MNGT EXAM#2 Ch. 7,8,9,10,11

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Motivation
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process that can count for an individual's intensity, direction, and persistence of effort toward attaining a goal.
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intensity
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concerned with how hard a person tries.
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Direction
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orientation on that benefits the organization.
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Persistence
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a measure of how long a person can maintain his/her effort.
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Maslow's need theory
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has received wide recognition, particularly among practicing managers. Self actualization (high order external) Esteem social Safety Physiological (low order external)
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Theory X
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lower-order needs dominate individuals -workers have little ambition -dislike work -avoid responsibility
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Theory Y
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Higher-order needs dominate individuals -workers are self-directed -enjoy work -accept responsibility
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Herzberg's theory
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-limited because relies on self-reports -reliability of methodology is questioned. HYGIENE FACTORS- company policies -salary -work conditions (EXTRINSIC and related to DISSatisfaction) MOTIVATORS-achievement -responsibility -growth (INTRINSIC and related to SATisfaction)
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McClelland's need theory mach-need for achievement
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Drive to excel, to achieve in relation to a set of standards, to strive to succeed.
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nPOW need for power
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need to make others behave in a way that they would not have behaved otherwise.
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nAFL need for affiliation
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desire for friendly and close interpersonal relationships.
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SMART goals
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S= specific A=attainable R=result oriented T=time bound M=measurement
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Equity theory
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whether the distribution of resource is fair to both relational partners.
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Self-Efficiency theory
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social cognitive theory or social learning theory. -goal setting theory -management by objectives (MBO)
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Positive reinforcement
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providing reward for a desired behavior.
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Negative reinforce.
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removing an unpleasant consequence when desired behavior occurs.
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Punishment
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applying an undesirable condition to eliminate an undesirable behavior.
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Extinction
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WITHHOLDING reinforcement of a behavior to cause its cessation.
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Operant conditioning
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type of learning where behavior is controlled by consequence. POSITIVE reinforcement and negative. Positive punishment and neg.
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Classical conditioning
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type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.
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Theory of justice
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Distributive: goods of society Procedural: idea of fairness in processes that receive dispute Interactional
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JCM job characteristics model
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model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.
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Job rotation
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periodic shifting of an employee from one task to another.
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Job enrichment
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VERTICAL expansion of jobs, which increase the agree to which the worker controls the planning, execution, and evaluation of the work.
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Job enlargement
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increase in job tasks and responsibilities to make a position more challenging. HORIZONTAL expansion which means the tasks added are the same level of those in current position.
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Alternative work assignments Flextime
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flexible work hours
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Job sharing
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an arrangement that allows two or more individuals to split a tradition 40-hour-a-week job.
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Telecommuting
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working from home or at least two days a week on a computer that is linked to employee's office.
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Why people form a group?
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security -status-self-esteem -affiliation -power -goal achievement
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Stages of group development Forming
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members feel much uncertainty
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Storming
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lots of conflict between members of the group.
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Norming stage
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members have developed close relationships and cohesiveness.
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Performing stages
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the group is finally fully FUNCTIONAL
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Adjourning stage
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temp. groups, characterized by concerned with wrapping up activities rather than performance.
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Trust
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firm belief in the reliability, truth, ability, or strength of someone or something.
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Integrity
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quality of being honest and having strong moral principles, moral uprightness.
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Group properties Roles:
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set of expected behavior attributed to someone occupying a given position in a social unit.
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Norms:
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acceptable standards of behavior within a group that are shared by the group's members.
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Status
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important factor in understanding behavior
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Size
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12 or more are LARGE group 7 or fewer SMALL
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Cohesiveness
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managerial implication -increase cohesiveness: small groups Encourage agreement within group goals increase time members spend together increase group status and admission difficulty physically isolate the group
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ASCH studies
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demonstrated the power of CONFORMITY culture based and declining in importance -EX: ASCH study on influence of others -elevator behavior
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Groupthink
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practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.
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Group decision making strengths and weaknesses
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Strengths: generate more complete info and knowledge -increase diversity views and > creativity -increase acceptance of decisions -more accurate but not as accurate as the most accurate group member. WEAKNESS: time-consuming activity -conformity pressures in the group -discussions can be dominated by a few members -a situation of ambiguous responsibility
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Group
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two or more individuals interacting and interdependent, who have come together to achieve particular objectives.
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Types of teams Virtual
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teams that use computer tech. to tie together physically dispersed members in order to achieve a common goal.
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Problem solving (team 1)
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group 5 to 12 employ. from same department who meet for a few hours a week to discuss ways to improving quality, efficiency and work environment.
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Self-managed work (team 2)
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group 10-15 people who take on the responsibilities of their former supervisors.
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Cross-functional (team 3)
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employees from about the same hierarchical level but from different work areas who came together to accomplish a task. -very common-task forces-committees
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Effective model Context: adequate resources
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need the tools to complete the job. EFFECTIVE LEADERSHIP & STRUCTURE: agreeing to the specifics of work and how the team fits together to INTEGRATE individual skills -even "self-managed" leadership especially important in multi-team system teams need leaders climate of trust. Members must TRUST each other and leader performance and rewards sys. that reflect team contributions. Cannot just be based on individual effort
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Composition
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abilities of members -med technical expertise, problem-solving, decision-making, & good interpersonal skills. PERSONALITY of members: conscientiousness, openness to experience, and agreeable all relate to team performance. >Diversity can often lead to low performance
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Size of team
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smaller is better 5 to 9.
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Work designs
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freedom and autonomy -ability to work independently >skill variety: ability to use diff. skills & talents >task identity: ability to complete a whole & identifiable task or product >task significance: working on a task or project that has a substantial impact on others.
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Team processes: processes that are imp.
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>selection: make team skills one of the interpersonal skills in the hiring process. >training: individualistic people can learn. >rewards: the reward sys. to encourage cooperative efforts rather than competitive (individual) ones
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Commitment to a common process >Reflexivity
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willing to adjust plan if necessary. >establishment of specific team goals: must be specific, measurement, realistic, and challenging. >team efficiency: team believes in its ability to succeed. >Mental models: have an accurate & common mental map of how work get done. >managed level of conflict: task conflict=helpful >minimized social loafing: team holds itself accountable both individually and as a team.
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Communication process
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serves four major functions within group or organization
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Control
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organizations have authority hierarchies and formal guidelines that employeesore required to follow. INFORMAL COMM. also controls BEHAVIOR
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MOTIVATION
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clarifies to employees what is to be done, how well they're doing and what can be done to improve performance.
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Emotional expression
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comm. provides a release a for the emotional process of feelings and for fulfillment of social needs.
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Information
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comm. facilitates decision making. Provides: info by transmitting the data to identify & evaluate choices.
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INFORMAL GRAPEVINE
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network in group or organization>rumors energy as a response to situations that are important to us, where there is ambiguity, & under conditions that AROUSE ANXIETY. => work situations frequently contain these 3 elements: 1. provide 2. explain 3. refrain 4. maintain
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Modes on communication Oral
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conveying messages speeches
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Formal
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one-on-one and group discussions and forms
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Informal
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rumor mills or grapevines are popular meeting> video conferencing>telephone
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Written
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letters -powerpoint -e-mail -instant message -text message -social media -others
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Nonverbal comm. >words ton of voice >body language
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includes body movements, international or emphasis we give to words, facial expressions, & the physical distance between the sender & receiver. >body language: can convey, status, level of engagement, & emotional state.
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Physical distance
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What is considered proper spacing between people largely depends on cultural norms. >distance indicate aggressiveness or sexual interest, or it may signal disinterest or displeasure with what is being said.
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Barriers to effective comm. Filtering
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selective perception info overload -emotions -language -silence
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Comm. apprehension Noicemakers
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lying -time pressures -interruptions-message unclear -inappropriate language -message doesn't fit pre conceived notions -message provokes fear or apprehension -info overload -inconsistent with body language nonverbal cues.
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Men and women in conversation
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>status vs. support >independent vs. intimacy >advice vs. understanding >info vs. feelings >orders vs. proposals >conflict vs compromise
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Cultural barriers
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Caused by semantics -words mean diff. things to diff. people >caused by word OMNOTATIONS -words IMPLY diff. things in diff. languages >caused by TONE DIFFERENCES >caused by DIFFERENCES in tolerance for conflict and methods for resolving conflicts *direct eye contact is a challenge for boys.
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Power of listening
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RASA : R=receive A=appreciate "umm," "Hmm" S: Summarize ,"so." A: Ask Listen consciously & live fully
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Summary & implications for managers
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Comm. mode will partly determine your comm. effectiveness -obtain feedback from your employees to make certain messages >remember written comm. creates more misunderstanding than oral comm., comm, with employees through in-person meetings. >make sure you use comm. strategies appropriate to your AUDIENCE and the type of message your sending >keep in mind comm. barriers such as gender & culture.
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which of the following is true with regard to groups
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a group influences our emotional reactions.
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which of the following is true regarding FORMAL groups
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they are marked by stipulated behaviors in pursuit of organizational goals
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an INFORMAL group is characterized by the
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fulfillment of the need for social contact
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which of the following differentiates between formal and informal groups
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formal groups=clearly defined tasks and roles informal-not structured or organized
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our tendency to take PERSONAL pride or offense for the accomplishments of a group we are a part of, is the territory of the ______theory.
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social identity
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which of the following is true with regard to the social identity theory
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it proposes that people have emotional reactions to the failure or success of their group because their self-esteem is tied into the group's performance.
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_____is defined as the TENDENCY to see members of the group of which we are a part of as better than other people.
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In-group favortism
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while three suitable candidates hailing from a different cultures were blatantly overlooked. example of:
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in-group favortism
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"you guys are all the same." this scenario depicts:
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in-group fav
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Similarity is a characteristic under the social identity theory that manifests itself in the ____
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tendency of people who have greater uniformity in values and characteristics to have a greater group identification as well.
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In the context of the social identity theory, distinctiveness refers to the_____
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tendency of the in-group members to notice and emphasize identities that reflect how different they are from other groups.
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STATUS is a characteristic under the social identity theory that reflects the____
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tendency of people to link themselves to groups of higher social standing in an attempt to define themselves favorably.
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UNCERTAINTY reduction is a dimension of the social identity theory that manifests itself in the____
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tendency of people to use the group as a means of understanding who they are and how they fit into the world.
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which of the following represents the second stage in 5-stage groups development.
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2nd stage= storming
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Which of the following stages of 5-stage group development model is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership?
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forming
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the 2nd stage of 5-stage group development is characterized by___
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intragroup convict within the group
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by the end of stage___, a relatively clear hierarchy of leadership within the group is established.
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STORMING
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during the 3rd stage of group development
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the group demonstrates cohesiveness
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which of the following statements is true regarding the norming stage of group development?
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during this stage, group develops common set of expectations of what defines correct member behavior.
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when the group energy is focused on the task at hand and the group is fully functional, it is said to be in the stage of____
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performing
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true regarding performing stage?
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for permanent work groups, performing is the last stage in development.
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five-stage development model?
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a positive social focus may aid a group in reaching the performing stage more rapidly.
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punctuated-equilibrium model of group development
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it characterizes groups as exhibiting long periods of inertia interspersed with brief revolutionary changes
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development of group in stage of
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transition following the halfway mark in the timeline
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the first phase of group development for temporary groups invilved
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the determination of the group's direction
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The determination of the behavioral patterns and assumptions through which the group approaches the project is a function of the ____phase in the punctuated-equilibrium model.
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first meeting
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the MAJOR determinate of group development and functioning as depicted by the punctuated-equilibrium model
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deadlines and time constraints
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role perception is
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our view of how we are supposed to act in a given situation
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role___is defined as the way others believe you should act in a given context
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expectation
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when___, the result is role conflict
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compliance with one role requirement may make it difficult to comply with another
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acceptable standard of behavior within a group that are shared by the group's members
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norms
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example of performance norms
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the manner in which a job must be done
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the___Norms dictate behavior such as with whom group members eat lunch and friendships on and off the job
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social arrangement
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which of the following classes of norms encompasses arrangements like this?
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resource allocation norms
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____refers to the adjustment of one's behavior to align with the norms of the group
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conformity
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the important groups to which an individual belongs or hopes to belong are____
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reference
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voluntary actions that violate significant organizational norms, and, in doing so, threaten the well-being of the organization or its members
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deviant workplace behavior
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status refers to
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socially defined position or rank given to groups or group members by others
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which factor doesn't determine status
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ability to confirm to a group norm
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effect of status on conformity pressure?
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people in high-status jobs have especially negative reactions to social pressure exerted by people in low-status jobs
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effect of size of the group has on the performance of the group
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as compared to smaller groups, large groups are better in problem solving
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tendency of individuals to spend less effort when working collectively
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social loafing
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contributor factor to social loafing
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dispersion of responsibility
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effective means of countering social loafing
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ensuring that individual contributions to the group's outcome are identified
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true regarding social loafing
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social loafing witnessed less in collectivist cultures where people take pride in group performance
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group cohesiveness and performance norms on group productivity
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when both cohesiveness and performance norms are high, productivity will be high
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____is defined as the extent to which members of a group are similar to, or different from, one another
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diversity
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individual decision making
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increased diversity of views
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when____is of importance in decision making, group decisions are preferred to individual decisions
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acceptance of solution
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group decision making has a disadvantage in the area of___. when compared to individual decision making
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speed
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____ is defined as a phenomenon in which the norm of consensus overrides the realistic appraisal of alternative courses of action
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groupthink
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Job rotation (powerpoint)
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periodic shifting of a worker from one task to another.
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Job enlargement
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horizontal expansion of jobs
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job enrichment
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vertical expansion of jobs
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Skill variety
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requirements for different tasks in the job
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task identity
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completion of a whole piece of work
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autonomy
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level of discretion in decision making
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feedback
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amount of direct and clear information on performance
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Reasons for and against telecommuting
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advantages: larger labor pool higher productivity less turnover improved morale reduced office-space cost Disadvantage: EMPLOYER less direct supervision of employees difficult to coordinate teamwork difficult to evaluate non-quantitative performance EMPLOYEE: may not be as noticed for his or her efforts
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Motivational theory
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theory Y: employees want to be involved managerial viewpoint Two factory theory: intrinsic motivation growth responsibility involvement ERG theory: stimulate nACH growth recognition self-esteem
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Intrinsic rewards: stimulate intrinsic motivation
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personal attention given to employee approval and appreciation for a job well done growing in popularity and usage BENEFITS of programs: fulfill employees' desire for recognition inexpensive to implement encourage repetition of desired behaviors DRAWBACKS of programs: susceptible to manipulation by management
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To motivate employees
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recognize individual differences use goals and feedback allow employees to participate in decisions that affect them link rewards to performance check the reward system for equity
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What benefits to offer-FLEXIBLE BENEFITS
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Modular plans: predesigned benefits packages for specific groups of employees core-plus plans: a core of essential benefits and a mean-like selection of other benefit options Flexible spending plans: allow employees to use their tax-free benefit dollars to purchase benefits and pay service premiums.
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FORMAL GROUP:
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defined by the organization's structure with designated work assignments establishing tasks.
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INFORMAL
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alliances that are neither formally structured nor organizationally determined. -appear naturally in response to the need for social contact -deeply affect behavior and performance
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SUBCLASSIFICATION command group (formal)
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a group composed of the individuals who report directly to a given manager.
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TASK group: formal
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those working together to complete a job or task in an organization but not limited by hierarchical boundaries.
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Informal: interest group
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members work together to attain a specific objective with which each is concerned.
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FRIENDSHIP group (informal)
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those brought together because they SHARE one or more common characteristics.
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Role identity
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certain attitudes and behaviors consistent with a role.
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Role perception
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an individual's view of how he or she is supposed to act in a given situation-received by EXTERNAL stimuli
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Role expectations
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how others believe a person should act in a given situation
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Psychological contract
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an unwritten agreement that sets out mutual expectations of management and employees.
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Role conflict
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a situation in which an inficidual is confronted by divergent role expectations
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NORMS: performance norms
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levels of acceptable work
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Appearance norms
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what to wear
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Social arrangement norms
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friendships and the like
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Allocation of resources norms
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distribution and assignments of jobs and material
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Research conclusions: CONFORMITY
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gaining acceptance by adjusting one's behavior to align with the norms and the group
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References groups
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important groups to which individuals belong or hope to belong and those norms individuals are likely to conform,
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Status characteristics theory
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status derived from one of three sources: 1. power a person has over others 2. ability to contribute to group goals 3. personal characterisitcs
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STATUS EFECTS on norms and conformity
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high status members are less restrained by norms and pressure to conform. -some level of deviance is allowed to high-status members so long as it doesn't affect group goal achievement
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ONGROUP interaction
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high status members are more assertive -large status differences limit diversity of ideas and creativity
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ON EQUITY
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if status is perceived to be inequitable, it will result in various forms of corrective behavior.
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SOCIAL LOAFING
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tendency for individuals to expend less effort when working collectively than when working individually -caused by either equity concerns or a diffusion of responsibility (FREE RIDERS)
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Managerial implications
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build in individual accountability -prevent social loafing by: seeing group goals, increase intergroup competition use pear evaluation distribute group rewards based on individual effort
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SYMPTOMS OF GROUPTHINK
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illusions of invulnerability belief in-group morality * rationalization stereotyped views of others self-censorship direct peer pressure mind guards** illusion of unanimity
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MINIMIZE group thing:
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1. every group member critical evaluator 2. avoid automatic decisions 3. different groups explore same problems 4. rely on subgroup debates and outside experts 5. assign role of "devil's advocate" 6. rethink a consensus
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NGI Nominal group technique
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works by restricting discussion during the decision making process.
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EFFECTIVE team process commitment to a common process:
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creates a common purpose that provides direction -have REFLEXIVITY willing to adjust plan if necessary
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Process: establishment of specific team goals
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must be specific, measurable, realistic, and challenging
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Process: team efficiency
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team believes in its ability to succeed
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Process: mental models
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have an accurate and common mental map of how the work gets done
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Process: managed level of conflict
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task conflict are helpful, interpersonal conflicts are not
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Process: minimized social loafing
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team holds itself accountable both individually and as a team.
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Importance of communication
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-affects virtually every area of work -much of managers' time is spent communicating
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Lateral communication
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takes place among members of the same work group, among members of work groups at same level, among members at same level, or among and HORIZONTAL equivalent personnel.
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example of task conflict
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linda and dorthy had a disagreement over which of their employees should be assigned to work on a high-priority project
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must be avoided if one wants to create and maintain an effective team?
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relationship conflicts
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when individuals engage in____, they coast on the group's effort because their particular contributions cannot be identified
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social loafing
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when teams are performing non routine activities, ______ stimulate disagreements about task content stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions.
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task conflicts
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the existence of dissimilar mental models is likely to lead to
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disagreements over the methods to be applied for task completion
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increase team efficacy
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helping the team achieve small successes
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___are defined as organized cognitive representations of the key elements within a team's environment that team members share
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mental models
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effective teams translate their common purpose into-___goals
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specific
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the belief that effective teams have in their ability to succeed is ___
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team efficacy
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a team that has a good plan, but is also willing to adjust their master plan and adapt when conditions call for it demonstrates high___, an important variable in successful team processes.
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reflexivity
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true regards team processes
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effective teams invest time and effort to discuss and agree on a purpose that belongs to them both collectively and individually.
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___illustrates a process loss from using teams
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social loafing
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diversity is an asset for teams where tasks____
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require a variety of viewpoints
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true regarding size of teams
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when teams have excess members, cohesiveness declines.
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desirable for making effective teams?
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the preference of individual members to work as a part of groups must be considered when forming teams.
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impact of diversity on team effectiveness?
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cultural diversity serves as an asset for tests that call for a variety of viewpoints once the team has worked out its differences.
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effects of diversity in the workforce?
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generally, newly formed culturally diverse teams underperform as compared to newly formed culturally homogeneous teams.
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describes the degree to which members of a work unit share a common demographic attribute, age, sex, race, education level, or length of service
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organizational demography
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organizational demography, if team members have dissimilar experiences, it will lead to ____
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higher employee turnover
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team composition
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in successful teams, members should be selected to ensure all the various roles are filled.
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the controller role in a team is___
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examining details and enforcing rules
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the advisor role in a team is___
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encouraging the search for more information
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reinforce team effort and commitment
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gainsharing
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personality dimensions contribute to high team effectiveness?
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conscientiousness and openness to experience
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people scoring high on___ are valuable in teams because they're good at backing up fellow team members and at sensing when their support is truly needed.
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conscientiousness
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leadership of most importance to coordinate the efforts of various teams in order to produce a desired outcome
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multiteam system
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personality of team members
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context, composition, and process
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process variable that influences effectiveness of a team
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team efficiency
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key components of effective teams are grouped?
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context, composition, and process factors
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not one of key components of effective teams
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company reputation
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key components of an effective team, included under the category of contextual factors?
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climate of trust
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virtual teams are characterized by____in comparison to teams which interact face-to-face.
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low social rapport and direct interaction
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project is delegated to a virtual team
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engaging in close monitoring of the work being done by the team throughout the project
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cross-functional team?
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are used for developing new ideas and coordinating complex projects
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type of teams allows for collaboration between team members who are physically dispersed?
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virtual teams
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made up of employees from about the same hierarchical level but different work areas
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cross-functional
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self-managed work teams
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in the case of self-managed work teams, supervisory positions take on decreased importance
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____teams are defined as a group of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors
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self-managed work
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problem solving teams can____
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provide recommendations after a discussion amongst department members
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a work team is characterized by_____
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the availability of complementary skills among members
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work groups and work teams***
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work teams generate potential for an organization to generate greater outputs with no increase in inputs, while work groups cannot perform this function
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extensive use of work teams benefits organizations by____
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generating a potential for creating greater outputs without increasing inputs.
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current popularity of teams can be attributed to the fact that___
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they represent a better way to use employee talents
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best defines a work group**
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a work group interact primarily to share info, rather than engage in work that requires joint effort.
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work groups are characterized by____**
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the goal of sharing info among members
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goal of a work group is___**
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sharing relevant info
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Work teams
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generate positive synergy thro coordinated effort.
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advantage of group decision making compared to individual?
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increase diversity views
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when___is of importance in decision making, group decisions are preferred to individual decisions
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acceptance of solution
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group decision making has a disadvantage in the area of____, when compared to individual
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speed
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taken by a manager so as to minimize groupthink
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seeking input from employees before the group leader presents his opinons
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discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions they hold.
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groupshift
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groupshift
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group members tend to exaggerate the initial positions they hold when discussing a given set of alternatives and arriving at a solution
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useful in creating team players
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negotiation training
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use of individual work
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task complexity and requirement of different perspectives must be used as criteria when assigning work to teams over individuals vice versa.
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work should be performed by an individual if___
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the work is simple and does not require diverse input
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work of your group would be better done in teams if the members of the teams are
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interdependent
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more and more organizations are resorting to teams as they represent a better way to use employee talents
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true
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teams and traditional departments have the same level of flexibility and responsiveness to external changes
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false
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goal of a work group is to share info ***
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true
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problem-solving teams discuss a problem, generate potential solutions, and implement them successfuly
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false
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groupthink is most commonly seen in the group discussion-making approach using____
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interacting groups
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in self-managed teams, supervisory positions may be eliminated
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true
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cross-functional teams consist of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task,
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true
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low levels of virtuality in teams result in higher levels of info sharing
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true
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a climate of trust among team members is contextual factor relating to team effectiveness
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true
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true regarding brainstorming
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brainstorming can overcome the pressures of conformity
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lower-ability teams are more adaptable to changing situations than higher ability teams
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false
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conscientiousness and openness to experience are two personality dimensions of the BIG FIVE personality model that predict better performance in teams ***
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true
question
research has shown that the larger the team, the more effective its performance
answer
false
question
a group decision-making method in individual members meet face-to-face to pool their judgments in a systematic but independent fashion is the___technique.
answer
nominal groups
question
when teams have excess members, cohesiveness and mutual accountability decline
answer
true
question
social loafing illustrates a process gain from using teams
answer
false
question
specificity refers to the degree to which a team reflects on and adjust their master plan
answer
false
question
for creating good team players, an organization's reward system must be reworked to encourage competitive efforts rather than cooperative ones.
answer
false
question
work that creates a common purpose or set of goals must be assigned to individuals, not groups
answer
false
question
using teams makes sense when the assignment is individual tasks
answer
false
question
social identity theory proposes that people use groups to understand who they are and how they fit into the world
answer
true
question
a batch of trainees has been assigned new project
answer
true
question
during the forming stage of group development, close relationships develop and the group demonstrated cohesiveness
answer
false
question
the development of temporary work groups is best understood in terms of the five-stage group development model
answer
false FSNPA
question
role perception indicated our view of how we are supposed to act in a given situation
answer
true
question
role expectations at work are often conveyed thro psychological contract
answer
true
question
a company's dress code policy comes under the performance norms
answer
false
question
important groups to which individuals belong or hope to belong to are called nominal group
answer
false
question
an individual's personal characteristics like good looks or friendly personality represents of of the dimensions of status characteristics theory
answer
true
question
high-status members of groups are often less freedom to deviate from norms than are other group members
answer
false
question
if a group is highly cohesive than it will be highly productive even with low performance norms
answer
false
question
surface-level diversity refers to attitudes, values, and opinions which are different in diverse groups
answer
false
question
group decisions are generally less accurate than the judgments of the most accurate individual in the group
answer
true
question
individual decisions are more time consuming than group
answer
false
question
group think is a phenomenon that relates to the consensus norms
answer
true
question
research consistently shows that a group in a brainstorming session generates more ideas than an individuals working alone
answer
false
question
the chief advantage of the nominal group technique is that it permits a group to meet formaly but does not restrict independent thinking, as does the interacting group
answer
true
question
electronic meetings minimize social pressures and conflict
answer
true
question
____is defined as the processes that account for an individuals intensity, direction and persistence of effort toward attaining a goal.
answer
motivation
question
the____dimention of motivation measures how long a person can maintain effort
answer
persistence
question
the___element of motivation describes how hard a person tries
answer
intensity
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