無年度 - ROBBINS英選14#95220

1. Groups that are determined by the organization chart and composed of individuals who report directly to a given manager are called ________. (A) self-managed teams (B) cross-functional teams (C) task groups (D) command groups

2. Which of the following stages in group development involves defining the group's structure and leadership? (A) storming (B) performing (C) norming (D) forming

3. During the ________ stage of the group development process, a relatively clear hierarchy of leadership and agreement on the group's direction emerge. (A) norming (B) storming (C) performing (D) forming

4. The ________ stage of group development is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. (A) forming (B) performing (C) norming (D) storming

5. Which of the following is considered to be the last stage of group development for permanent work groups? (A) performing (B) storming (C) adjourning (D) norming

6. Behavior patterns expected of someone occupying a given position in a social unit is called a ________. (A) persona (B) status (C) role (D) profile

7. Which of the following is a negative aspect of group norms? (A) Being part of a group has the ability to increase an individual's antisocial actions. (B) The most widespread norms are those related to dress codes. (C) Norms do not influence employees' performance. (D) Groups become dysfunctional when they maintain strict norms.

8. Which of the following refers to a prestige grading, position, or rank within a group? (A) membership (B) role (C) status (D) ownership

9. Which of the following is an accurate statement regarding status systems? (A) Status systems are independent of aspects such as prestige and grading. (B) Status can only be formally conferred on individuals. (C) Status is a weak employee motivator even though it has behavioral consequences. (D) Anything can have status value if others in the group evaluate it that way.

10. In comparison to large groups, small groups ________. (A) have longer norming processes (B) have shorter group tenure (C) are faster at completing tasks (D) are better at obtaining diverse input

11. Individuals have the tendency to expend less effort when working collectively than when working individually. Which of the following concepts relates most closely to this behavior? (A) role conflict (B) groupthink (C) role ambiguity (D) social loafing

12. Which of the following statements is true about group decision making? (A) It prevents any one minority from dominating or influencing the final decision. (B) It is most suitable for matters that need to be critically evaluated. (C) It generates more complete information and knowledge. (D) It takes lesser time to reach a solution than it would an individual.

13. Which of the following is true about the effectiveness of individual decision making over group decision making? (A) Individual decisions are better when dealing with complex issues. (B) Individuals tend to be more creative than groups. (C) Individual decisions are made faster than group decisions (D) Individual decisions tend to be more accurate.

14. The ________ of conflict management argues that some conflict is absolutely necessary for effective organizational performance. (A) traditional view (B) interactionist view (C) conservative view (D) human relations view

15. ________ conflict relates to the content and goals of the work. (A) Task (B) Network (C) Process (D) Relationship

16. Which of the following types of conflict is most likely to be dysfunctional? (A) relationship conflict (B) process conflict (C) task conflict (D) procedural conflict

17. In which of the following conflict resolution techniques are conflicts resolved by seeking an advantageous solution for all the parties involved? (A) forcing (B) compromising (C) collaborating (D) accommodating

18. Research evidence suggests that teams typically outperform individuals when ________. (A) tasks require multiple skills, judgment, and experience (B) one or more members are allowed to dominate the other team members (C) tasks are simple and do not involve critical thinking (D) projects are short-term and need quick solutions

19. A work group ________. (A) has no need or opportunity to engage in collective work that requires joint effort (B) encourages open-ended discussions and active problem-solving meetings (C) works intensely on a specific goal using their positive synergy (D) measures performance directly by assessing collective work outputs

20. A work team ________. (A) measures performance based on its influence on others (B) focuses on efficiency rather than collaboration (C) has shared leadership roles (D) cannot be quickly refocused or disbanded

21. An organization brings together members from various departments such as marketing, accounting, human resources, and finance to form a team. This is an example of a ________ team. (A) functional (B) temporary (C) specific (D) cross-functional

22. An incentive system which appropriately recognizes team activities is an example of which of the following characteristics of effective teams? (A) unified commitment (B) internal support (C) negotiating skills (D) job design

23. Which of the following is a drawback of global teams? (A) They are characterized by greater potential for stereotyping. (B) They do not foster the appreciation of multiple perspectives. (C) They are highly susceptible to groupthink. (D) They generate only a small pool of ideas when faced with problems.

24. Which of the following countries is most likely to assign status based on accomplishments rather than on titles and family history? (A) China (B) Brazil (C) India (D) Australia

25. A social network structure refers to ________. (A) the informal connections among individuals within groups (B) the extent of diversity in a formal group (C) the varying skills and knowledge that the members of a group posses (D) the formal norms and rules of a group that members must abide by

A New Group (Scenario)
David had been away from his old company, Control Tech, for a while. He remembered that when he worked there 10 years ago, the company was very traditional and conservative. The lines of authority and responsibility were established and clear. It now felt ironic that he was managing the consulting team that was going to help the organization become more group-oriented. In addition to the traditional hierarchy, with a manager and subordinates, he saw a need to introduce teams comprised of individuals from various work areas to help solve operational problems. He also felt that, for certain projects, there could be groups that function essentially independently, even taking on traditional management responsibilities such as hiring, planning, and scheduling. Plus, he also saw real potential for special, temporary projects to be handled by groups that would disband once the task was completed.

26. The temporary groups David talked about, created to achieve a special task and then disband, are known as ________. (A) command groups (B) self-managed teams (C) task groups (D) cross-functional teams

27. Group A has been meeting for one month and is seen as having some difficulty in appointing its leader. At least three individuals are qualified to keep the group's focus on its objectives, but the group is yet to decide which person will lead. Group A is at the ________ stage. (A) norming (B) storming (C) forming (D) performing

28. Group C has been meeting for 2 months and seems to be progressing extremely well. You observe that the group meets every morning and spends the first 5 minutes chatting. They then move to the meeting area and review the decisions of the last meeting followed by a discussion on the status of their current tasks. Group C is currently at the ________ stage. (A) norming (B) storming (C) performing (D) adjourning

29. When Dan's department head explained what was expected of him as a new professor, he was referring to Dan's ________ at the university. (A) status (B) reputation (C) role (D) obligations

30. Midway through his first semester, one of the teams in Dan's class came to him with a problem. Of the four team members, all of them were doing their jobs except Stacey. The group had agreed to have Stacey as a member since they all knew she had a high GPA and worked hard on all of her individual assignments. However, as a team member the group agreed that they were not getting Stacey's best efforts. Which of the following is a possible explanation for Stacey's behavior? (A) role conflict (B) social loafing (C) groupthink (D) status differentiation

Conflicting Opinions (Scenario)
The two vice presidents of a company, Merle and Celine, were in a heated debate. Celine feels that the traditional form of marketing their company is using isn't working anymore and that loyal customers would stay regardless. She feels the company should alter its marketing strategy. Merle disagrees vehemently. He feels the company may lose its loyal customers if it adopts aggressive marketing tactics.
The battle between vice presidents is causing a stir in the organization. Some felt conflicts like this hurt the company and weaken the trust of employees and stockholders. Others felt that this conflict over marketing strategies was bound to occur eventually and may even help the company. They think it helps the company make better decisions. Some even encouraged the conflict as it could lead to better functioning of the company. 31. Those in the company who view the conflict over the marketing strategy as natural and inevitable have a(n) ________ view of conflict. (A) human relations (B) strategic (C) interactionist (D) conservative

32. Team 2, which is working on the adhesive problem, can be called a ________ team. (A) self-managed (B) divisional (C) virtual (D) functional

33. Which of the following is the best way of describing Team 3? (A) self-managed (B) cross-functional (C) virtual (D) problem-solving

無年度 - ROBBINS英選14#95220

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