current team members alike have formed common mental models regarding the team’s objectives and work processes. Task interdependence occurs more smoothly with less negotiation of behaviours required. This does not necessarily mean that new recruits have adjusted to the current practices. It is possible that recruits have adjusted the mental model by convincing current members to change in some way. Performing. In this fourth stage, the team becomes more task oriented and devotes less attention to team maintenance. Coordination is smooth and efficient and there is strongcooperation among team members. At this stage, there would be few differences between the new recruits and more senior team members. Difficulty: Medium Pages: 274–6 [QUESTION] 142. You have just been appointed as leader of a new shipping and receiving unit in your organisation. You have been given considerable latitude to select team members from among the existing workforce throughout the organisation. However, you are aware of a deeply embedded practice in many areas of the organisation where employees engage in horseplay by racing the forklifts. This practice is costly (some forklifts and shipped goods have been damaged). Moreover, there is a safety risk where the forklifts could overturn or run over another employee. Based on your knowledge of managing team norms, describe four actions to minimise the likelihood that this practice would occur in your new team. Your answer will also explain why each action might be effective. Ans: The points listed below are based on the ways mentioned in the textbook to manage team norms. However, creative students may present other solutions that are also aligned with the concepts presented in this chapter. a. When selecting team members, you should try to identify employees who do not engage in the horseplay. For example, you might look at personnel records and speak to current and past supervisors of employees who apply for a position in your unit. b. During the interview, at the time of job offer and when the person begins work, be sure to discuss the norms that you want the team to adopt and avoid, including the horseplay with forklifts. When the team is formed, you should call a meeting to emphasise the problems resulting from forklift horseplay. Persuasive communication techniques should be used to convince staff members. For example, someone previously injured from these antics could speak to the newly formed team. c. If possible, the team should be relatively isolated from other units in the organisation so that this norm is not adopted through regular discussions with employees from other teams. d. The team might have a bonus system based on productivity and cost reduction. This might prevent horseplay with forklifts in two ways. First, employees on a team bonus system might view horseplay as a waste of valuable time that could be used more productively. Second, anydamage due to these antics would put a financial burden on the team or, at least, reduce its chances of a bonus. Difficulty: Medium Pages: 276–9 [QUESTION] 143. You have recently been appointed as head of the nine-person accounting department in a large oil company. The accounting offices are located on the sixth and third floors of head office. The three accounting employees on the third floor use extra office space in the purchasing department. Two accounting employees were hired a few months before you took over the unit; one was offered a job at the time she submitted her application form (i.e. hired without an interview or careful review). The employees possess the skills and resources (e.g. new computer systems) to perform effectively if they work together as a team. However, you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance. Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness. Ans: There are six strategies described in the textbook. Students may answer any four of these. Member similarity. Employees who come from diverse backgrounds are less motivated to interact with each other and have higher potential conflict, thereby limiting cohesiveness. If employees in this department are heterogeneous, then you should apply strategies to increase homogeneity, such as giving employees common experiences. These common events would increase member similarity. Alternatively, you might consider hiring people with more common backgrounds (e.g. accounting designations) as long as this does not adversely affect skill requirements. Team size. As long as the team is large enough to accomplish its goals, smaller teams are more cohesive than large teams because it is easier to agree on goals, interact, coordinate and understand each other. In this situation, the manager should determine whether there are enough employees to accomplish the work. If not, cohesiveness may be undermined by the lack of team success. Otherwise, nine employees is not so large that team cohesiveness is inhibited. Member interaction. You should try to move all accounting employees to the same area of the building, preferably within a few metres of each other. Currently, cohesiveness is limited because employees are located on different floors. This limits the opportunity for personal interaction and, consequently, the ability of employees to feel cohesive. At the same time, yourunit should be physically separated from other departments, so that there is a clearer sense of common interest. Somewhat difficult entry. Teams tend to become more cohesive when it is somewhat difficult to become a member. We do not know how difficult it is to become employed in the accounting department, but one incident suggests that team entry costs are low. Specifically, one person was hired without any extensive selection review. (She was hired as soon as she submitted an application form.) By taking more time to carefully select job applicants into this department, the manager will communicate the importance of the decision and the prestige of becoming an accounting employee will increase. This strategy also increases cohesiveness because, through cognitive dissonance, employees convince themselves that membership in this unit is valuable. Finally, employees are more likely to relate to each other through this common experience of getting through the selection process. Team success. Cohesiveness increases with team success because employees identify with successful experiences and the people who help them achieve their goals. In this case, the accounting department has the potential to be successful, but seems to be falling short of its goals. The manager should search out areas of success and publicly recognise it. For example, if the unit’s efficiency increases, the manager might have this written up in the company’s employee magazine. This public recognition will increase cohesiveness by giving employees a feeling of success. External competition and challenges. You might increase team cohesiveness by giving employees a challenging task that requires team effort. This might include changing to a new accounting system, or simply moving to common location offices without disrupting accounting service. Or you might refer to concerns that others have about service provided by accounting employees. This would challenge them and get them to focus on a common (superordinate) goal. Difficulty: Medium Page: 281 [QUESTION] 144. SoftWat Systems Ltd sends out consulting teams of software professionals (between six and 12 consultants on each team) to solve client problems with computer software and networks. SoftWat’s management has heard numerous complaints that some employees are not ‘pulling their weight’ in these team consulting activities, even though most of these people are productive when working alone. Describe four types of strategies that SoftWat might use to reduce social loafing among members of these consulting teams.Ans: The textbook describes five types of strategy to minimise social loafing. Any four of these can be identified to answer this question. Form smaller teams. Each team has between six and 12 consultants. If it is possible to split teams into smaller units, this would reduce social loafing by making each person’s individual contribution more noticeable. Specialise tasks. It is easier to see everyone’s contribution when each team member performs a different work activity. Measure individual performance. Social loafing is minimised when each member’s contribution is measured. This is difficult in some team activities, such as problem-solving projects where the team’s performance depends on one person discovering the best answer. However, measurement can be done for some work of individual members of these teams. Increase job enrichment. Social loafing is minimised when team members are assigned more motivating jobs, such as requiring more skill variety or having direct contact with clients. However, this minimises social loafing only if members have a strong growth need strength. Select motivated employees. Social loafing can be minimised by carefully selecting job applicants who are motivated by the task and have a collectivist value orientation. This does not resolve social loafing problems with current employees, but it can help in the long run. Difficulty: Medium Page: 284 True/false questions MenuItem 1: {Topic 8} Team dynamics Question 1: Teams are groups of two or more people who have equal influence over each other regarding the team’s goals and means of achieving those goals. True: False*: Feedback: Page 260 Difficulty: MediumQuestion 2: All teams exist to fulfil some purpose, either for the organisation or for its members. True*: False: Feedback: Page 260 Difficulty: Easy Question 3: All teams are groups, but some types of groups are not teams. True*: False: Feedback: Page 260 Difficulty: Easy Question 4: Team members are held together by their interdependence and need for collaboration to achieve common goals. True*: False: Feedback: Page 260 Difficulty: Easy Question 5: Departments are considered permanent teams only when employees directly interact and coordinate work activities with each other. True*: False: Feedback: Page 261 Difficulty: Medium Question 6: Team-based organisations are typically formed around work processes rather than specialised (functional) departments. True*: False: Feedback: Page 262 Difficulty: Easy Question 7: A quality circle is a cross-functional team that develops a new product or service and establishes the manufacturing and sales of that product or service without management involvement. True: False*:Feedback: Page 262 Difficulty: Medium Question 8: Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made. True*: False: Feedback: Page 262 Difficulty: Medium Question 9: A skunkwork is an informal group that attempts to influence people outside the group by pooling the resources and power of its members. True: False*: Feedback: Page 263 Difficulty: Medium Question 10: Virtual teams are usually permanent functional groups that communicate mainly through weekly face-to-face meetings. True: False*: Feedback: Pages 263–64 Difficulty: Easy Question 11: Virtual teams are becoming more common because companies are encouraging employees in distant parts of the organisation to share knowledge with each other. True*: False: Feedback: Pages 263–64 Difficulty: Medium Question 12: One problem with virtual teams is that they create more silos of knowledge. True: False*: Feedback: Pages 263–64 Difficulty: Medium Question 13: The shift towards knowledge-based rather than production-based work has made virtual teamwork feasible.True*: False: Feedback: Pages 263–64 Difficulty: Easy Question 14: Informal groups exist primarily to complete tasks for the organisation that management doesn’t know about. True: False*: Feedback: Page 264 Difficulty: Easy Question 15: Coalitions exist in organisations because employees often have more power to bring about change when they band together. True*: False: Feedback: Page 264 Difficulty: Easy Question 16: Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers. True*: False: Feedback: Page 265 Difficulty: Easy Question 17: A team’s effectiveness is partly measured by how well its members’ needs are fulfilled. True*: False: Feedback: Page 265 Difficulty: Easy Question 18: Team effectiveness refers to how well a team accomplishes its objectives for the organisation, even if this undermines the team’s ability to survive for future tasks. True: False*: Feedback: Page 265 Difficulty: MediumQuestion 19: Companies with the best team dynamics are more likely to have team-based rewards and a physical arrangement that encourages face-to-face dialogue. True*: False: Feedback: Page 266 Difficulty: Medium Question 20: The three elements of team design include communication systems, organisational environment and reward systems. True: False*: Feedback: Pages 266–67 Difficulty: Difficult Question 21: Reward systems, communication systems and physical space are three elements of the organisational and team environment. True*: False: Feedback: Pages 266–67 Difficulty: Medium Question 22: Office layout and other physical space characteristics influence the team’s ability to accomplish tasks as well as shaping team member perceptions about being part of a team. True*: False: Feedback: Page 266 Difficulty: Medium Question 23: Teams are generally more effective when the task is complex and lacks definition. True: False*: Feedback: Page 267 Difficulty: Medium Question 24: Two important elements of the team’s environment are the team’s size and composition. True:False*: Feedback: Pages 267–68 Difficulty: Medium Question 25: Teams are more effective when they are formed around work processes and are given more autonomy to accomplish their work. True*: False: Feedback: Page 267 Difficulty: Easy Question 26: Teams are best suited for tasks with low interdependence among team members. True: False*: Feedback: Page 267 Difficulty: Medium Question 27: As team size increases, members increase their frequency of interaction and are therefore more likely to increase their identity with the team’s main objective. True: False*: Feedback: Pages 267–68 Difficulty: Medium Question 28: The optimal team size exists when the team is as small as possible, yet has enough people to accomplish the task. True*: False: Feedback: Page 268 Difficulty: Easy Question 29: In large teams, members tend to break into informal subgroups around common interests and work activities. True*: False: Feedback: Page 268 Difficulty: EasyQuestion 30: In effective teams, each member must possess the full set of competencies to perform the team’s entire task alone. True: False*: Feedback: Pages 268–69 Difficulty: Medium Question 31: In effective teams, members must be motivated and able to work together, as well as contribute to the team’s task. True*: False: Feedback: Pages 268–69 Difficulty: Easy Question 32: Homogeneous teams experience more interpersonal conflict and take longer to develop than do heterogeneous teams. True: False*: Feedback: Page 269 Difficulty: Medium Question 33: Heterogeneous teams tend to be more effective than homogeneous teams on simple tasks requiring a high degree of cooperation and coordination. True: False*: Feedback: Page 269 Difficulty: Easy Question 34: Heterogeneous teams have fault lines that may split the team into subgroups along gender, ethnic or other dimensions. True*: False: Feedback: Page 269 Difficulty: Medium Question 35: The norming stage of team development is marked by interpersonal conflict as team members compete for leadership and other positions on the team. True: False*:Feedback: Page 270 Difficulty: Difficult Question 36: Teams develop their first real sense of cohesion during the norming stage of team development. True*: False: Feedback: Page 270 Difficulty: Medium Question 37: During the adjourning stage of team development, team members shift their attention away from relationships and instead focus mainly on completing the task. True: False*: Feedback: Pages 270–71 Difficulty: Medium Question 38: Norms are the informal rules and standards established by a team to regulate the behaviour of its members. True*: False: Feedback: Page 271 Difficulty: Easy Question 39: Critical events, such as a colleague’s serious injury, may alter team norms. True*: False: Feedback: Page 271 Difficulty: Easy Question 40: One way to change team norms in existing teams is to explicitly discuss the counterproductive norms with team members using persuasive communication strategies. True*: False: Feedback: Page 272 Difficulty: EasyQuestion 41: Team norms usually remain the same even when the group is disbanded and replaced with people with different values and experiences. True: False*: Feedback: Page 272 Difficulty: Medium Question 42: Team members typically hold one or more formal roles in the team as well as roles that they informally fulfil at various times. True*: False: Feedback: Pages 273–74 Difficulty: Medium Question 43: To maximise cohesiveness, the team should be as small as possible without jeopardising its ability to accomplish the task. True*: False: Feedback: Pages 274–76 Difficulty: Easy Question 44: Cohesiveness tends to be higher in teams where the office design facilitates communication among team members. True*: False: Feedback: Pages 274–76 Difficulty: Easy Question 45: Virtual teams have more cohesiveness when they have some opportunity to meet face-to-face. True*: False: Feedback: Page 275 Difficulty: Easy Question 46: Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member. True: False*:Feedback: Pages 274–76 Difficulty: Medium Question 47: Highly cohesive teams invariably perform organisational objectives better than teams with moderate or low cohesiveness. True: False*: Feedback: Pages 276–78 Difficulty: Easy Question 48: Process losses are the resources expended to develop and maintain an effective team. True*: False: Feedback: Page 278 Difficulty: Medium Question 49: Organisational behaviour scholars have concluded that employees always work better in teams than alone. True: False*: Feedback: Page 278 Difficulty: Easy Question 50: Social loafing is least common in situations where team members work alone towards a common output. True: False*: Feedback: Page 279 Difficulty: Easy Question 51: Social loafing is more common among people with collectivist values. True: False*: Feedback: Page 279 Difficulty: Easy Question 52: Companies can minimise social loafing by dividing the team’s work into distinct units and assigning those unique tasks to each team member. True*:False: Feedback: Page 279 Difficulty: Medium Question 53: The main benefit of teambuilding is that it doesn’t interfere with the team development process. True: False*: Feedback: Page 280 Difficulty: Medium Question 54: Dialogue is a teambuilding process that attempts to help team members build trust and open communications. True*: False: Feedback: Page 280 Difficulty: Easy Question 55: Goal setting is an important dimension of teambuilding. True*: False: Feedback: Page 280 Difficulty: Easy Question 56: Teambuilding interventions often fail because they are offered as a three-day jump-start rather than an ongoing process. True*: False: Feedback: Pages 280–81 Difficulty: Medium Question 57: One of the advantages of teambuilding is that any teambuilding activity will solve a variety of team development problems. True: False*: Feedback: Pages 280–81 Difficulty: EasyQuestion 58: Teambuilding activities sometimes fail because they rarely include follow-up consultation to ensure what was learnt in the activity was transferred back on the job. True*: False: Feedback: Pages 280–81 Difficulty: Medium Multiple-choice questions Question 59: Which of these statements about teams is FALSE? A*: All groups are teams. B: Teams are held together by their interdependence and need for collaboration to fulfil goals. C: Team members perceive themselves as a social entity within the organisation. D: Team members influence each other, although some members are more influential than others. E: All teams exist to fulfil some purpose. Feedback: Page 260 Difficulty: Medium Question 60: Which of the following statements about teams and groups is FALSE? A*: Some teams exist without any goal or purpose. B: A team can have dozens of members. C: Departments are teams when employees interact with each other. D: All members of a work group have influence, although some may have more influence than others. E: A group always requires some form of communication among its members. Feedback: Page 260 Difficulty: Difficult Question 61: Departments are considered teams only when:A: they operate without any supervisor. B: everyone in the department has the same set of skills. C*: employees directly interact with each other and coordinate work activities. D: all employees are located in the same physical area. E: all of the above conditions exist. Feedback: Page 261 Difficulty: Difficult Question 62: How do traditional departmental teams differ from teams found in team-based organisations? A: No difference; a team-based organisation has traditional departmental teams. B: Traditional departmental teams are formed around work processes whereas teams in teambased organisations are formed around specialised skills and functions. C: Traditional departmental teams have more autonomy than do teams in a team-based organisation. D*: Traditional departmental teams tend to have supervisors whereas team-based organisations have more autonomy and therefore less need for supervision. E: Both ‘b’ and ‘d’ distinguish traditional departmental teams from teams in team-based organisations. Feedback: Pages 261–62 Difficulty: Difficult Question 63: Departments are considered work teams when: A: employees in these departments have the same skills. B: employees in these departments report to the same supervisor. C: employees in these departments manage their own work activities without a supervisor. D*: employees in these departments are encouraged to directly interact and coordinate work activities with each other. E: Never, because work teams never include all employees from the same department. Feedback: Pages 261–62 Difficulty: Difficult Question 64: Team-based organisations rely extensively on:A: hourly wages and generous employee benefits. B: supervisors as the main source of direction and control. C: virtual teams. D: communities of practice. E*: self-directed work teams. Feedback: Page 262 Difficulty: Easy Question 65: A team-based organisation usually has: A: employees. B: self-directed work teams. C: groups of employees with cross-functional skills. D: tasks over which teams have semi-autonomous responsibility. E*: all of the above Feedback: Page 262 Difficulty: Easy Question 66: Quality circles: A: are self-directed work teams. B: are informal groups. C*: typically include colleagues from the same work unit. D: are a type of temporary task force. E: are both ‘A’ and ‘D’. Feedback: Page 262 Difficulty: Medium Question 67: Which of the following is NOT a feature of team-based organisations? A: Teams have a high degree of autonomy. B: Team members replace supervisors as conduits to senior management.C*: Most teams are formed around functional departments rather than work processes. D: Senior management has its own team. E: Employees within each unit are encouraged to talk to each other. Feedback: Page 262 Difficulty: Easy Question 68: A task force refers to: A: any informal group that has the same members as the permanent task-oriented group. B: any formal group whose members work permanently and most of their time in that team. C: any formal group whose members must be able to perform all tasks on the team. D*: any temporary team that investigates a particular problem and typically disbands when the decision is made. E: both ‘B’ and ‘C’. Feedback: Page 262 Difficulty: Medium Question 69: Royal Dutch/Shell Group formed a team to improve revenues for its service stations along major highways in Malaysia. This team, which included a service station dealer, a union truck driver and four or five marketing executives, disbanded after it had reviewed the Malaysian service stations and submitted a business plan. The Malaysian group is called a: A: skunkwork. B: virtual team. C: coalition. D: informal group. E*: task force. Feedback: Pages 262–63 Difficulty: Medium Question 70: Which type of team or group is best known for having a champion who bootlegs people and resources to develop new products, services or procedures? A*: Skunkworks. B: Quality circles.C: Virtual teams. D: Informal groups. E: Team-oriented departments. Feedback: Page 263 Difficulty: Medium Question 71: Skunkwork teams typically have all of the following characteristics EXCEPT: A: they borrow members from several areas in the organisation. B*: they are formed when top management decides where employees should be reassigned in the organisation. C: they are isolated from the rest of the organisation. D: they borrow resources from elsewhere in the organisation. E: they are able to ignore the more bureaucratic rules governing other organisational units. Feedback: Page 263 Difficulty: Easy Question 72: Virtual teams are best described as: A: groups of employees that exist informally rather than formally in the organisation. B*: cross-functional groups of employees that operate across space, time and organisational boundaries. C: formal work teams in which most members do not feel that they are really part of the team. D: informal work groups that meet only in cyberspace. E: groups of employees from different departments who are located near each other. Feedback: Pages 263–64 Difficulty: Medium Question 73: One advantage of virtual teams is that they: A: improve team dynamics compared with more traditional teams. B: make it easier for employees to meet together in the same place. C*: make it possible to have people with the best knowledge work together on a problem or opportunity.D: increase reliance on non-verbal communication among team members. E: tend to have higher team cohesiveness than more traditional teams. Feedback: Pages 263–64 Difficulty: Medium Question 74: Virtual teams are increasingly necessary because: A: people work better when they don’t have to work together. B: computer networks make distances among people less relevant. C*: companies are becoming globalised, yet need to minimise silos of knowledge. D: companies have shifted from production-based to knowledge-based work. E: all of the above. Feedback: Pages 263–64 Difficulty: Medium Question 75: The law of telecosm will most likely: A: slow down the process of teambuilding. B*: improve the effectiveness of virtual teams. C: prevent companies from forming teams among production employees. D: reduce team cohesiveness. E: slow down the team development process. Feedback: Page 263 Difficulty: Medium Question 76: Virtual teams are becoming more common because of: A: globalisation. B: the law of telecosm. C: the need to minimise silos of knowledge. D: the shift from production-based to knowledge-based work. E*: all of the above. Feedback: Pages 263–64Difficulty: Easy Question 77: The main purpose of most communities of practice within organisations is to: A*: share knowledge. B: design a product or service. C: waste time. D: test new information technology. E: influence people outside the group to help the group achieve its objectives. Feedback: Pages 264–65 Difficulty: Easy Question 78: Which of the following is usually an informal group? A: Self-directed work team. B: Team-oriented department. C: Virtual team. D: Quality circle. E*: Community of practice. Feedback: Pages 264–65 Difficulty: Medium Question 79: Informal groups: A: shape communication patterns in the organisation. B: exist primarily for the benefit of their members. C: sometimes form to help their members cope with stressful situations. D*: all of the above. E: only ‘A’ and ‘B’. Feedback: Pages 264–65 Difficulty: Easy Question 80: Which of the following is formed mainly as a source of power over people outside the team?A: Skunkworks. B: Virtual teams. C: Team-based organisations. D*: Coalitions. E: Task forces. Feedback: Pages 263–64 Difficulty: Easy Question 81: A coalition is: A: a formal team established by employees to determine who should be the company president. B: a virtual team that has benefited from the law of telecosm. C: a quality circle that works permanently at solving quality problems. D: the name given to teams that are working through the early stages of team development. E*: an informal group that attempts to influence people outside the group. Feedback: Pages 263–64 Difficulty: Medium Question 82: A large energy company with operations in North America, Europe and Asia encourages specialists throughout the organisation to share knowledge and discuss emerging ideas in their fields. The company developed a special Web-based forum for this discussion and organises face-to-face sessions for these groups once each year. This company has created: A*: communities of practice. B: cross-functional teams. C: skunkworks. D: coalitions. E: self-directed work teams. Feedback: Pages 263–64 Difficulty: Medium Question 83: Which of these statements about communities of practice is TRUE? A: Communities of practice are bound together by shared expertise and passion for a particular activity or interest.B: Communities of practice are usually informal groups. C: Communities of practice often interact through information technology. D*: All of the above are true. E: Only ‘A’ and ‘C’ are true. Feedback: Pages 263–64 Difficulty: Medium Question 84: A team that achieves its organisational goals, satisfies member needs and survives in its environment: A*: is an effective team. B: is a virtual team. C: has not yet reached its highest level of team development. D: has a strong communication system but inappropriate reward system. E: has too many members for the required task. Feedback: Page 264 Difficulty: Easy Question 85: A team is effective when: A: it is able to maintain the commitment of its members to stay in the team. B: members are able to fulfil their needs through membership in the team. C: it is able to complete the task assigned to the team. D*: all of the above. E: only ‘A’ and ‘C’. Feedback: Page 264 Difficulty: Easy Question 86: Which of the following organisational environment features potentially affects team effectiveness? A: Reward systems. B: Communication systems. C: Organisational leadership.D*: All of the above. E: Only ‘A’ and ‘B’. Feedback: Pages 265–67 Difficulty: Easy Question 87: Organisational leadership, organisational structure and reward systems are: A: three of the main sources of team cohesiveness. B: three team design features. C*: three elements of the organisational and team environment. D: three of the main causes of social loafing. E: three ways to minimise teambuilding. Feedback: Pages 265–67 Difficulty: Medium Question 88: Which of the following statements about teams and task characteristics is FALSE? A*: Teams are generally more effective when tasks have low task interdependence. B: Teams are generally more effective when tasks are clear and, therefore, easily understood. C: Teams are generally more effective when tasks allow an easy division of labour. D: When tasks are ill-defined, team members require more time to decide how to divide the work. E: Team members with relatively independent tasks are less likely to coordinate with each other. Feedback: Page 267 Difficulty: Medium Question 89: Of what importance is task interdependence to teams or team dynamics? A: Task interdependence is not important for teams or team dynamics. B: Low task interdependence motivates employees to work together as a team. C*: Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone. D: Low task interdependence is necessary to prevent the team from breaking apart.E: High task interdependence weakens team cohesiveness. Feedback: Page 267 Difficulty: Medium Question 90: ABC Corp. formed a special task force to identify delivery schedule problems. The task force originally had five members, but this increased to fifteen members after the company president decided to include three people from each department rather than just one. What will likely happen as a result of this change? A: Team cohesiveness will increase. B: Team members will spend less time coordinating their work. C*: Team members will associate themselves with informal subgroups. D: Team members will engage in less social loafing. E: None of the above Feedback: Pages 268, 276–79 Difficulty: Medium Question 91: When forming a team, it is critical that each team member has: A: the complete set of skills necessary to perform the team’s task alone. B*: the motivation to work together. C: valuable skills that other team members do not know about. D: no previous experience working with any of the other members. E: all of the above. Feedback: Page 268 Difficulty: Medium Question 92: A heterogeneous team is better than a homogeneous team: A*: on complex projects and tasks requiring innovative solutions. B: on tasks requiring a high degree of cooperation. C: in situations where the team must reach the performing stage of team development quickly. D: in every organisational activity. E: never; heterogeneous teams are always less effective than homogeneous teams.Feedback: Page 269 Difficulty: Medium Question 93: Teams are most effective when team members: A: have the same skills and values. B: collectively possess the required competencies for the task. C: have sufficient emotional intelligence to manage emotions. D: have all of the above. E*: have only ‘B’ and ‘C’. Feedback: Pages 268–69 Difficulty: Medium Question 94: Compared with heterogeneous teams, homogeneous teams: A: become cohesive more easily. B: proceed through the team development process more quickly. C: experience less conflict in decision making. D*: have all of the above characteristics. E: have ‘A’ and ‘C’ only. Feedback: Page 269 Difficulty: Easy Question 95: During which stage of team development does a consensus form around the team’s objectives? A: performing. B: reforming. C*: norming. D: conforming. E: forming. Feedback: Pages 269–70 Difficulty: MediumQuestion 96: The first three stages of team development in sequential order are: A: storming, norming, performing. B: adjourning, conforming, performing. C*: forming, storming, norming. D: forming, norming, performing. E: forming, conforming, reforming. Feedback: Pages 269–70 Difficulty: Easy Question 97: What generally occurs during the ‘storming’ stage of team development? A: Members learn about each other and evaluate the benefits and costs of continued membership. B: Members shift their attention away from task orientation to a socioemotional focus as they realise their relationship is coming to an end. C: Members have learnt to coordinate their actions and now become more task-oriented. D: Members develop their first real sense of cohesion and, through disclosure and feedback, make an effort to understand and accept each other. E*: Members try to assume specific responsibilities and influence the team’s goals and means of goal attainment. Feedback: Page 270 Difficulty: Difficult Question 98: The team development model does NOT recognise that: A*: some teams remain in a particular stage longer than others. B: virtual teams do not experience team development. C: teams really never develop past the norming stage. D: the storming stage is a type of performing. E: the storming stage follows the forming stage. Feedback: Page 270 Difficulty: EasyQuestion 99: How do norms affect the behaviour of team members? A: Norms encourage members to try new behaviours not previously sanctioned by the team. B: Norms represent the glue or esprit de corps that holds the team together. C*: Norms help the team regulate and guide the behaviours of its members. D: Norms help the team move from the forming to storming stages of team development. E: Norms apply to the attitudes and beliefs, not the behaviours, of team members. Feedback: Page 271 Difficulty: Easy Question 100: Which of these statements about team norms is FALSE? A*: Norms apply only to thoughts or feelings, not behaviours. B: Team members often conform to prevailing norms without direct reinforcement or punishment from other team members. C: Some norms develop from a critical event in the team’s history. D: Team norms are most strongly influenced by events soon after the team is formed. E: Some norms develop from the beliefs and values that members bring to the team. Feedback: Page 271 Difficulty: Medium Question 101: Several customer service teams in your organisation have dysfunctional norms in which they don’t pro-actively ask clients whether they would like to try certain new services. If you were given the opportunity to form a new customer service team, which of the following would remove or avoid forming this dysfunctional norm? A: Soon after the team members are selected, you explicitly talk to them about the problems and dangers of the dysfunctional norm. B: You explicitly select employees who do not accept the dysfunctional norm. C: You introduce a team-based reward system that explicitly discourages the dysfunctional norm. D*: All of the above. E: Only ‘B’ and ‘C’.Feedback: Pages 272–73 Difficulty: Medium Question 102: If a dysfunctional norm is very deeply ingrained, the best strategy is probably to: A: tell the group that corporate leaders are willing to tolerate the dysfunctional norm. B*: disband the group and replace it with people having more favourable norms. C: supplement the existing group with one or two people having more favourable norms. D: introduce rewards that further support the dysfunctional norm. E: do nothing. Feedback: Pages 272–73 Difficulty: Medium Question 103: Which of these statements about team roles is FALSE? A: Some team roles are formally prescribed with the job. B: Team members often negotiate the preferred roles in the team during the team development process. C: Some team roles support task completion, whereas other roles support the team’s maintenance. D: Some team roles are informally fulfilled by various team members. E*: A team role is almost always assigned to the same person for the life of the team. Feedback: Pages 273–74 Difficulty: Medium Question 104: A characteristic of team roles is that: A: they influence the emotions and attitudes, but not behaviours, of team members. B: they are always assigned by organisational leaders to specific people in the team. C: they usually weaken team cohesiveness. D: most teams can operate effectively without any team roles. E*: they either focus the team on its objectives or maintain good working relations among team members. Feedback: Pages 273–74Difficulty: Easy Question 105: Coordinator, evaluator, summariser and orienter are: A: the first four stages of team development. B: different types of teams. C: the main ways that teams avoid information overload. D*: various task-oriented roles found in teams. E: four activities used in teambuilding. Feedback: Pages 273–74 Difficulty: Easy Question 106: Harmoniser, gatekeeper and encourager are: A: different types of teams. B*: relationship-oriented roles found in teams C: three activities used in teambuilding. D: the first three stages of team development. E: task-oriented roles found in teams. Feedback: Pages 273–74 Difficulty: Medium Question 107: Team cohesiveness can be strengthened in each of the following ways EXCEPT: A: making the team just large enough to facilitate goal accomplishment. B*: letting anyone become a team member. C: creating or sensitising the team to an external threat to its existence or goal accomplishment. D: ensuring that team members have compatible values and goals. E: showing members that the team is necessary to fulfil individual needs. Feedback: Pages 274–77 Difficulty: Easy Question 108: Team success, team size and member similarity are: A*: three of the main factors influencing team cohesiveness.B: three ways to change team norms. C: three elements of the organisational and team environment. D: three of the main causes of social loafing. E: three ways to minimise teambuilding. Feedback: Pages 274–77 Difficulty: Medium Question 109: As team leader, you discover that a competitor is about to develop a similar product that your group is currently developing. What is most likely to happen if you tell your team members about this external threat? A*: The team would become more cohesive. B: The team would begin to introduce dysfunctional norms. C: The team would move quickly to the adjourning stage of team development. D: Individual team members would become more productive through social loafing. E: All of the above. Feedback: Pages 274–77 Difficulty: Easy Question 110: Which of the following does NOT occur as team cohesiveness increases? A: Team members are more motivated to maintain their membership in the team. B: Team members spend more time together. C*: Team members experience more dysfunctional conflict among themselves. D: Team members experience less stress. E: Team members provide more social support to each other. Feedback: Pages 277–78 Difficulty: Easy Question 111: What is the relationship between team cohesiveness and team productivity? A: Higher team cohesiveness increases productivity. B: Higher team cohesiveness reduces productivity.C: Team cohesiveness has no effect on productivity. D: The effect of cohesiveness on productivity depends on the group’s attitude towards cohesiveness. E*: The effect of team cohesiveness on productivity depends on whether team norms are consistent with organisational goals. Feedback: Pages 277–78 Difficulty: Easy Question 112: In team dynamics, process losses are best described as: A: productivity losses that occur when team members need to learn a new task. B: information lost due to imperfect communication. C*: resources expended towards team development and maintenance. D: knowledge lost when a team member leaves the organisation. E: none of the above Feedback: Page 278 Difficulty: Medium Question 113: Social loafing is more likely to occur: A: in smaller rather than larger teams. B*: when the task is boring. C: in tasks with high interdependence. D: when the team’s objective is important. E: among employees with collectivist rather than individualistic orientations. Feedback: Page 279 Difficulty: Medium Question 114: Social loafing can be minimised by doing which of the following? A: Adding more people to the team. B: Creating tasks where each member’s contribution is pooled. C*: Monitoring individual performance. D: Making the work less interesting to the social loafer and other team members.E: Selecting team members with a highly individualistic value orientation. Feedback: Page 279 Difficulty: Medium Question 115: Which of the following does NOT minimise social loafing? A*: Form larger work teams. B: Specialise tasks. C: Measure individual performance. D: Make the work more interesting to the social loafer and other team members. E: Select team members with a collectivist value orientation. Feedback: Page 279 Difficulty: Easy Question 116: The primary objective of teambuilding is to: A*: accelerate the team development process. B: encourage all team members to experience lower cohesiveness. C: help the team discover and remove members guilty of social loafing. D: help the team move from a homogeneous to a more heterogeneous composition. E: determine whether the team should accept more tasks. Feedback: Page 280 Difficulty: Medium Question 117: Most teambuilding interventions try to: A: select the most appropriate members for the various teams in the organisation. B: identify the best leader for the team. C: help team members find ways to reduce their interdependence. D: improve the work environment. E*: accelerate the team development process. Feedback: Page 280 Difficulty: MediumQuestion 118: Which type of teambuilding activity primarily tries to build trust and open communications among team members by resolving hidden agendas and misperceptions? A: Goal setting. B: Role definition. C*: Interpersonal processes. D: Problem solving. E: None of the above. Feedback: Page 280 Difficulty: Medium Question 119: Which type of teambuilding helps members to clarify and communicate their expectations of each other? A: Goal setting. B*: Role definition. C: Interpersonal processes. D: Problem solving. E: None of the above. Feedback: Page 280 Difficulty: Medium Question 120: You have just agreed to send your unit of salespeople to a teambuilding session in which they must play war games. Your employees are divided into two groups, one of which defends a flag and the other tries to steal it, then defends it for themselves. The war game takes place in a swamp several kilometres outside the city. What type of teambuilding would this activity represent? A: Goal setting. B: Role definition. C: Interpersonal processes. D: Problem solving. E*: both ‘C’ and ‘D’. Feedback: Page 280Difficulty: Medium Question 121: One problem with teambuilding is that: A: organisations rarely provide any teambuilding to employees any more. B: teambuilding tends to slow down the team development process. C*: corporate leaders incorrectly assume teambuilding is a broad-brush solution to team problems. D: none of the known teambuilding interventions has any effect on teams. E: all of the above. Feedback: Pages 280–81 Difficulty: Easy Question 122: Teambuilding is often ineffective because: A*: the activity is usually chosen without diagnosing the team’s needs. B: the activity occurs over a long period of time, whereas it should occur in a few intense days (like a medical inoculation). C: the activity tends to occur on the job, whereas effective teambuilding removes employees from their familiar workplace. D: companies provide many types of teambuilding in different situations, whereas all teams should have the same teambuilding activities. E: all of the above explain why teambuilding is often ineffective. Feedback: Pages 280–81 Difficulty: Medium Written answer questions Question 123: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. Use your knowledge of team cohesiveness to explain why skunkworks are usually highly cohesive teams. Your answer should also briefly define a skunkwork. Feedback: To answer this question, students should briefly define skunkworks. Skunkworks are usually temporary teams formed spontaneously to develop products or solve complex problems. They are initiated by an innovative employee (a champion) who borrows people and resources (called bootlegging)to help the organisation. Some skunkworks are isolated from the rest of the organisation and are able to ignore the more bureaucratic rules governing other organisational units. Students might suggest team success, team size and member similarity as reasons why skunkworks are cohesiveness. However, skunkwork teams are involved in product or service development, so they are usually heterogeneous. As for team success and size, we do not have any information whether skunkworks are small or tend to be more successful than other teams. Here are the main reasons why skunkworks might be highly cohesive: Member interaction. Teams tend to be more cohesive when team members interact with each other fairly regularly. This occurs when team members perform highly interdependent tasks and work in the same physical area. Skunkworks are usually co-located and, in some cases, isolated from other teams. Somewhat difficult entry. Teams tend to be more cohesive when it is somewhat difficult to become a member. When entry to the team is somewhat difficult, teams are perceived as more prestigious to those within and outside of the team. Skunkworks members are bootlegged — borrowed by being selected by the champion. This selective choice potentially makes membership more prestigious. External competition and challenges. Team cohesiveness increases when members face external competition or a valued objective that is challenging. Skunkworks rely on borrowed resources from the organisation and are not sanctioned. Thus, some skunkworks may feel ongoing threats of disbanding from powerful authorities in the organisation. Difficulty: Medium. See pages 263, 276 for more information. Question 124: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. During an organisational behaviour course, the instructor states that the concept of ‘virtual teams’ is just a fad that doesn’t deserve any attention in this class. Explain to the instructor why his or her statement about the future of virtual teams may be incorrect. Be sure to define virtual teams in your answer. Feedback: Virtual teams are cross-functional groups that operate across space, time and organisational boundaries with members who communicate mainly through electronic technologies. The reasons why virtual teams are becoming more common are found in the textbook. Emerging information technology. Emerging communications technology has facilitated the development of virtual teams. Recent evidence suggests that effective virtual teams creatively combine email, videoconferencing, intranets and other traditional electronic communication channels to suit their needs. As these technologies become more widespread, virtual teams will become more common. Knowledge-based work. The shift towards knowledge-based rather than production-based work has made virtual teamwork feasible. As more people work with knowledge rather than machines, they are able to work interdependently with other people from a distance.Globalisation. Globalisation has become the new reality in many organisations. As companies open businesses overseas or form tight alliances with companies located elsewhere in the world, there is increasing pressure to form virtual teams that coordinate these operations. Knowledge management. Virtual teams represent a natural extension of knowledge management because they minimise the ‘silos of knowledge’ problem that tends to develop when employees are geographically scattered. In other words, virtual teams encourage employees to share and use knowledge where geography limits more direct forms of collaboration. Difficulty: Medium. See pages 263–64 for more information. Question 125: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. One of the emerging concepts in team dynamics is ‘virtual teams’. Describe this concept, give one explanation why these teams are possible and give one explanation why these teams are increasingly necessary Feedback: Virtual teams are cross-functional teams that operate across space, time and organisational boundaries with members who communicate mainly through electronic technologies. Virtual teams are usually temporary task forces or product development groups, which explains why their members may be in different cities or countries. Less often, these teams are formed from intact work units where some members switch to telecommuting or are constantly in the field (such as salespeople). The textbook provides two reasons why virtual teams are increasingly possible. Students may choose either one of these. One is the shift from knowledge-based to production-based work. It is difficult to complete production work at a distance with other people, whereas knowledge-based work is more amenable to virtual teams. The other is emerging electronic technologies, particularly computer networks, which make distances and time less relevant in task interdependence. This relates to the law of telecosm — that the increasing web of computer networks will make distances shrink and eventually become irrelevant. The textbook provides two reasons why virtual teams are increasingly necessary. Students may choose either one of these. One is globalisation. As organisations open operations in other countries, they must increasingly depend on people to interact from afar. The other reason is knowledge management. Virtual teams support knowledge sharing and utilisation and minimise the silos of knowledge that otherwise occur in far-flung operations. Difficulty: Easy. See pages 263–64 for more information. Question 126: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. Describe three (3) reasons why employees join informal groups in organisational settings. Feedback: The textbook provides four explanations why virtual teams are becoming more common. Students may describe any three of these. Also be aware of other reasonable explanations that students might present.Relatedness needs. Group membership fulfils relatedness needs. We join friends for lunch or stop by their work areas for brief chats because this interaction fulfils this need Social identity. We define ourselves by our group affiliations. If we belong to work teams or informal groups that are viewed favourably by others, then we tend to view ourselves more favourably. We are motivated to become members of groups that are similar to ourselves because this reinforces our social identity. Goal accomplishment. People often join and remain members of informal groups to accomplish goals that cannot be accomplished individually. This explains why people join coalitions and other task-oriented informal groups. Emotional support. Under threatening circumstances, people are comforted by the physical presence of other people and are motivated to be near others, including strangers. Thus, even though they might accomplish the task well enough alone, people often join forces with others to manage the stress of risky or threatening situations. Difficulty: Easy. See page 265 for more information. Question 127: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. You have been given the unique opportunity to develop a ‘greenfield’ site for a new production facility. A greenfield site means that the entire operation is new, including employees, structure and practices. You want to ensure that the new plant supports self-directed work teams, unlike other company facilities which mainly focus on individual performance. Describe four different elements of the organisational and team environment that you need to consider that influence team effectiveness. Feedback: Students should describe any four of the six elements described below and in the textbook. Reward systems. To support teams, the plant employees should receive some team-based rewards and peer feedback along with their individual pay cheque. This helps team members to recognise their interdependence. Communications systems. The communication channels in the new plant must allow the team — rather than specific individuals — to receive valued information to operate the plant. For example, it would be useful to design communications systems around work processes so that any member of that team can see important variables in that work process. Physical space. The plant layout should be designed around the work processes for which self-directed work teams are responsible. This increases team member interaction and creates a stronger sense of ‘teamness’. Physical space also improves work efficiency within the team. Organisational environment. You might not have much control over the organisational environment. However, you can try to ensure that teams have sufficient production resources and that external stakeholders recognise and support the plant’s team-based structure (for example, by encouraging customers and suppliers to work directly with teams rather than executives.)Organisational structure. The organisational structure must be designed around work processes rather than functional departments to ensure that the team has sufficient autonomy and interdependence with an output orientation. The structure should also be flat (few management layers) to ensure more autonomy. Organisational leadership. The plant manager and other executives need to continually support the team-based structure by maintaining a team environment, establishing values that support teams more than individual achievers, and protecting teams from political tactics of individuals who try to weaken the power of teams. Difficulty: Medium. See pages 266–67 for more information. Question 128: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. ‘Ideally, all work teams should have seven members, give or take one or two.’ Discuss the accuracy of this statement. Feedback: This question addresses the issue of the ideal team size. The main rule of thumb here is that the team should be as small as possible, yet large enough to accommodate the needs of the task. The smaller the team, the less time required to develop a cohesive group and the less time required to coordinate work activities. Five team members (plus or minus two) take these features into consideration. However, effective teams must also be large enough to accommodate the demands of the task. For example, some production teams require more than a dozen people with diverse skills and experience to accomplish the work. If the team is too small and fails to achieve its goals, it becomes less cohesive and performs less effectively on other tasks that are otherwise achievable. Difficulty: Easy. See pages 267–68 for more information. Question 129: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. The head of emergency services in a large city strongly believes that heterogeneous teams are more effective than homogeneous teams. The executive wants to put this belief into practice by frequently rotating ambulance and other emergency service teams so that teams would constantly have new people with diverse backgrounds and experiences. This would be supplemented with a hiring process that deliberately selects people with diverse ethnic, cultural and educational backgrounds. Discuss the strengths and weaknesses of the executive’s actions in the emergency services agency. Feedback: To answer this question well, students should explain that heterogeneous teams have certain advantages. In particular, they are generally more effective than homogeneous teams on complex projects and problems requiring innovative solutions. This is because people from different backgrounds see a problem or opportunity from different perspectives. Heterogeneous team members also solve complex problems more easily because they usually have a broader knowledge base. These attributes may be beneficial to emergency service teams to some extent. However, emergency service teams might also suffer if they are heterogeneousand may be more effective when members are homogeneous. Indeed, the textbook suggests that emergency response teams and string quartets may be more effective with homogeneous team members because homogeneous teams tend to be more effective on tasks requiring a high degree of cooperation and coordination. In this example, the constant rotation of employees through various teams indicates that emergency service teams will continually cycle through the team development process and face ongoing intra-group conflict. This conflict may undermine service efficiency. Emergency services need to have high performing teams (i.e. have reached the performing stage of team development) so that they coordinate their behaviours smoothly. Otherwise, a patient’s life could be jeopardised. Difficulty: Medium. See pages 268–69 for more information. Question 130: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. Due to a corporate restructuring, three of the six employees who work on your corporate investment team have been transferred to other teams and three new recruits to the organisation will be assigned to your team as replacements. Although the three new hires are experienced from other organisations, they are new to your organisation and your team. Consequently, your team will pass through most stages of team development again. Briefly describe any three (3) stages of team development that your team will probably experience after the new recruits join the team. Your answer should recognise that only half of your corporate investment team members are new; the others have been with the team for more than one year. Feedback: Students can describe any three of the first four stages of team development. Some might also describe the fifth stage (adjournment) in the context of the three team members leaving. However, the question asks about team development after the new members join. Forming. During this first stage, both new and current members learn about each other while the new members receive an orientation about what is expected of them on the team. The new members are probably on their best behaviour and look for rules to follow. Current members might be on their guard somewhat, but engage in less information gathering and image management than the recruits. Storming. During this second stage, the new recruits start to assert their preferences more. They might suggest changes to existing practices (based on their experiences elsewhere). They also try to take on preferred informal roles. The existing team members may experience some conflict with the recruits as they try to defend existing norms, role assignments and work practices. Depending on the aggressiveness of the recruits and the responsiveness of current members, this could be a difficult stage for the team to pass through. This is particularly because the new recruits have previous experience from other organisations. Norming. This third stage occurs when recruits and current team members alike have formed common mental models regarding the team’s objectives and work processes. Task interdependence occurs more smoothly with less negotiation of behaviours required. This does not necessarily mean that new recruits have adjusted to the current practices. It is possible that recruits have adjusted the mental model by convincing current members to change in some way.Performing. In this fourth stage, the team becomes more task oriented and devotes less attention to team maintenance. Coordination is smooth and efficient and there is strong cooperation among team members. At this stage, there would be few differences between the new recruits and more senior team members. Difficulty: Medium. See pages 269–70 for more information. Question 131: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. You have just been appointed as leader of a new shipping and receiving unit in your organisation. You have been given considerable latitude to select team members from among the existing workforce throughout the organisation. However, you are aware of a deeply embedded practice in many areas of the organisation where employees engage in horseplay by racing the forklifts. This practice is costly (some forklifts and shipped goods have been damaged). Moreover, there is a safety risk where the forklifts could overturn or run over another employee. Based on your knowledge of managing team norms, describe four (4) actions to minimise the likelihood that this practice would occur in your new team. Your answer will also explain why each action might be effective. Feedback: The points listed below are based on the ways mentioned in the textbook to manage team norms. However, creative students may present other solutions that are also aligned with the concepts presented in this chapter. a. When selecting team members, you should try to identify employees who do not engage in the horseplay. For example, you might look at personnel records and speak to current and past supervisors of employees who apply for a position in your unit. b. During the interview, at the time of job offer and when the person begins work, be sure to discuss the norms that you want the team to adopt and avoid, including the horseplay with forklifts. When the team is formed, you should call a meeting to emphasise the problems resulting from forklift horseplay. Persuasive communication techniques should be used to convince staff members. For example, someone previously injured from these antics could speak to the newly formed team. c. If possible, the team should be relatively isolated from other units in the organisation so that this norm is not adopted through regular discussions with employees from other teams. d. The team might have a bonus system based on productivity and cost reduction. This might prevent horseplay with forklifts in two ways. First, employees on a team bonus system might view horseplay as a waste of valuable time that could be used more productively. Second, any damage due to these antics would put a financial burden on the team or, at least, reduce its chances of a bonus. Difficulty: Medium. See pages 271–73 for more information. Question 132: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback.You have recently been appointed as head of the nine-person accounting department in a large oil company. The accounting offices are located on the 6th and 3rd floors of head office. The three accounting employees on the 3rd floor use extra office space in the purchasing department. Two accounting employees were hired a few months before you took over the unit; one was offered a job at the time she submitted her application form (i.e. hired without an interview or careful review). The employees possess the skills and resources (e.g. new computer systems) to perform effectively if they work together as a team. However, you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance. Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness. Feedback: There are six strategies described in the textbook. Students may answer any four of these. Member similarity. Employees who come from diverse backgrounds are less motivated to interact with each other and have higher potential conflict, thereby limiting cohesiveness. If employees in this department are heterogeneous, then you should apply strategies to increase homogeneity, such as giving employees common experiences. These common events would increase member similarity. Alternatively, you might consider hiring people with more common backgrounds (e.g. accounting designations) as long as this does not adversely affect skill requirements. Team size. As long as the team is large enough to accomplish its goals, smaller teams are more cohesive than large teams because it is easier to agree on goals, interact, coordinate and understand each other. In this situation, the manager should determine whether there are enough employees to accomplish the work. If not, cohesiveness may be undermined by the lack of team success. Otherwise, nine employees is not so large that team cohesiveness is inhibited. Member interaction. You should try to move all accounting employees to the same area of the building, preferably within a few metres of each other. Currently, cohesiveness is limited because employees are located on different floors. This limits the opportunity for personal interaction and, consequently, the ability of employees to feel cohesive. At the same time, your unit should be physically separated from other departments, so that there is a clearer sense of common interest. Somewhat difficult entry. Teams tend to become more cohesive when it is somewhat difficult to become a member. We don’t know how difficult it is to become employed in the accounting department, but one incident suggests that team entry costs are low. Specifically, one person was hired without any extensive selection review. (She was hired as soon as she submitted an application form.) By taking more time to carefully select job applicants into this department, the manager will communicate the importance of the decision and the prestige of become an accounting employee will increase. This strategy also increases cohesiveness because, through cognitive dissonance, employees convince themselves that membership in this unit is valuable. Finally, employees are more likely to relate to each other through this common experience of getting through the selection process. Team success. Cohesiveness increases with team success because employees identify with successful experiences and the people who help them achievetheir goals. In this case, the accounting department has the potential to be successful, but seems to be falling short of its goals. The manager should search out areas of success and publicly recognise it. For example, if the unit’s efficiency increases, the manager might have this written up in the company’s employee magazine. This public recognition will increase cohesiveness by giving employees a feeling of success. External competition and challenges. You might increase team cohesiveness by giving employees a challenging task that requires team effort. This might include changing to a new accounting system, or simply moving to common location offices without disrupting accounting service. Or you might refer to concerns that others have about service provided by accounting employees. This would challenge them and get them to focus on a common (superordinate) goal. Difficulty: Medium. See pages 274–77 for more information. Question 133: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. SoftWat Systems Ltd sends out consulting teams of software professionals (between 6 and 12 consultants on each team) to solve client problems with computer software and networks. SoftWat’s management has heard numerous complaints that some employees aren’t ‘pulling their weight’ in these team consulting activities, even though most of these people are productive when working alone. Describe four (4) types of strategies that SoftWat might use to reduce social loafing among members of these consulting teams. Feedback: The textbook describes five types of strategies to minimise social loafing. Any four of these can be identified to answer this question. Form smaller teams. Each team has between 6 and 12 consultants. If it is possible to split teams into smaller units, this would reduce social loafing by making each person’s individual contribution more noticeable. Specialise tasks. It is easier to see everyone’s contribution when each team member performs a different work activity. Measure individual performance. Social loafing is minimised when each member’s contribution is measured. This is difficult in some team activities, such as problem-solving projects where the team’s performance depends on one person discovering the best answer. However, measurement can be done for some work of individual members of these teams. Increase job enrichment. Social loafing is minimised when team members are assigned more motivating jobs, such as requiring more skill variety or having direct contact with clients. However, this minimises social loafing only if members have a strong growth need strength. Select motivated employees. Social loafing can be minimised by carefully selecting job applicants who are motivated by the task and have a collectivist value orientation. This doesn’t resolve social loafing problems with current employees, but it can help in the long run. Difficulty: Medium. See page 279 for more information.Question 134: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. What is a ‘dialogue’ intervention, and how does it build more effective teams? Feedback: Dialogue is an interpersonal process of teambuilding based on the idea that teams develop a ‘wholeness’ or sense of unity when members continually engage in conversations to understand each other. As they gain awareness of each other’s models and assumptions, members eventually begin to form a common model for thinking within the team. As with other interpersonal teambuilding activities, dialogue builds more effective teams by resolving misperceptions. Team members with common mental models (or, at least, understand each other’s mental models) can coordinate their work more efficiently. Difficulty: Easy. See page 280 for more information. Question 135: This is a written answer question. Please attempt a response in the text box below. To see a correct answer, click on Feedback. A large bank wanted to develop a more team-focused culture, so it put all departments and branches through a series of three-day teambuilding sessions. These expensive sessions represented a combination of wilderness-based trustbuilding (such as trust falls and leaderless problem solving) and sessions in which employees revealed their personal experiences and problems. Six months after the workforce had completed this training, the bank discovered that most departments and branches operated very much as they had before the teambuilding program. There was little team culture and employees worked together with varying degrees of proficiency. Moreover, several employees had left the firm because they were upset about revealing their personal lives to colleagues. Identify two types of teambuilding problems that would explain the general failure of this teambuilding intervention. Feedback: The textbook describes three reasons why teambuilding fails in organisations. Students can apply any two of these explanations to this incident. Poor diagnosis. Corporate leaders assume teambuilding activities are general solutions to general team problems. No one bothers to diagnose the team’s specific needs (e.g., problem solving, interpersonal processes) because the teambuilding intervention is assumed to be a broad-brush solution. In reality, as we just learnt, there are different types of teambuilding activities for different team needs. This mismatch can potentially lead to ineffective teambuilding. Quick fix. Corporate leaders tend to view teambuilding as a one-shot medical inoculation that every team should receive when it is formed. In truth, teambuilding is an ongoing process, not a three-day jumpstart. Some experts suggest, for example, that wilderness experiences often fail because they rarely include follow-up consultation to ensure that team learning is transferred back to the workplace. On-site teambuilding. Teambuilding occurs on the job, not just on an obstacle course or in a national park. Organisations should encourage team members to reflect on their work experiences and to experiment with just-in-time learning for team development.Difficulty: Medium. See page 282 for more information.  1. Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 1 of unlimitedTitle: chapter 6Started: September 20, 2010 5:40 PMSubmitted: September 20, 2010 5:45 PMTime spent: 00:05:02Total score: 50/100 = 50% Total score adjusted by 0.0 Maximum possible score: 1001. A video journalists job consists of operating the camera, reporting the story, and often editing the work, whereas these three tasks are traditionally performed by three people. Video journalism is an example of: Student Value Correct Feedback Response Answer A. self- leadership. B. job enrichment. C. job enlargement. D. job specialization. E. job 100% enrichment and job enlargement. Score: 10/102. Job status-based rewards discourage employees from hoarding resources. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/103. A high degree of autonomy, task identity, and task significance are important conditions for:  2. Student Value Correct Feedback Response Answer A. job specialization. B. competencybased pay. C. empowerment. D. scientific management. E. All of the 0% answers are correct. Score: 0/104. Job enrichment usually: Student Value Correct Feedback Response Answer A. reduces product and service quality. B. increases 0% error rates and defects. C. reduces job satisfaction among qualified employees with high growth need strength. D. increases absenteeism and turnover. E. None of the answers apply. Score: 0/105. Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to  3. others for further assembly. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/106. One of the most important characteristics of empowerment is that it is a personality trait. Student Value Correct Feedback Response Answer A. TRUE 0% B. FALSE Score: 0/107. Empowerment does which of the following? Student Value Correct Feedback Response Answer A. Empowerment increases autonomy. B. Empowerment decreases skill variety. C. Empowerment increases job rotation. D. Empowerment increases job specialization. E. Empowerment 0% increases autonomy and job specialization. Score: 0/108. Research suggests that men and women differ in their attitudes towards money.  4. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/109. One problem with empowerment is that it tends to make employees less responsive to the companys needs and objectives. Student Value Correct Feedback Response Answer A. TRUE 0% B. FALSE Score: 0/1010. Skill-based pay plans give an employee a higher pay rate for those days that he or she performs two or more jobs at the same time. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 2 of unlimitedTitle: chapter 6Started: September 20, 2010 5:46 PMSubmitted: September 20, 2010 5:46 PMTime spent: 00:00:41Total score: 10/100 = 10% Total score adjusted by 0.0 Maximum possible score: 1001. Which of the following practices explicitly includes self-reinforcement? Student Value Correct Feedback Response Answer  5. A. Self- leadership B. empowerment C. Job rotation D. Job enrichment E. None of the answers apply. Score: 0/102. Skill-based pay plans give an employee a higher pay rate for those days that he or she performs two or more jobs at the same time. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/103. Competency-based rewards pay employees based on their performance results. Student Value Correct Feedback Response Answer A. TRUE 0% B. FALSE Score: 0/104. Which of the following job design strategies tends to increase work efficiency? Student Value Correct Feedback Response Answer A. Job enlargement B. Job rotation C. Job enrichment D. Job specialization 6. E. None of these strategies increases work efficiency Score: 0/105. In self-leadership, constructive thought patterns include: Student Value Correct Feedback Response Answer A. self-talk and mental imagery. B. gainsharing. C. personal goal setting and self- monitoring. D. job rotation and job enrichment. E. All of the answers are correct. Score: 0/106. __________ represents an employees experienced meaningfulness in their work, a sense of self-determination, confidence in their abilities, and a sense that their work has an impact on the companys success? Student Value Correct Feedback Response Answer A. Positive self- talk B. Job specialization C. Empowerment D. Job rotation E. Core job characteristics Score: 0/10  7. 7. Scientific Management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/108. Self-leadership suggests that goals should be set by the employees supervisor with or without the employees involvement. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. ___________ are often "golden handcuffs" that potentially increase continuance commitment. Student Response Value Correct Feedback Answer A. Gainsharing rewards B. Job status rewards C. Team-based rewards D. Competency-based rewards E. Membership/seniority rewards Score: 0/1010. Companies sometimes introduce job rotation for reasons other than reducing job boredom. Student Value Correct Feedback Response Answer  8. A. TRUE B. FALSE Score: 0/10VJump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 3 of unlimitedTitle: chapter 6Started: September 20, 2010 5:47 PMSubmitted: September 20, 2010 5:47 PMTime spent: 00:00:08Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. Job specialization increases work efficiency, but it tends to reduce employee motivation. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. When jobs are highly interdependent, employers should: Student Value Correct Feedback Response Answer A. avoid using any form of performance- based reward system. B. use a team- based reward. C. use an individual- based reward. D. use an organizational- based reward system.  9. E. use a team- based reward and use an organizational- based reward system. Score: 0/103. The philosophy behind Scientific Management is to increase job enrichment and decrease job specialization. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. All of the following tend to increase the quality of work performed, EXCEPT: Student Value Correct Feedback Response Answer A. job enrichment. B. job specialization. C. competency- based rewards. D. natural grouping of tasks into one job. E. empowerment. Score: 0/105. Self-leadership borrows ideas from social learning theory and research in sports psychology on constructive thought processes. Student Value Correct Feedback Response Answer A. TRUE  10. B. FALSE Score: 0/106. When Adam Smith reported on how 10 pin makers working together could produce many times more pins than if they worked alone, Smith was describing the benefits of job enrichment. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Share option plans: Student Value Correct Feedback Response Answer A. are illegal in America. B. give employees the right to purchase company shares at a future date at a predetermined price. C. directly award bonuses to employees based on cost savings and increased labor productivity. D. tend to weaken employee commitment to the organization. E. give employees the  11. right to purchase company shares at a future date at a predetermined price and tend to weaken employee commitment to the organization. Score: 0/108. Which of the following is most consistent with employability — namely, that employees are expected to continuously learn skills that will keep them employed? Student Value Correct Feedback Response Answer A. Competencybased rewards B. Job status rewards C. Job evaluation systems D. Individual performance- based rewards E. Competency- based rewards and job status rewards Score: 0/109. Executive dining rooms represent a form of job status reward. Student Value Correct Feedback Response Answer A. TRUE  12. B. FALSE Score: 0/1010. Employees with a high degree of autonomy are more likely to engage in self- leadership. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 4 of unlimitedTitle: chapter 6Started: September 20, 2010 5:47 PMSubmitted: September 20, 2010 5:48 PMTime spent: 00:00:07Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. A unique feature of Herzbergs Motivator-Hygiene Theory is that it: Student Value Correct Feedback Response Answer A. states that improving motivators increases job satisfaction but does not decrease job dissatisfaction. B. states that employees can be satisfied with their jobs but not motivated to perform their jobs. C. identifies job specialization  13. as the main source of higher need fulfillment. D. views job satisfaction and dissatisfaction as opposites. E. recognizes money as the primary motivator in organizational settings. Score: 0/102. Employees with a high degree of autonomy are more likely to engage in self- leadership. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/103. People with a high level of conscientiousness have difficulty applying self- leadership strategies. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. Job evaluation and skill-based pay plans are both considered: Student Response Value Correct Feedback Answer A. competencybased rewards. B. membership/seniority-  14. based rewards. C. performance-based rewards. D. status-based rewards. E. None of the answers apply. Score: 0/105. One element of self-leadership involves keeping track of our progress toward goals. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Research suggests that increasing job enlargement increases employee motivation almost as much as job enrichment. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Empowerment is known to: Student Value Correct Feedback Response Answer A. increase employee motivation and performance. B. reduce conflict between employees and their supervisors. C. increase employee trust  15. in management. D. increase employee responsiveness to problems and opportunities. E. All of the answers are correct. Score: 0/108. Executive dining rooms represent a form of job status reward. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. Selfleadership includes several elements, including: Student Value Correct Feedback Response Answer A. job specialization and self- reinforcement. B. task identity and task significance. C. job evaluation and self- monitoring. D. autonomy and gainsharing. E. positive self- talk and personal goal setting. Score: 0/10  16. 10. Mental imagery helps us to anticipate and work out solutions to potential obstacles in our work. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 5 of unlimitedTitle: chapter 6Started: September 20, 2010 5:48 PMSubmitted: September 20, 2010 5:49 PMTime spent: 00:00:52Total score: 10/100 = 10% Total score adjusted by 0.0 Maximum possible score: 1001. Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/102. Which of the following is an advantage of job specialization? Student Value Correct Feedback Response Answer A. The quality of work increases. B. Jobs can be mastered quickly. C. Employees 17. are more involved with their jobs. D. The work is less repetitive. E. Task specialization has no clear advantages to the organization. Score: 0/103. One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. Motivator-Hygiene Theory suggests that people are mainly motivated by characteristics of the job itself, not by working conditions and other factors external to the job. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. In 1436, the waterways of Venice were used to fully load 10 galleons with supplies in just six hours. As each vessel was towed along the narrow waterway, people at each house transferred munitions, cardage and other supplies to the passing vessel. By the end of the street, each vessel was fully loaded and ready for sailing. This event, known as the Arsenal of Venice, is an early example of: Student Value Correct Feedback Response Answer A. self-  18. leadership. B. gainsharing. C. job specialization. D. constructive thought patterns. E. job rotation. Score: 0/106. Job specialization increases training costs and makes it more difficult for companies to match employee aptitudes to jobs for which they are best suited. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Self-leadership borrows ideas from social learning theory and research in sports psychology on constructive thought processes. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/108. Which of these job design actions is mainly a form of job enlargement? Student Value Correct Feedback Response Answer A. Increasing the number of tasks within the job. B. Establishing client relationships.  19. C. Empowering employees. D. Forming natural work units. E. Establishing client relationships and forming natural work units. Score: 0/109. Companies sometimes introduce job rotation for reasons other than reducing job boredom. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010. Adam Smith introduced the principles of Scientific Management. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 6 of unlimitedTitle: chapter 6Started: September 20, 2010 5:49 PMSubmitted: September 20, 2010 5:49 PMTime spent: 00:00:07Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001.  20. Scientific Management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. According to the selfleadership model, positive self-talk: Student Value Correct Feedback Response Answer A. should never be practiced on the job. B. represents the most important way to monitor our own performance. C. occurs when employees are unable to control their own behavior on the job. D. improves self-efficacy and employee motivation. E. must occur only after the task has been accomplished. Score: 0/103. Employees with a high degree of autonomy are more likely to engage in self- leadership. Student Value Correct Feedback Response Answer  21. A. TRUE B. FALSE Score: 0/104. Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Competency-based rewards pay employees based on their performance results. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Job evaluations systematically evaluate the worth of each job within the organization by measuring its required skill, effort, responsibility and working conditions. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Gainsharing plans apply to production jobs, not to services such as medical operations. Student Value Correct Feedback Response Answer A. TRUE 22. B. FALSE Score: 0/108. __________ represents an employees experienced meaningfulness in their work, a sense of self-determination, confidence in their abilities, and a sense that their work has an impact on the companys success? Student Value Correct Feedback Response Answer A. Positive self- talk B. Job specialization C. Empowerment D. Job rotation E. Core job characteristics Score: 0/109. Research suggests that increasing job enlargement increases employee motivation almost as much as job enrichment. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010. Empowerment is the process of putting employees in situations involving job rotation and job enlargement. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame  23. Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 7 of unlimitedTitle: chapter 6Started: September 20, 2010 5:50 PMSubmitted: September 20, 2010 5:50 PMTime spent: 00:00:04Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. People are empowered when they feel self-determination, meaning, competence, and impact regarding their role in the organization. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. Which of the following is LEAST likely to create an ownership culture? Student Value Correct Feedback Response Answer A. Employee stock ownership plans B. Profit sharing plans C. Stock option plans D. Balanced scorecards E. None of the answers apply. Score: 0/103. One problem with linking rewards to job performance is that managers rely on different criteria when estimating employee performance levels.  24. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. Which of these job design actions is mainly a form of job enlargement? Student Value Correct Feedback Response Answer A. Increasing the number of tasks within the job. B. Establishing client relationships. C. Empowering employees. D. Forming natural work units. E. Establishing client relationships and forming natural work units. Score: 0/105. Research suggests that increasing job enlargement increases employee motivation almost as much as job enrichment. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Two ways to enrich jobs are by clustering jobs into natural groups and by  25. establishing client relationships. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Employees with a high degree of autonomy are more likely to engage in self- leadership. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/108. One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. Employee share ownership plans and share options tend to create an "ownership culture" in which employees feel aligned with the organizations success. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010. Job specialization usually reduces the employees work efficiency.  26. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 8 of unlimitedTitle: chapter 6Started: September 20, 2010 5:50 PMSubmitted: September 20, 2010 5:50 PMTime spent: 00:00:04Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. The more employees see a direct connection between their daily actions and a reward, the more they are motivated to improve performance. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. Which of the following is an advantage of job specialization? Student Value Correct Feedback Response Answer A. The quality of work increases. B. Jobs can be mastered quickly. C. Employees are more involved with their jobs. D. The work is less 27. repetitive. E. Task specialization has no clear advantages to the organization. Score: 0/103. The Job Characteristics Model identifies five core job characteristics and three psychological states. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. Job status-based rewards discourage employees from hoarding resources. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Job evaluation mainly supports the competency approach to rewards. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Research suggests that increasing job enlargement increases employee motivation almost as much as job enrichment. Student Value Correct Feedback Response Answer  28. A. TRUE B. FALSE Score: 0/107. All of the following tend to increase the quality of work performed, EXCEPT: Student Value Correct Feedback Response Answer A. job enrichment. B. job specialization. C. competency- based rewards. D. natural grouping of tasks into one job. E. empowerment. Score: 0/108. Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. Performance-based rewards have been criticized on the grounds that: Student Value Correct Feedback Response Answer A. they undermine the employees motivation  29. from the work itself. B. they potentially distance employees and management from each other. C. they tend to discourage creativity. D. they are used as quick fixes for problems. E. All of the answers are correct. Score: 0/1010. Which of these statements about self-leadership is FALSE? Student Value Correct Feedback Response Answer A. Employees with a high degree of conscientiousness have a more natural tendency to apply self- leadership. B. Research indicates that self-leadership generally improves employee motivation and performance. C. Self-leadership is practiced by people with particular personality characteristics  30. and cannot be learned. D. Self-leadership is the process of influencing oneself to establish the self- direction and self-motivation to perform a task. E. Some elements of selfleadership come from sports psychology. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 9 of unlimitedTitle: chapter 6Started: September 20, 2010 5:51 PMSubmitted: September 20, 2010 5:51 PMTime spent: 00:00:04Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. One problem with linking rewards to job performance is that managers rely on different criteria when estimating employee performance levels. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. Employees are more likely to feel empowered in jobs with a high degree of autonomy, task identity, and task significance. Student Value Correct Feedback Response Answer A. TRUE B. FALSE  31. Score: 0/103. Which of these performance-based rewards tends to create the strongest psychological connection between the individual employees work effort and the reward received? Student Value Correct Feedback Response Answer A. Profit sharing plan B. Gainsharing plan C. Employee stock ownership plan D. Employee stock option plan E. None of these rewards offer any psychological connection between the individual employees work effort and the reward received. Score: 0/104. The largest portion of most pay checks is based on the persons membership and seniority. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105.  32. Self-leadership calls for employees to engage in negative self-talk to help them recognize their limitations. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Which reward system tends to discourage poor performers from voluntarily leaving the organization? Student Value Correct Feedback Response Answer A. Membership and senioritybased pay. B. Skill-based pay. C. Piece-rate rewards. D. Competency- based pay. E. All of the answers are correct. Score: 0/107. Which of the following statements about mental imagery isFALSE? Student Value Correct Feedback Response Answer A. Mental imagery is one of the critical psychological states in the job characteristics model. B. Mental imagery  33. involves mentally practicing the task. C. Mental imagery usually occurs before selfreinforcement. D. Mental imagery involves visualizing successful completion of the task. E. Mental imagery is part of constructive thought patterns in self- leadership. Score: 0/108. Job specialization increases training costs and makes it more difficult for companies to match employee aptitudes to jobs for which they are best suited. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. Job status-based rewards discourage employees from hoarding resources. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010.  34. Which of these statements about empowerment is FALSE? Student Value Correct Feedback Response Answer A. Empowerment is a psychological concept representing more than one dimension. B. Empowerment is the same as employee involvement. C. Empowerment is not a personality trait. D. Empowerment is related to job enrichment. E. Empowerment is influenced by job characteristic. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 10 of unlimitedTitle: chapter 6Started: September 20, 2010 5:51 PMSubmitted: September 20, 2010 5:51 PMTime spent: 00:00:07Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. Self-leadership calls for employees to engage in negative self-talk to help them recognize their limitations. Student Value Correct Feedback Response Answer A. TRUE  35. B. FALSE Score: 0/102. Which of the following is NOT a component of empowerment? Student Value Correct Feedback Response Answer A. Impact B. Meaning C. Mental imagery D. Selfdetermination E. Competence Score: 0/103. Job enrichment usually: Student Value Correct Feedback Response Answer A. reduces product and service quality. B. increases error rates and defects. C. reduces job satisfaction among qualified employees with high growth need strength. D. increases absenteeism and turnover. E. None of the answers apply. Score: 0/10  36. 4. Which of the following tends to create an "ownership culture" and align employee behaviors more closely to organizational objectives? Student Value Correct Feedback Response Answer A. Job evaluation B. Commissions C. Share option plans D. Employee share ownership plans E. Stock option plans and employee stock ownership plans Score: 0/105. Self-leadership is dependant on the person and the situation. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Skill-based pay plans: Student Value Correct Feedback Response Answer A. discourage employees from learning new jobs. B. create a psychological  37. distance between employees and managers. C. discourage poor performers from leaving the organization. D. can be expensive because they motivate employees to spend more time learning new jobs. E. All of the answers are correct. Score: 0/107. The problem with membership and seniority-based rewards is that: Student Value Correct Feedback Response Answer A. they discourage people from remaining with the organization. B. they are difficult to use in organizational settings. C. they do not directly motivate job performance. D. All of the answers are correct. E. they  38. discourage people from remaining with the organization and they do not directly motivate job performance. Score: 0/108. Mental imagery helps us to anticipate and work out solutions to potential obstacles in our work. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. One problem with seniority-based rewards is that they cause higher turnover. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010. Which of the following is NOT a core job characteristic in the job characteristics model? Student Value Correct Feedback Response Answer A. Skill variety B. Task significance C. Job feedback D. Experienced meaningfulness E. Task identity Score: 0/10 39. Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 11 of unlimitedTitle: chapter 6Started: September 20, 2010 5:52 PMSubmitted: September 20, 2010 5:52 PMTime spent: 00:00:33Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. Selfleadership relies on ideas from: Student Value Correct Feedback Response Answer A. sports psychology. B. social learning theory. C. goal setting. D. All of the answers are correct. E. social learning theory and goal setting. Score: 0/102. Frederick Herzbergs Motivator-Hygiene Theory casts more of a spotlight on the job itself (rather than the work environment) as an important source of employee motivation. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10  40. 3. Job status-based rewards potentially motivate employees to compete with each other. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. __________ represents an employees experienced meaningfulness in their work, a sense of self-determination, confidence in their abilities, and a sense that their work has an impact on the companys success? Student Value Correct Feedback Response Answer A. Positive self- talk B. Job specialization C. Empowerment D. Job rotation E. Core job characteristics Score: 0/105. Empowerment is the process of putting employees in situations involving job rotation and job enlargement. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. Job status-based rewards: Student Value Correct Feedback Response Answer A. try to ensure  41. that employees believe their pay is equitable compared to other people in the organization. B. motivate employees to compete for positions further up the organization. C. tend to encourage bureaucratic hierarchy. D. All of the answers are correct. E. motivate employees to compete for positions further up the organization and tend to encourage bureaucratic hierarchy. Score: 0/107. Research suggests that men and women differ in their attitudes towards money. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/108. Compared with women, men give money a lower priority in their lives.  42. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. According to the self-leadership model, positive self-talk: Student Value Correct Feedback Response Answer A. should never be practiced on the job. B. represents the most important way to monitor our own performance. C. occurs when employees are unable to control their own behavior on the job. D. improves self-efficacy and employee motivation. E. must occur only after the task has been accomplished. Score: 0/1010. Positive self-talk motivates employees by increasing their effort-toperformance expectancy. Student Value Correct Feedback Response Answer A. TRUE B. FALSE  43. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 12 of unlimitedTitle: chapter 6Started: September 20, 2010 5:53 PMSubmitted: September 20, 2010 5:55 PMTime spent: 00:01:48Total score: 20/100 = 20% Total score adjusted by 0.0 Maximum possible score: 1001. Job enlargement increases an employees growth needs. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/103. Job status-based rewards potentially motivate employees to compete with each other. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/10  44. 4. Task identity is the main job characteristic related to job enrichment. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Which of the following is NOT an individual level performance reward? Student Value Correct Feedback Response Answer A. Piece rates B. Commissions C. Awards D. Gainsharing E. Bonuses Score: 0/106. Self-leadershipsuggests that goals should be set by the employees supervisor with or without the employees involvement. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. The Job Characteristics Model identifies five core job characteristics and three psychological states. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10  45. 8. Which of the following is NOT a core job characteristic in the job characteristics model? Student Value Correct Feedback Response Answer A. Skill variety B. Task significance C. Job feedback D. Experienced meaningfulness E. Task identity Score: 0/109. A high degree of autonomy, task identity, and task significance are important conditions for: Student Value Correct Feedback Response Answer A. job specialization. B. competency- based pay. C. empowerment. D. scientific management. E. All of the answers are correct. Score: 0/1010. Which core job characteristic(s) affect(s) experienced responsibility for work outcomes? Student Value Correct Feedback Response Answer A. Feedback from job and skill variety B. Autonomy  46. C. Skill variety, task identity and task significance D. Task identity E. All of the answers are correct. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 13 of unlimitedTitle: chapter 6Started: September 20, 2010 5:55 PMSubmitted: September 20, 2010 5:55 PMTime spent: 00:00:38Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. Competency-based rewards tend to improve levels of product and service quality. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/102. The economic benefits of job specialization were discovered in the 1950s. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10  47. 3. Which reward system tends to discourage poor performers from voluntarily leaving the organization? Student Value Correct Feedback Response Answer A. Membership and senioritybased pay. B. Skill-based pay. C. Piece-rate rewards. D. Competency- based pay. E. All of the answers are correct. Score: 0/104. Research suggests that men and women differ in their attitudes towards money. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Empowerment is the process of putting employees in situations involving job rotation and job enlargement. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/106. A cable TV company redesigned jobs so that one employee interacts directly with customers, connects and disconnects their cable service, installs their special services and collects overdue accounts in an assigned area. Previously, each task  48. was performed by a different person and the customer interacted only with someone at head office. This change is an example of: Student Value Correct Feedback Response Answer A. increasing job enrichment by establishing client relationships. B. encouraging self- reinforcement. C. introducing job rotation. D. increasing job specialization. E. None of the answers apply. Score: 0/107. Job status-based rewards: Student Value Correct Feedback Response Answer A. try to ensure that employees believe their pay is equitable compared to other people in the organization. B. motivate employees to compete for positions further up the organization. C. tend to encourage bureaucratic hierarchy.  49. D. All of the answers are correct. E. motivate employees to compete for positions further up the organization and tend to encourage bureaucratic hierarchy. Score: 0/108. Which of the following is LEAST likely to create an ownership culture? Student Value Correct Feedback Response Answer A. Employee stock ownership plans B. Profit sharing plans C. Stock option plans D. Balanced scorecards E. None of the answers apply. Score: 0/109. The first step in self-leadership is: Student Value Correct Feedback Response Answer A. establishing client relationships.  50. B. practicing gainsharing. C. personal goal setting. D. constructive thought patterns. E. self- reinforcement. Score: 0/1010. Job evaluation mainly supports the competency approach torewards. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 14 of unlimitedTitle: chapter 6Started: September 20, 2010 5:56 PMSubmitted: September 20, 2010 6:05 PMTime spent: 00:08:55Total score: 90/100 = 90% Total score adjusted by 0.0 Maximum possible score: 1001. ___________ are often "golden handcuffs" that potentially increase continuance commitment. Student Response Value Correct Feedback Answer A. Gainsharing rewards B. Job status rewards C. Team-based rewards D. Competency-based rewards E. Membership/seniority 100%  51. rewards Score: 10/102. Self-leadership is dependant on the person and the situation. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/103. The extent of a persons self-leadership is dependant on _________ and ________ factors. Student Value Correct Feedback Response Answer A. cultural, personal B. situational, 100% personal C. financial, circumstantial D. political, ethical E. None of the answers apply. Score: 10/104. Which of these contemporary organizational behavior practices was popularized by Fredrick Taylor in his work on scientific management? Student Value Correct Feedback Response Answer A. Goal setting 100% B. Job enrichment C. Membership and seniority- based  52. rewards D. All of the answers are correct. E. None of the answers apply. Score: 10/105. The economic benefits of job specialization were discovered in the 1950s. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/106. Self-leadership includes the practice of self-reinforcement. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/107. Scientific management includes which of the following? Student Value Correct Feedback Response Answer A. Assigning employees to fixed hourly wages. B. Systematically dividing a job into its smallest possible elements and assigning these divided tasks to  53. employees who are best qualified to perform them. C. Combining tasks so employees perform an entire work process from beginning to end. D. Encouraging employees to set their own goals and have positive thoughts about their work performance. E. All of the 0% answers are correct. Score: 0/108. Which of these performance-based rewards tends to create the strongest psychological connection between the individual employees work effort and the reward received? Student Value Correct Feedback Response Answer A. Profit sharing plan B. Gainsharing 100% plan C. Employee stock ownership plan D. Employee stock option plan E. None of these rewards offer any  54. psychological connection between the individual employees work effort and the reward received. Score: 10/109. Adam Smith introduced the principles of Scientific Management. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/1010. Which reward system tends to discourage poor performers from voluntarily leaving the organization? Student Value Correct Feedback Response Answer A. Membership 100% and seniority- based pay. B. Skill-based pay. C. Piece-rate rewards. D. Competency- based pay. E. All of the answers are correct. Score: 10/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View Attempt  55. View Attempt 15 of unlimitedTitle: chapter 6Started: September 27, 2010 11:48 PMSubmitted: September 27, 2010 11:49 PMTime spent: 00:01:05Total score: 10/100 = 10% Total score adjusted by 0.0 Maximum possible score: 1001. A high degree of autonomy, task identity, and task significance are important conditions for: Student Value Correct Feedback Response Answer A. job specialization. B. competency- based pay. C. empowerment. 100% D. scientific management. E. All of the answers are correct. Score: 10/102. Knowledge of results originates primarily from: Student Value Correct Feedback Response Answer A. job feedback. B. skill variety. C. autonomy. D. task significance. E. task identity. Score: 0/10 56. 3. When applied to non-management employees, which of these has a relatively WEAK connection between the reward and individual effort? Student Value Correct Feedback Response Answer A. Piece rate pay. B. Commissions. C. Profit-sharing bonuses. D. All of the answers are correct. E. Commissions and profit- sharing bonuses. Score: 0/104. The philosophy behind Scientific Management is to increase job enrichment and decrease job specialization. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Employees are empowered when they: Student Value Correct Feedback Response Answer A. practice job specialization. B. experience self- reinforcement.  57. C. engage in positive self- talk. D. experience freedom and discretion. E. experience selfreinforcement and engage in positive self- talk. Score: 0/106. Scientific Management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Which of the following practices explicitly includes self-reinforcement? Student Value Correct Feedback Response Answer A. Self- leadership B. empowerment C. Job rotation D. Job enrichment E. None of the answers apply. Score: 0/10  58. 8. Share option plans: Student Value Correct Feedback Response Answer A. are illegal in America. B. give employees the right to purchase company shares at a future date at a predetermined price. C. directly award bonuses to employees based on cost savings and increased labor productivity. D. tend to weaken employee commitment to the organization. E. give employees the right to purchase company shares at a future date at a predetermined price and tend to weaken employee commitment  59. to the organization. Score: 0/109. Employees are more likely to feel empowered in jobs with a high degree of autonomy, task identity, and task significance. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/1010. Which of the following statements about mental imagery is FALSE? Student Value Correct Feedback Response Answer A. Mental imagery is one of the critical psychological states in the job characteristics model. B. Mental imagery involves mentally practicing the task. C. Mental imagery usually occurs before self- reinforcement. D. Mental imagery involves  60. visualizing successful completion of the task. E. Mental imagery is part of constructive thought patterns in self- leadership. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 16 of unlimitedTitle: chapter 6Started: September 27, 2010 11:50 PMSubmitted: September 28, 2010 12:01 AMTime spent: 00:11:09Total score: 80/100 = 80% Total score adjusted by 0.0 Maximum possible score: 1001. People are empowered when they feel selfdetermination, meaning, competence, and impact regarding their role in the organization. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/102. Which of the following systematically evaluates the worth of each job within the organization? Student Value Correct Feedback Response Answer  61. A. Job enlargement. B. Job enrichment. C. Job 100% evaluation. D. Job rotation. E. Companies do not use any procedure to systematically evaluate job worth. Score: 10/103. Two ways to enrich jobs are by clustering jobs into natural groups and by establishing client relationships. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/104. Frederick Herzbergs Motivator-Hygiene Theory casts more of a spotlight on the job itself (rather than the work environment) as an important source of employee motivation. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/105. Knowledge of results originates primarily from: 62. Student Value Correct Feedback Response Answer A. job 100% feedback. B. skill variety. C. autonomy. D. task significance. E. task identity. Score: 10/106. Which of these performance-based rewards tends to create the lowest E-to-P expectancy? Student Value Correct Feedback Response Answer A. Share options B. Individual 0% piece rates C. Gainsharing D. Individual commissions E. Team bonuses Score: 0/107. Skill-based pay plans: Student Value Correct Feedback Response Answer A. discourage employees from learning new jobs.  63. B. create a psychological distance between employees and managers. C. discourage poor performers from leaving the organization. D. can be 100% expensive because they motivate employees to spend more time learning new jobs. E. All of the answers are correct. Score: 10/108. Executive dining rooms represent a form of job status reward. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/109. A large retail organization previously divided work among its four employee benefits staff into distinct specializations. One person answered all questions about superannuation (pension plans), another answered all questions about various forms of paid time off (e.g. vacations), and so on. These jobs were recently restructured so that each employee benefits person answers all  64. questions for people in a particular geographic area. For example, one staff member is responsible for all employee benefits inquiries from anyone in a particular geographic region. This job restructuring is an example of: Student Value Correct Feedback Response Answer A. selfleadership. B. job enrichment. C. job rotation. D. scientific management. E. job 0% specialization. Score: 0/1010. Which of the following tends to create an "ownership culture" and align employee behaviors more closely to organizational objectives? Student Value Correct Feedback Response Answer A. Job evaluation B. Commissions C. Share option plans D. Employee share ownership plans E. Stock option 100% plans and employee stock ownership plans Score: 10/10  65. Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View AttemptView Attempt 17 of unlimitedTitle: chapter 6Started: September 28, 2010 12:02 AMSubmitted: September 28, 2010 12:03 AMTime spent: 00:00:44Total score: 0/100 = 0% Total score adjusted by 0.0 Maximum possible score: 1001. Self-monitoring and designing natural rewards are both: Student Value Correct Feedback Response Answer A. constructive thought pattern practices. B. forms of job specialization. C. discouraged by organizational behaviour scholars. D. part of the self- leadership process. E. elements of competency- based rewards. Score: 0/102. A high degree of autonomy, task identity, and task significance are important conditions for: Student Value Correct Feedback Response Answer  66. A. job specialization. B. competency- based pay. C. empowerment. D. scientific management. E. All of the answers are correct. Score: 0/103. Executive dining rooms represent a form of job status reward. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/104. Some critics argue that financial rewards discourage creativity and distract employees from the meaningfulness of the work itself. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/105. Gainsharing plans apply to production jobs, not to services such as medical operations. Student Value Correct Feedback Response Answer A. TRUE  67. B. FALSE Score: 0/106. According to the Job Characteristics Model, experienced meaningfulness increases with the level of job feedback. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/107. Which of these statements about self-leadership is FALSE? Student Value Correct Feedback Response Answer A. Employees with a high degree of conscientiousness have a more natural tendency to apply self- leadership. B. Research indicates that self-leadership generally improves employee motivation and performance. C. Self-leadership is practiced by people with particular personality characteristics and cannot be learned. 68. D. Self-leadership is the process of influencing oneself to establish the self- direction and self-motivation to perform a task. E. Some elements of self-leadership come from sports psychology. Score: 0/108. Research suggests that men and women differ in their attitudes towards money. Student Value Correct Feedback Response Answer A. TRUE B. FALSE Score: 0/109. The extent of a persons self-leadership is dependant on _________ and ________ factors. Student Value Correct Feedback Response Answer A. cultural, personal B. situational, personal C. financial, circumstantial D. political, ethical E. None of the answers apply.  69. Score: 0/1010. Skill-based pay plans: Student Value Correct Feedback Response Answer A. discourage employees from learning new jobs. B. create a psychological distance between employees and managers. C. discourage poor performers from leaving the organization. D. can be expensive because they motivate employees to spend more time learning new jobs. E. All of the answers are correct. Score: 0/10Jump to Navigation Frame Your location: Home Page › Chapter Quizzes - Ready to go! › chapter 6 › Assessments ›View All Submissions › View Attempt  70. View Attempt 18 of unlimitedTitle: chapter 6Started: September 28, 2010 11:11 PMSubmitted: September 28, 2010 11:24 PMTime spent: 00:12:33Total score: 50/100 = 50% Total score adjusted by 0.0 Maximum possible score: 1001. Employees with a high degree of autonomy are more likely to engage in self- leadership. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/102. A job in which employees are able to complete something from beginning to end or there is a visible outcome of the work is called: Student Value Correct Feedback Response Answer A. skill variety. B. task significance. C. job feedback. D. job 0% rotation. E. task identity. Score: 0/103. When Adam Smith reported on how 10 pin makers working together could produce many times more pins than if they worked alone, Smith was describing the benefits of job enrichment.  71. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/104. Which of the following is NOT a component of empowerment? Student Value Correct Feedback Response Answer A. Impact B. Meaning C. Mental 100% imagery D. Self- determination E. Competence Score: 10/105. Research suggests that men and women differ in their attitudes towards money. Student Value Correct Feedback Response Answer A. TRUE 100% B. FALSE Score: 10/106. Which of the following does NOT occur at very high levels of job specialization? Student Value Correct Feedback Response Answer A. Product quality increases while the  72. quantity of output decreases. B. Worker alienation increases. C. Employee turnover increases. D. Employees 0% are less motivated to perform their jobs well. E. Employers are often forced to pay higher wages to attract job applicants to the tedious work. Score: 0/107. All employees feel more motivated to perform their jobs when the core job characteristics are increased. Student Value Correct Feedback Response Answer A. TRUE 0% B. FALSE Score: 0/108. Job status rewards usually offer which of the following benefits to organizations? Student Value Correct Feedback Response Answer  73. A. They encourage employees to focus their attention on customer service. B. They 0% discourage organizational politics. C. They make organizations more market responsive. D. They encourage employees to focus their attention on customer service and they make organizations more market responsive. E. None of the answers apply. Score: 0/109. Job enlargement increases an employees growth needs. Student Value Correct Feedback Response Answer A. TRUE B. FALSE 100% Score: 10/1010. Job status-based rewards discourage employees from hoarding resources.  74. Student Value Correct Feedback Response Answer A. TRUE 0% B. FALSEScore: 0/10 http://webcache.googleusercontent.com/search? q=cache:9ilGMuqRYFgJ:www.slideshare.net/eden0511/4160quiz6+&cd=1&hl=en&ct=clnk&gl =ca [Show More]

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