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 received by our senses?
W
...
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 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 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
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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.
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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.
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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?
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