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Management - Organizational Behavior Ch. 9, Exercises of Organization Behaviour

General Electric generated more wealth than any other company in the history of the world from the early 1980s until 2000. All of the following are contributing factors to this success EXCEPT Describe the three general categories of work team roles and then give an example of each. Describe the nature of each example role given

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Management - Organizational Behavior Ch. 9
Organizational Behavior, Version 1.1
Bauer & Erdogan
FWK Test Item File
Chapter 9
TRUE/FALSE
1.In the 1980s, General Electric showed that empowering workers to work in teams can be a
profitable venture.
(True)
2.A group is a cohesive coalition of people working together to achieve mutual goals while a team
is a collection of individuals who interact with each other such that one person’s actions have
an impact on another’s.
(False)
3.Tuckman’s Group Development Stage Model sequences group evolution in the following order:
forming to norming to storming to performing.
(False)
4.The forming stage of group development involves member examination of such questions as
“What will my role be?” and “Will I be accepted?
(True)
5.The appointed leader is often tested during the performing phase of group development.
(False)
6.Because the storming stage is a very chaotic one, many groups get stuck in that phase of group
development.
(True)
7.The norming stage of group development involves the establishment of ground rules for the
group and an increased commitment to other members and the group goal.
(True)
8.The performing stage of group development involves attention to work content and process.
(True)
9.The adjourning stage of groups is seldom met with any emotional feelings or concern.
(False)
10.The punctuated equilibrium model proposed by Connie Gersick is a linear model.
(False)
11.The punctuated equilibrium model suggests that groups remain static for long periods of time
experiencing only incremental change and radical, revolutionary change occurs in brief,
punctuated bursts that provide opportunity for innovation.
(True)
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Management - Organizational Behavior Ch. 9

Organizational Behavior, Version 1.

Bauer & Erdogan

FWK Test Item File

Chapter 9

TRUE/FALSE

  1. In the 1980s, General Electric showed that empowering workers to work in teams can be a profitable venture. (True)
  2. A group is a cohesive coalition of people working together to achieve mutual goals while a team is a collection of individuals who interact with each other such that one person’s actions have an impact on another’s. (False)
  3. Tuckman’s Group Development Stage Model sequences group evolution in the following order: forming to norming to storming to performing. (False)
  4. The forming stage of group development involves member examination of such questions as “What will my role be?” and “Will I be accepted? (True)
  5. The appointed leader is often tested during the performing phase of group development. (False)
  6. Because the storming stage is a very chaotic one, many groups get stuck in that phase of group development. (True)
  7. The norming stage of group development involves the establishment of ground rules for the group and an increased commitment to other members and the group goal. (True)
  8. The performing stage of group development involves attention to work content and process. (True)
  9. The adjourning stage of groups is seldom met with any emotional feelings or concern. (False)
  10. The punctuated equilibrium model proposed by Connie Gersick is a linear model. (False)
  11. The punctuated equilibrium model suggests that groups remain static for long periods of time experiencing only incremental change and radical, revolutionary change occurs in brief, punctuated bursts that provide opportunity for innovation. (True)
  1. Generally speaking, the more cohesive a group is, the less productive it is because the preservation of individual feelings supersedes any task oriented role. (False)
  2. The more similar group members are with regard to age, gender, education, and skill set, the more cohesive the group will be. (True)
  3. Groupthink is the tendency for individuals to put forth less effort when working in a group context. (False)
  4. Groups with high group cohesion and high task commitment generally have high performance. (True)
  5. Collective efficacy is generally influenced by verbal persuasion, group observation, and pay level. (False)
  6. Process loss is any aspect of group interaction that inhibits group functioning. (True)
  7. The key properties of a true team are collaborative action, sacrifice for the common good, and compensation based upon individual outcomes. (False)
  8. Research evidence exists to demonstrate that teams can reduce labor costs, increase product quality, and raise revenues. (True)
  9. If a variety of knowledge, skills, and abilities is needed, if feedback from different organizational groups is needed, if tasks are largely independent, and if wide cooperation is needed to achieve mutual goals, then a team is needed. (False)
  10. Idea generation tasks include coming up with plans for actions and making decisions. (False)
  11. Pooled interdependence is when team members work independently and combine their efforts to create the team’s output. (True)
  12. Reciprocal interdependence exists when team members work on tasks simultaneously. (True)
  13. Task roles in a group include consul, cooperator, and completer. (False)
  14. Social roles in a group or team include cooperator, communicator, and calibrator. (True)

MULTIPLE CHOICE

OPENING SECTION: Teamwork Takes to the Sky: The Case of General Electric

  1. General Electric generated more wealth than any other company in the history of the world from the early 1980s until 2000. All of the following are contributing factors to this success EXCEPT a. providing employees with the highest pay in the industry. b. providing ample support to team members so that all efforts were focused on the work of the team. c. providing high level training to teams. d. providing teams the opportunity to “self-manage.” (a) Easy/Knowledge Section I: Group Dynamics
  2. An informal work group is a. a collection of individuals who interact with each other such that one person’s actions have an impact on the others. b. made up of managers, subordinates, or both, with close associations among group members that influence the behavior of individuals in the group. c. made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. d. a cohesive coalition of people working together to achieve mutual goals. (c) Easy/Knowledge
  3. A group is a. a collection of individuals who interact with each other such that one person’s actions have an impact on the others. b. made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. c. made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. d. a cohesive coalition of people working together to achieve happiness. (a) Easy/Knowledge
  4. To successfully facilitate a group, a leader needs to move through a series of leadership styles over time. Which of the following styles is the FIRST a successful group leader should exhibit? a. delegator b. director c. coordinator d. coach (b) Difficult/Synthesis
  5. Which of the following leadership styles best serves a successful group as it has evolved to its final stages? a. director b. coordinator c. coach d. delegator (b) Medium/Knowledge
  1. Which of the following is the order Tuckman proposes for group development stages? a. forming, norming, storming, performing, and adjourning b. forming, storming, performing, norming, and adjourning c. forming, performing, storming, norming, and adjourning d. forming, storming, norming, performing, and adjourning (d) Easy/Comprehension
  2. What is the second stage in Tuckman’s four-stage map of group evolution? a. norming b. storming c. forming d. performing (b) Easy/Knowledge
  3. What was the final stage that Tuckman added to his enhanced group development model? a. forming b. norming c. adjourning d. storming (c) Easy/Knowledge
  4. Which of stage in Tuckman’s forming-storming-norming-performing model is characterized by the establishment of ground rules and operating procedures and goals by group participants? a. forming b. storming c. norming d. performing (c) Easy/Comprehension
  5. Which stage of Tuckman’s group development model is characterized by general information sharing? a. storming b. norming c. performing d. forming (d) Difficult/Comprehension
  6. Tuckman’s forming stage is characterized by a. uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once. b. competent group members who work interdependently as part of a greater entity. c. chaos with group members exploring power and influence roles. d. high energy with group members committed to each other and the overall goal. (a) Medium/Evaluation
  7. The norming stage in Tuckman’s model of group evolution features a. uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once. b. competent group members who work interdependently as part of a greater entity. c. chaos with group members exploring power and influence roles. d. high energy with group members committed to each other and the overall goal. (d) Medium/Evaluation

The discussion about the product has consumed the last hour of the meeting of the marketing group. At what stage of Tuckman’s model does this group seem to be functioning? a. forming. b. storming. c. norming. d. performing. (b) Medium/Comprehension

  1. Which of the following is NOT a recommended step to take to avoid getting stuck in the storming phase of Tuckman’s group development? a. Make sure to limit discussions and discussants. It is not productive to re-hash all the same points over and over. b. Do not rush the group’s development. It takes time to get things right. c. Normalize conflict. Conflict is normal and can be cathartic. d. Support all group members. Do not allow anyone to feel insecure as he or she operates in the group. (a) Easy/Analysis
  2. Which of the following statements regarding Gersick’s punctuated equilibrium model is INCORRECT? a. The model views group development as a linear process. b. Generally groups are static in their orientation. c. For most periods of time in groups, change is incremental. d. While disruption, chaos and conflict are seen as inevitable in a group, those events can represent opportunities for innovation. (a) Difficult/Comprehension
  3. According to Gersick’s punctuated equilibrium model, groups repeatedly cycle through which two stages? a. storming and norming. b. forming and performing. c. forming and norming. d. storming and performing. (d) Easy/Comprehension
  4. Which of the following statements regarding Gersick’s study of punctuated equilibrium is correct? a. Most change in groups is characterized by periods of revolutionary chaos. b. All groups are able to readily adapt to new environments that arise due to change. c. The punctuated equilibrium model is cyclical in nature. d. Groups generally cycle through the Storming and Norming stages of group development. (c) Medium/Comprehension
  5. A group where there is a great deal of camaraderie is a group experiencing a. group action. b. cohesion. c. social loafing. d. collective efficacy. (b) Easy/Knowledge
  6. Characteristics of cohesive groups include all of the following EXCEPT a. having a collective identity. b. working together on a meaningful task.

c. having a random pattern of communication. d. having a desire to remain as a member of the group. (c) Easy/Comprehension

  1. Which of the following is NOT a fundamental factor impacting a group’s cohesion? a. size b. height c. support d. stability (b) Easy/Knowledge
  2. Which of the following statements related to fundamental factors affecting a group’s cohesion is correct? a. The larger a group, the more cohesive it is likely to be. b. The more similar group members are, the more cohesive the group is likely to be. c. The more coaching group members receive, the less cohesive the group is likely to be. d. The less time a group has stayed together, the more cohesive a group is likely to be. (b) Medium/Analysis
  3. Marina is encouraging her sorority sisters to function as a cohesive group. She lists all of the following as benefits EXCEPT a. you will have greater self-confidence and self-esteem if you are a regular part of the group. b. if you are experiencing stress, as you might during finals week, you can depend on your sisters to help get you through. c. if you experience a personal tragedy or challenge, your sisters will help you cope. d. If you are part of the sorority, you do not have to attend meetings and events often because you can depend on your sisters to cover for you. (d) Easy/Evaluation
  4. Eduardo is the new manager of Great Corporation. He is sitting at his desk and writing down a list of steps that he can follow to create and maintain a cohesive work group. Which of the following does NOT appear on that list? a. Celebrate differences so each individual’s contribution is noticed. b. Give praise sparingly; if it is given too often, it loses its luster. c. Create some regular, common rituals like Friday morning coffee. d. Let group members have choices in setting their goals. (b) Easy/Analysis
  5. NASA endured the Challenger disaster when group members conformed with top managers’ decisions that launching the space shuttle in freezing temperatures was better than missing the launch window. This is an example of what group process? a. social loafing b. cohesion c. collective efficacy d. groupthink (d) Difficult/Synthesis
  6. Symptoms of too much cohesion include a. failures are blamed on external factors. b. internal pressures to question the status quo. c. greater questioning of external constraints. d. tolerance for deviants. (a) Difficult/Evaluation
  1. Collective efficacy is influenced by all of the following factors EXCEPT a. how a person feels about the team. b. ties to the organization c. watching others. d. verbal persuasion. (b) Medium/Comprehension Understanding Team Design Characteristics
  2. A group is a. a temporary team that addresses a specific problem or issue until it is resolved. b. a cohesive coalition of people working together to achieve mutual goals. c. a collection of individuals who interact with each other such that one person’s actions have an impact on the others. d. teams where members are not located in the same physical space. (c) Easy/Knowledge
  3. How does a group differ from a team? a. A group is a cohesive coalition of people; a team is a collection of people. b. In a group, individuals have personal agendas. In a team, personal agendas are totally suppressed. c. Groups are smaller than teams. d. A group is often a collection of people working independently on their own goals; a team is assembled to accomplish complex goals. (d) Difficult/Synthesis
  4. How does a team differ from a group? a. A team is focused on joint goals; a group often has a collection of individual goals. b. A team involves the simple sum of independent actions of individuals; a group involves the integrated, collaborative actions of the collective of people. c. A team has personal agendas; a group has a shared vision. d. A team has compensation based upon individual outcomes; a group has compensation based upon shared outcomes. (a) Difficult/Synthesis
  5. Process loss a. is a group pressure phenomenon that increases the risk of the group making a flawed decision. b. is a group’s perception of its ability to successfully perform well. c. refers to any aspect of group interaction that inhibits group functioning. d. is the tendency for individuals to put in less effort when working in a group context. (c) Easy/Knowledge
  6. All of the following are key properties of a team EXCEPT a. compensation based on shared outcomes. b. collaborative action. c. clear simple goals. d. sacrifice for the common good. (c) Medium/Analysis
  7. Analyses of companies that utilize teams indicate some impressive results. Team-based organizations tend to show all the following results but a. an increase in productivity. b. a reduction in costs. c. an increase in revenue.

d. an increase in marketing. (d) Difficult/Synthesis

  1. Which of the following is a situation where a team will NOT be needed in the organization? a. Tasks to be performed are independent of one another. b. The organization benefits from shared goals. c. A variety of skills and abilities are needed. d. Wide cooperation is needed. (a) Difficult/Evaluation
  2. Teams differ by all of the following task classes EXCEPT a. production tasks. b. idea generation tasks. c. development tasks. d. problem-solving tasks. (c) Easy/Comprehension
  3. Arielle is part of a team charged with developing a new name for a product. This is a(n) ________________ task. a. development b. production c. idea generation d. problem-solving (c) Medium/Application
  4. Hank is part of a team doing engineering design on a new hybrid automobile. Hank’s team has completed designing the vehicle. His team is now ready to hand off to another team who will be dealing with _____________ tasks. a. development b. production c. idea generation d. problem (b) Medium/Application
  5. Problem solving tasks a. include actually making something such as a building, product or marketing plan. b. deal with creative tasks such as brainstorming a new direction or creating a new process. c. refer to coming up with plans for actions and making decisions. d. involve team members working on each task simultaneously. (c) Easy/Knowledge
  6. Idea generation tasks a. include actually making something such as a building, product or marketing plan. b. deal with creative tasks such as brainstorming a new direction or creating a new process. c. refer to coming up with plans for actions and making decisions. d. involve team members working on each task simultaneously. (b) Easy/Knowledge
  7. Task interdependence a. exists when team members work independently and simply combine their efforts to create a team’s outputs. b. refers to one individual’s output becoming another’s input. c. involves team members working on each task simultaneously.
  1. Eduardo always challenges team members’ positions on various issues discussed in the weekly meeting. Nannette told Eduardo yesterday, “I always have to be prepared when I present ideas to our team because I know you will question everything and make us see the other side of every issue.” Eduardo performs the task role of ____________________ on the team. a. creator b. contributor c. critic d. completer (c) Medium/Application
  2. The superintendent of the school district is writing a new mission statement for the district. He is engaged in the _____________ role. a. creator b. contractor c. communicator d. calibrator (a) Medium/Application
  3. The _____________ role in a team creates deadlines for the team, schedules production, and sequences tasks. a. contractor b. contributor c. completer d. creator (a) Easy/Knowledge
  4. Which of the following is NOT correct about the nature of social roles in a team? a. If social roles are filled in a firm, groups are more prone to suffer process losses. b. If social roles are filled in a firm, groups are more cohesive. c. If social roles are filled in a firm, group members are less likely to engage in social loafing. d. If social roles are filled in a firm, group members are less likely to have biases. (a) Medium/Analysis
  5. The calibrator role a. keeps the team on track by suggesting any needed changes to the team’s process. b. supports those with expertise toward the team’s goals. c. uses good listening skills and humor to defuse tense situations. d. helps transform ideas into action. (a) Easy/Knowledge
  6. Mike listens carefully to the exchanges between team members during meetings and is particularly adept at using humor to lighten any tense situations that arise between team members because of those exchanges. Mike plays the a. completer role. b. communicator role. c. cooperator role. d. calibrator role. (b) Medium/Analysis
  7. Because the ________ role involves gathering information from the larger organization and informing those within the organization about team goals, activities and success, it is often filled by the team manager.

a. coordinator b. completer c. consul d. contractor (c)

  1. All of the following are examples of temporary teams EXCEPT a. cross-functional team b. product development team c. task force d. self-managed team (d) Easy/Comprehension
  2. The special challenges that virtual teams pose for a manager include all of the following EXCEPT a. building trust with virtual team. b. not being physically seen by managers. c. nature of decision making by virtual team. d. nature of communication used with virtual team. (c) Medium/Analysis
  3. All of the following statements are correct about top management teams EXCEPT a. Top teams are most effective when there is limited diversity in their composition. b. Top management teams generally function without formal rules for team design or structure. c. Top management teams are important for their symbolic roles. d. Top management teams make decisions on new products, markets and expansions and divestitures. (a) Difficult/Analysis
  4. Self-managed teams a. increase the hierarchy in an organization. b. operate under goals provided by top level management and passed down through the chain of command. c. have an appointed leader, but can select individual team members. d. can be found at all levels in an organization. (d) Difficult/Evaluation
  5. Self managed teams typically have all the following goals EXCEPT a. increased profitability. b. improved quality. c. cost reduction. d. meeting deadlines. (a) Medium/Comprehension
  6. Empowerment means a. having the responsibility to reach goals. b. having the authority to reach goals. c. having the ability to make decisions. d. having the responsibility and authority to reach goals. (d) Medium/Knowledge
  7. A self-directed team a. manages itself but still has a team leader and has the potential for low, medium or high autonomy.
  1. All of the following are barriers to effective teams EXCEPT a. overly helpful team members. b. challenges of knowing where to begin. c. poorly managed team conflict. d. poor performance of team members. (a) Medium/Comprehension
  2. Rodney is a new project team leader. Jerome is chatting with him about some of the problems that could arise and prevent his team from being successful. Jerome offers all the following pieces of advice to overcome barriers to team success EXCEPT a. floundering often results from a lack of clear goals; clarify goals from the outset of the project. b. disagreements among team members may be the result of long simmering personality conflicts; be aware of them and be prepared to facilitate interaction between them. c. dominant personalities can only help a group; let those that are the most vocal have their say. d. poor performance by a group member could be due to a lack of ability; be prepared to train any group members needing it. (c) Difficult/Evaluation Section V: The Role of Ethics and Culture in Teams
  3. Which of the following statements regarding ethics and teams is INCORRECT? a. Research demonstrates that hierarchical systems always constrain team members more than a self- managed team does. b. Self- managed teams are viewed as a technique to overcome the negative aspects of bureaucracy. c. Team pressure can be more powerful than managerial control. d. Team pressure can result in unethical behavior by team members. (a) Difficult/Synthesis
  4. Collectivist societies a. value individual achievement over interpersonal relationships. b. have employees who adapt readily to working in different teams. c. have employees who evaluate their group members higher than their counterparts in individualistic societies do. d. value loyalty much less than individualistic societies do. (c) Difficult/Evaluation
  5. Which of the following statements regarding power distance and teams is correct? a. People in high power distance countries expect unequal power distribution in the social, political and economic areas. b. Countries with high power distance tend to use participative decision making. c. Countries high in power distance tend to use sports metaphors more often in training than family metaphors. d. Countries with high power distance define the roles of team members very clearly. (a) Difficult/Evaluation CLOSING SECTION: Green Teams at Work: The Case of New Seasons
  6. New Seasons is an example of a company with _________. a. providing teams the opportunity to “self-manage.” b. extensive rules driving change. c. pay for performance.

d. profits driving decisions. (a) Easy/Knowledge FILL IN THE BLANK

  1. A ___________ is a collection of individuals who interact with each other such that one person’s actions have an impact on the others. (group)
  2. Two or more individuals who are associated with one another in ways not prescribed by the formal organization are a(n) _____________ _____________. (informal group)
  3. Tuckman’s four-stage model of group development features the forming- ___________- _____________ and performing stages. (storming, norming)
  4. In the _________ stage, group members can be defensive, competitive or jealous. (storming)
  5. Many groups get stuck in the _____________ phase. (storming)
  6. Group members establish ground rules and define operating procedures during the ___________ phase of Tuckman’s model. (norming)
  7. The _________ stage was added to Tuckman’s original model and can feature participant emotions ranging from victory to grief to insecurity. (adjourning)
  8. The _______ ____________ model is a cyclical theory that suggests that change in groups occurs in radical spurts rather than incrementally over time. (punctuated equilibrium)
  9. ____________ groups have a collective identity, share a sense of purpose, work together on meaningful tasks, and establish a structured pattern of communication. (Cohesive)
  10. __________ is a group pressure phenomenon that increases the risk of the group’s making flawed decisions by allowing reductions in mental efficiency, reality testing and moral judgment. (Groupthink)
  11. The Ringelmann effect, or ________ ________ is the tendency of individuals to put in less effort when working in a group context. (social loafing)
  12. A group’s perception of its ability to successfully perform well is _________ _______. (collective efficacy)
  13. A ________ is a cohesive coalition of people working together to achieve mutual goals. (team)

Storming is the second stage where group members keep up their guard but become more argumentative. Also, during this phase, group members explore their power and influence and stake out their territory by differentiating themselves from others. Norming is the phase where group members establish their own ground rules and define operating procedures and goals. Performing is the phase where participants are getting the work done and paying attention to how they are doing it. Adjourning is the phase added later which is focused on how a group ends. Endings are often accompanied by emotions that can range from relief to grief.

  1. Briefly discuss the punctuated equilibrium model. The punctuated equilibrium model was developed by Connie Gersick. The model suggests that groups remain fairly static for long periods of time where change is largely incremental. At some point, however, revolutionary change occurs in a brief, punctuated burst that shakes the very essence of the organization and poses a real opportunity for innovation and creativity to take root.
  2. List and describe three factors which affect group cohesion. Any of these factors impact group cohesion: Similarity: The more similar group members are with regard to gender, age, education, skills, attitudes and values, the more likely the group will bond. Stability: The longer a group stays together, the more cohesive it becomes. Size: The smaller the group, the more cohesive the group. Support: When group members support their fellow team members, their group identity strengthens. Satisfaction: Cohesion is correlated with how pleased group members are with each other’s performance, behavior and conformity to group norms.
  3. What is the difference between a group and a team? A group is a collection of individuals who interact with each other such that one person’s actions have an impact on the others. A team is a cohesive coalition of people working together to achieve mutual goals. The difference is that teams are focused on a joint goal that gives them a common purpose, performance goal and approach for which they are mutually accountable.
  4. Hackman identified three major classes of tasks. List those classes and describe them. Production tasks are those involved with making something. Idea generation tasks deal with creative tasks like brainstorming. Problem-solving tasks refer to coming up with plans for action and making decisions.
  1. Describe task interdependence levels as they relate to teams. Task interdependence is the degree to which team members are dependent upon one another to get information, support, or materials from other team members to be effective. The three types of task interdependence are: pooled interdependence, sequential interdependence and reciprocal interdependence. Pooled interdependence exists when team members work independently and combine their efforts to create a team’s output. Sequential interdependence exists when one person’s output is another’s input. Reciprocal interdependence exists when team members work on a task simultaneously. Outcome interdependence is not specific to a task but exists when rewards received by an individual are dependent on the performance of others.
  2. Describe the three general categories of work team roles and then give an example of each. Describe the nature of each example role given. The three categories of team roles are: task roles, social roles and boundary spanning roles. Task roles include: critic, completer, contributor, creator and contractor. A critic is a “devil’s advocate”; a completer is one who transforms ideas into action; a contributor brings information and expertise to the team; a creator deals with changes in the team’s process and a contractor organizes the team’s work. Social roles include: calibrator, communicator, and cooperator. A cooperator supports those with expertise to aid in the team’s goals; a communicator includes behaviors targeted at collaboration like humor and good listening skills; and a calibrator keeps the team on track in terms of any changes needed to the team’s process. Boundary spanning roles include: consul and coordinator. A consul gathers information from the larger organization and informs those within the organization about the team’s activities, goals and successes; and a coordinator interfaces with others so that the team’s efforts are in line with other individuals and teams within the organization.
  3. There are several types of temporary teams. Describe one such temporary team. A task force is one designed to address a specific issue or problem until it is resolved. A product development team is one that develops a product. A cross functional team involves individuals from different parts of the organization staff.
  4. Teams vary in the manner in which they are led. Choose one type of team leadership and briefly describe it.