CramX Logo
RegisterLog in
Making the Team: A Guide for Managers, 6th Edition Test Bank - Document preview page 1

Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 1

Document preview content for Making the Team: A Guide for Managers, 6th Edition Test Bank

Making the Team: A Guide for Managers, 6th Edition Test Bank

Making the Team: A Guide for Managers, 6th Edition Test Bank boosts your confidence by simulating real exam scenarios.

Christopher Lee
Contributor
4.1
39
over 1 year ago
Preview (31 of 149 Pages)
100%
Log in to unlock
Page 1 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 1 preview image1Making the Team, 6e(Thompson)Chapter 1Making the Team: A Guide for Managers1Multiple Choice Questions1) When it comes to teamwork, interdependence means:A) the team has an identifiable membership.B) only one individual in the group will assume responsibility for the project outcome.C) the success of individual efforts is the only important goal for members.D) team members cannot achieve their goals single-handedly.Answer: DPage Ref: 4Diff: EasySkill: ConceptAACSB: Written and oral communication2) When it comes to membership, boundedness refers to the ________; stability refers to________.A) limitations imposed by other members; nonmember view of financial stability of teamdecisionsB) amount of expertise of members; how concrete and available resources are to membersC) team membership identifiability; the tenure of membershipD) promises made by new members; the emotional fortitude of membersAnswer: CPage Ref: 4Diff: EasySkill: ConceptAACSB: Written and oral communication3) With regard to the defining characteristics of a team, all of the following are true EXCEPT:A) teams exist to achieve a shared goal.B) team members are interdependent regarding the achievement of a goal.C) team members do not have the authority to manage their own work and internal processes.D) teams are bounded and stable over a period of time.Answer: CPage Ref: 4 & Ex. 1-1Diff: EasySkill: ConceptAACSB: Written and oral communication
Page 2 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 2 preview image
Page 3 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 3 preview image24) When we ask, "Why should organizations bother to build and maintain effective teams," all ofthe following challenges facing organizations might be addressed through teams EXCEPT:A) improving multi-generational collaboration and teaming.B) dealing with competition in one's industry.C) globalization.D) economic understanding.Answer: DPage Ref: 6-7Diff: ModerateSkill: ConceptAACSB: Written and oral communication5) In manager-led teams, the team members:A) execute a task.B) monitor and manage the performance of the team.C) design the team as a performing unit.D) design the organizational context.Answer: APage Ref: 12-13Diff: EasySkill: ConceptAACSB: Written and oral communication6) With regard to the characteristics of a manager-led team, all of the following are trueEXCEPT:A) has a dedicated, full-time, higher-ranking supervisor.B) provides the organization with the most amount of control over the team and the work theyperform.C) the members provide peer-feedback for one another.D) is a very efficient type of team because of the centrality of goals and control.Answer: CPage Ref: 12-13Diff: ModerateSkill: ConceptAACSB: Written and oral communication7) A team where a manager or a leader determines the overall purpose or goal of the team, butteam members are at liberty to manage the means by which they meet that goal is called a:A) manager-lead team.B) self-managing team.C) self-directing team.D) self-governing team.Answer: BPage Ref: 13Diff: EasySkill: ConceptAACSB: Written and oral communication
Page 4 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 4 preview image38) Self-directing teams are best suited for:A) people who cannot take direction.B) teams whose leaders are incompetent.C) complex, ill-defined, and ambiguous problems.D) simple, well-defined, and clear problems.Answer: CPage Ref: 15Diff: EasySkill: ConceptAACSB: Written and oral communication9) Which type of team offers the most potential for innovation, can enhance goal commitment,and provides opportunities for organizational learning and change?A) Self-governing teamsB) Manager-led teamsC) Self-directing or self-designing teamsD) Self- managing or self-regulating teamsAnswer: CPage Ref: 15Diff: ModerateSkill: ConceptAACSB: Written and oral communication10) With regard to the disadvantages of self-directing teams, all of the following are trueEXCEPT:A) it is difficult to monitor the team's progress.B) the team can suffer from conforming too much to team leaders.C) teams of this type can be very costly to build.D) the team can suffer from marginalization and struggle with team legitimacy.Answer: BPage Ref: 15Diff: EasySkill: ConceptAACSB: Written and oral communication11) All of the following are risks with self-governing teams EXCEPT:A) misdirection.B) team goals and interests may be at odds with organizational interests.C) poor decision-making due to lack of awareness to company goals and interests.D) poor potential in terms of team commitment and participation.Answer: DPage Ref: 16Diff: ModerateSkill: ConceptAACSB: Written and oral communication
Page 5 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 5 preview image412) The misattribution error is the tendency for managers to attribute the causes of team failureto forces beyond their personal control. According to that definition, which of the following is amisattribution error? Blaming an unsuccessful outcome on:A) lack of preparation.B) lack of knowledge.C) the competitive environment/marketplace.D) low motivation.Answer: CPage Ref: 17Diff: EasySkill: ConceptAACSB: Ethical understanding and reasoning13) In general, leaders who control all the details, manage all the key relationships in the team,have all the good ideas, and use the team to execute their plan are usually ________ and________.A) overworked; underproductiveB) successful; well rewardedC) well regarded; quickly promotedD) productive; well connectedAnswer: APage Ref: 18Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork14) Which of the following is a way in which managers recognize their team-buildingresponsibilities?A) Equate managing their team with managing individual people on the team.B) Rely on group-based forums for problem solving and diagnosis.C) Gain all of their feedback from one-on-one meetings with team members.D) Base their decisions on the limited information and resources.Answer: BPage Ref: 17Diff: ModerateSkill: ConceptAACSB: Application of knowledge
Page 6 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 6 preview image515) Which of the following is a positive way that teams deal with situational surprises orunexpected changes within their task assignments?A) A team strikes out on their own and bucks the authoritative measures causing the change.B) Shifts responsibility for various task roles and reassembling work routines to differentmembers of the team.C) Insists upon the use of more resources to solve the problem from the same approach.D) Keeps overreaction to a minimum by keeping work assignments the same and sticking withthe pre-established work routine.Answer: BPage Ref: 18Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork16) The most common type of team is a(n):A) cross-functional team.B) operations team.C) middle-management team.D) service team.Answer: CPage Ref: 20Diff: EasySkill: ConceptAACSB: Written and oral communication17) According to research, what is the best advice regarding team size?A) Teams should generally increase in size up to a maximum of 14 people.B) Teams should generally have fewer than 10 members - with an optimal size of 5-6 people.C) Teams should generally decrease in size down to a maximum of 3 people.D) Teams should not be limited in size.Answer: BPage Ref: 20Diff: ModerateSkill: ConceptAACSB: Application of knowledge18) One of the most frustrating aspects of teamwork is:A) sustaining high motivation.B) a high level of turnover.C) not being able to select one's preferred team members.D) ineffective leadership.Answer: APage Ref: 20-21Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork
Page 7 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 7 preview image619) Managers often think they can know and predict everything regarding a problem, even whena situation has a completely unpredictable outcome. This, after the fact, "I knew it all along"belief fallacy is known as:A) the hindsight bias.B) an inert knowledge problem.C) interdependence.D) the social system context.Answer: APage Ref: 23Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork20) Many people make the mistake of looking for the causes of a problem after they find theeffects of it. There may be many common factors that have nothing obviously related to thesituation, or factors difficult to detect that can interfere with a successful problem solution. Thissituation is best known as a(n):A) preexisting baseline.B) hindsight bias.C) evidence-based management.D) sampling on the dependent variable.Answer: DPage Ref: 22-23Diff: EasySkill: ConceptAACSB: Analytical thinking21) A leader who coaches, directs, and instructs their team, but has team members who help theleader learn from their perspective, is a team who engages in:A) single-loop learning.B) double-loop learning.C) team longevity.D) expert learning.Answer: BPage Ref: 24Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork
Page 8 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 8 preview image722) The key to a manager unlocking the pervasive, inert knowledge in their team lies in:A) the manager's social network.B) how the manager uses examples to illustrate and convey concepts to their team.C) the manager's talent with lecture-based teaching.D) the team's boundedness and stability.Answer: BPage Ref: 24Diff: ModerateSkill: ConceptAACSB: Written and oral communication23) In contrast to a team, a working group differs from a team because:A) the working group members are interdependent.B) the working team members have collective responsibilities and rewards for their productionoutcome.C) the working team members are not interdependent and are not working toward a shared goal.D) the working team relies on their manager's social network for success.Answer: CPage Ref: 5Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork24) Changes in corporate structure and increases in specialization imply that there will be newboundaries among team members in an organization, such as:A) always working in a face-to-face environment.B) decreased need to work in a virtual team.C) increased use of manager-led teams.D) team members must integrate their knowledge through increased coordination andsynchronization with suppliers, peers, and customers.Answer: DPage Ref: 7Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 9 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 9 preview image825) With the ability to communicate with others anywhere on the planet, people and resourcesthat were once remote can now be reached quickly, easily, and inexpensively. This has facilitatedand encouraged the development of the ________ team.A) virtualB) tacticalC) strategicD) multigenerationalAnswer: APage Ref: 7Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork26) Unless companies and managers take the time to understand the different work and valuesystems of different generations of workers, multigenerational teams will work under frustratingconditions. Values that should be considered when composing a team of different generationalmembers include the importance of family, team versus individual orientation, achievementorientation and:A) the number of contacts the person has in their social network.B) the person's need for feedback, attention, and coaching.C) the person's negotiation skills.D) how well the person understands the corporate culture of the team.Answer: BPage Ref: 7Diff: ModerateSkill: ConceptAACSB: Written and oral communication27) For tactical teams to be successful, there must be ________ and ________.A) the freedom to innovate; the ability to question assumptionsB) the ability to think out of the box; the ability to work remotelyC) ambiguous problems; limited emphasis on formal organizational structuresD) a high degree of task clarity; unambiguous role definitionAnswer: DPage Ref: 8Diff: ModerateSkill: ConceptAACSB: Analytical thinking
Page 10 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 10 preview image928) A ________ is a group of expert specialists each of whom has a specific role position,performs brief tasks that are closely synchronized with others, and can perform those actions indifferent environmental conditions.A) hybrid teamB) crewC) self-governing teamD) cliqueAnswer: BPage Ref: 9Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork29) Of the following teams, which one is a predominantly problem-solving team?A) Research team at the Centers for Disease controlB) Surgical team at the Mayo ClinicC) Drive train assembly team at HondaD) IDEO product design teamAnswer: CPage Ref: 9Diff: ModerateSkill: ConceptAACSB: Application of knowledge30) After a study was done of teams at Xerox, several defining features of superbly performingteams emerged which included: clear direction, a team task, material resources, rewards, goals,strategic norms and:A) the authority to manage their work.B) cultural homogeneity.C) a centralized decision-making structure.D) large team size.Answer: APage Ref: 13Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 11 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 11 preview image1031) Managers frequently fault the wrong causes for team failure. Often, what is the real keycausal factor in underperforming teams?A) External, uncontrollable forces, such as market competitionB) The difficult personalities on the teamC) The manager's talent acquiring team resourcesD) Faulty team designAnswer: DPage Ref: 17Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork32) Which of the following techniques is one of the most effective ways for teams to learn andimprove?A) RepetitionB) FailureC) SuccessD) Incentives and competitionAnswer: BPage Ref: 17Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork33) To be successful in the long run, teams need ongoing resources and support, information,education, and:A) regular team building retreats.B) competition amongst team members and an unaligned incentive structure.C) an authoritarian manager.D) goals and good communication skills.Answer: DPage Ref: 18Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 12 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 12 preview image1134) Effective managers make mistakes, but they don't make the same mistakes over and overagain. When a manager commits to continually learning and benefitting from their mistakes andexperiences, this model is called:A) human scaling.B) evidence-based management.C) expert learning.D) the hindsight bias.Answer: CPage Ref: 24Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork35) A cardiac surgery team is an example of a ________ team; the Sandia Nuclear Weaponslaboratory team is an example of a ________ team.A) problem-solving; creativeB) tactical; creativeC) problem-solving; tacticalD) tactical; problem-solvingAnswer: DPage Ref: 8-9Diff: ModerateSkill: ConceptAACSB: Analytical thinking36) The dominant feature of tactical teams is ________; the dominant feature of problem-solvingteams is ________; the dominant feature of creative teams is ________.A) expertise; training; communicationB) training; expertise; communicationC) trust; clarity; autonomyD) clarity; trust; autonomyAnswer: DPage Ref: 79-81Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 13 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 13 preview image1237) With regard to the question of team size (i.e., how big the team should be), all of thefollowing are true EXCEPT:A) most of the time, teams should be fewer than 10 members.B) managers tend to make teams too large.C) it is wise to compose teams using the smallest number of people who can do the task.D) larger teams are more cohesive, and want to stay together.Answer: DPage Ref: 85-86Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork38) Of the following types of skills, which one is least important to consider when selectingmembers for a team?A) Technical skillsB) Intuitive skillsC) Task-management skillsD) Interpersonal skillsAnswer: BPage Ref: 88Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork2True/False Questions1) The term "interdependence" as it relates to a team refers to the tenure of the members.Answer: FALSEPage Ref: 4Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork2) In 2015, more than one-in-three American workers were Millennials, now the largest segmentof the U.S. workforce.Answer: TRUEPage Ref: 7Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork
Page 14 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 14 preview image133) The most common type of team is an operations team, followed by cross-functional, serviceand lastly, middle management teams.Answer: FALSEPage Ref: 20Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork4) When a leader believes that she has nothing to learn from a subordinate but the subordinatecould learn a lot from her, this is an example of single-loop learning.Answer: TRUEPage Ref: 24Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork5) One of the biggest threats to creative teams is the uneven participation of members.Answer: TRUEPage Ref: 8Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork3Essay Questions1) What are the benefits and disadvantages of self-managing teams?Page Ref: 13Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork2) There are a lot of myths and unfounded assumptions about the function of teams. Rather thanbelieve the falsehoods, what are some of the truths about when it's best to use teams, and howthey perform, change, and grow?Page Ref: 16Diff: DifficultSkill: SynthesisAACSB: Interpersonal relations and teamwork3) Good teams can still fail under the wrong circumstances. Describe why team retreats are oftenineffective at fixing conflicts between team members.Page Ref: 19Diff: ChallengingSkill: AnalysisAACSB: Interpersonal relations and teamwork
Page 15 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 15 preview image144) Why is the accurate diagnosis of team problems such a difficult task for many team leadersand do sampling on the dependent variable and hindsight bias hurt or help managers?Page Ref: 22-23Diff: ChallengingSkill: ApplicationAACSB: Interpersonal relations and teamwork5) What is the advantage of double-loop learning over single-loop learning and how can leaderscombat the inert knowledge problem?Page Ref: 24Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 16 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 16 preview image1Making the Team, 6e(Thompson)Chapter 2Designing the Team1Multiple Choice Questions1) When it comes to how a team is designed (i.e., members, communication, goals, norms, etc.)and team leadership, which of the following statements is most TRUE based upon the studiesfrom the Xerox customer-service teams?A) For optimal performance, it is more important to have a well-designed team than a team witha good leader.B) For optimal performance, it is more important to have an excellent leader than a well-designed team.C) Both team design and leadership are equally important.D) Well-designed teams tend to sabotage leaders.Answer: APage Ref: 27Diff: ModerateSkill: ApplicationAACSB: Written and oral communication2) Teams permitted to plan between periods or task completion ________ than those teams thatplan only during periods of task completion. Teams that participate in planning periodicallythroughout their task completion process refer to this type of task planning as ________.A) perform worse; preplanningB) perform better; online planningC) create more ideas; goal-directed planningD) stay motivated longer; preplanningAnswer: BPage Ref: 30Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork3) Clearly defined goals are the essence of great teamwork. Which of the following statements isthe best answer about how goals should be articulated by teams?A) Goals should not be clearly articulated, but rather members should be free to interpret themcreatively.B) Goals should be complex, and contain several objectives.C) Goals should be simple and specify ends, but not means.D) Goals should be simple and specify means, but not ends.Answer: CPage Ref: 28Diff: EasySkill: ConceptAACSB: Written and oral communication
Page 17 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 17 preview image24) A person with a high-performance orientation with respect to goals, such as a professionalspeaker, is more likely to desire:A) to gain favorable judgments of performance, or avoid negative judgments of competence.B) to understand something novel, or to increase mental competence in a task.C) credit for work done independently.D) difficult tasks.Answer: APage Ref: 28Diff: EasySkill: ConceptAACSB: Reflective thinking5) To perform effectively, teams need to adapt their roles when faced with conflict. With respectto team goal orientation, which orientation type is the most adaptable when goals shift andchange?A) High-performance orientationB) High-learning orientationC) High-training orientationD) High-service orientationAnswer: BPage Ref: 28Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork6) Which of the following can be a drawback of "backing up" behavior?A) Team member neglects his or her own task work.B) Task motivation increases.C) Pooled interdependenceD) Task work capacity increases in subsequent tasks.Answer: APage Ref: 38Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 18 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 18 preview image37) There are many types of interdependence in a team. A team of people independently sellingcookies door to door, and then combining their total profits is an example of ________; a team ofpeople on an assembly line making an automobile is an example of ________.A) pooled interdependence; sequential interdependenceB) pooled interdependence; reciprocal interdependenceC) cooperative interdependence; competitive interdependenceD) tactical interdependence; problem-solving interdependenceAnswer: APage Ref: 43Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork8) High levels of task interdependence, which require frequent interactions among groupmembers to obtain resources, can:A) make the team less tolerant of project errors.B) enhance performance productivity.C) decrease team cohesion.D) be slower to generate problem solutions.Answer: BPage Ref: 44Diff: ModerateSkill: ConceptAACSB: Written and oral communication9) Teams whose members share egalitarian values, or a desire to create a shared sense ofmembers, develop ________ interdependent task approaches. In contrast, teams whose membershold meritocratic values, or are motivated to demonstrate their unique abilities to other groupmembers, develop ________ interdependent task approaches.A) high; lowB) low; highC) early; lateD) late; earlyAnswer: APage Ref: 45Diff: EasySkill: ConceptAACSB: Written and oral communication
Page 19 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 19 preview image410) In a diverse team, a "faultline" refers to cases in which:A) a team tends to find fault or blame in the other team members rather than their own behavior.B) group members fall into two highly visible, moderate, non-overlapping subgroups usuallybased on demographic characteristics (such as male vice-presidents and female clerical workers).C) group members make more extreme judgments of demographically dissimilar group membersthan is actually warranted.D) a homogenous group does not allow a diverse member to join the group.Answer: BPage Ref: 38Diff: ModerateSkill: ConceptAACSB: Diverse and multicultural work environments11) Norms are the unwritten rules that specify appropriate and expected behavior in teams.Which of the following statements is the best answer regarding norms in a team?A) It is best to impose norms of behavior on a team, rather than empowering the team to developits own norms over time.B) Norms take time to develop in a team, and emerge slowly as the team matures.C) Many norms develop within the first few minutes of a team's first meeting.D) The most competent and respected individuals dictate the norms for the team.Answer: CPage Ref: 46Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork12) A situational example of a script is:A) a new team member doesn't have enough time to complete all the tasks assigned to him or herthat day.B) two team members work on the pacing and wording of their presentation to a client.C) a new team member demonstrates some of his or her unique work skills to an establishedteam member.D) two team members go to lunch with a client. The team members have rehearsed who willbring up what business-appropriate subjects to the client.Answer: DPage Ref: 46Diff: ModerateSkill: ApplicationAACSB: Application of knowledge
Page 20 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 20 preview image513) When a team norm is violated, what is the most common first response of the affected team?A) Ostracize the individualB) Physical aggressionC) Verbal aggressionD) Persuade the person to change their behaviorAnswer: DPage Ref: 47Diff: ModerateSkill: ConceptAACSB: Written and oral communication14) For team coaching to be effective, several conditions need to be present. Which of thefollowing is one of those conditions?A) The organization constrains and strictly controls the performance processes essential for teamsuccess.B) The team is formed haphazardly and has sparse support within the organization.C) Team expertise, engagement, and method of execution are unconstrained by task ororganizational requirements.D) Coaching interventions are required to be introduced and incorporated from the start of theteam interaction.Answer: CPage Ref: 50Diff: ModerateSkill: ConceptAACSB: Written and oral communication15) Coaching that focuses on ability, knowledge, and skill, such as training on a particularnegotiation strategy, is ________ in nature; coaching that focuses on how to best enhanceemployee involvement, such as outlining goals and target dates, is ________ in nature.A) motivational; cohesiveB) collective; performance-focusedC) preplanned; integrativeD) educational; motivationalAnswer: DPage Ref: 49Diff: ModerateSkill: ConceptAACSB: Written and oral communication
Page 21 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 21 preview image616) A situational example of team coaching is a:A) product team holds a meeting to discuss product messaging and brand before a new product isannounced in the press.B) team discusses a competitor's brand strategy.C) manager personally coordinates the work of their team.D) manager negotiates the acquisition of resources for their team.Answer: APage Ref: 48Diff: ChallengingSkill: Critical thinkingAACSB: Analytical thinking17) Which of the following scenarios is an example of a team member with high-learningorientation?A) A team member notices that one part of their company's mobile site always crashes when itloads on her phone. She digs into the code of the site and discovers a more innovative way tocode the site so that it loads faster on all devices. Other company sites soon adopt her codingsolution.B) A team member notices a mistake in the copy of a major marketing piece that they just sent to1000 of their company's best customers. Even though this person led the team that produced thismarketing material, this person blames their agency of record for not catching the error.C) A football team member often holds press conferences in the weight room where he worksout and invites the press to ask him questions while he pumps iron.D) A team member on a motorcycle assembly line leaves behind a note for a worker on the nextshift showing the number of engines he built that day and openly challenging the next shiftworker to beat his production number.Answer: APage Ref: 28Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork18) Cultural diversity is more positive for team performance when team members' ________ ishigh and ________ is low.A) temporal leadership; taskworkB) learning orientation; performance avoidance orientationC) emotional intelligence; overstaffing biasD) backing-up behavior; value diversityAnswer: BPage Ref: 28Diff: ModerateSkill: ConceptAACSB: Diverse and multicultural work environments
Page 22 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 22 preview image719) Two key types of chronic goals are ________, in which a person attempts to achieve desiredpositive outcomes and ________, in which a person attempts to avoid negative outcomes.A) performance-prove goals; faultline goalsB) tactical goals; crisis goalsC) self-managing goals; structural adaptation goalsD) promotion goals; prevention goalsAnswer: DPage Ref: 29Diff: ModerateSkill: ConceptAACSB: Written and oral communication20) When a team is given a specific amount of time to do a job, how does the team typicallyapproach the work to be done?A) Team members work harder to get done early with their task.B) Focus on getting the task done rather than worrying about the social or emotional issues of thegroupC) Worry less about the quality of their output and instead, focus on getting the task done beforethe deadlineD) Team collectively adjusts their sense of urgency and work focus to "fit" whatever time isavailable for the task.Answer: DPage Ref: 31Diff: ModerateSkill: ApplicationAACSB: Analytical thinking21) ________ problems occur when there is not enough time to do all of the required tasks for ajob, despite the fact that each task is easy. ________ problems occur when the task is difficult,even though there is plenty of time in which to do it. ________ problems lead to a faster rate oftask activity on subsequent trials; ________ problems lead to more extensive processing ofinformation and a slower rate of production in subsequent trials.A) Capacity; Capability; Capacity; capabilityB) Capability; Capacity; Capability; capacityC) Taskwork; Teamwork; Taskwork; teamworkD) Teamwork; Taskwork; Teamwork; taskworkAnswer: APage Ref: 32Diff: ChallengingSkill: ConceptAACSB: Interpersonal relations and teamwork
Page 23 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 23 preview image822) The Attentional Focus model predicts how time pressure affects team performance. Thismodel suggests:A) teams focus on three different approaches when managing conflict and time pressure.B) teams whose members work together for longer periods are more likely to develop a teammemory system and be less affected by time pressure.C) time pressure narrows group members' attention to the most prominent or conspicuous needsof completing of a task and filter out what they judge to be less important information.D) teams focus on the relationships that leaders develop with particular subordinates and whattime pressure leaders place on these subordinates.Answer: CPage Ref: 32Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork23) Leaders consistently struggle with the question of how many people to put on a team. Whichof the following best describes the team scaling fallacy?A) A team's ability to adapt their strategy in the face of change and upheaval.B) As team size increases, people increasingly underestimate the number of labor hours requiredto complete projects.C) Adding more members of a team increases productivity but also increases the expense of theteam relative to the gains on the project.D) Team productivity is always more innovative and productive than the sum of its membersworking as individuals.Answer: BPage Ref: 33Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork24) As group size increases, ________ also increases in a negatively accelerating fashion, suchthat each additional person who agrees with the majority has ________ overall influence.A) conformity; lessB) interpersonal congruence; moreC) conflict; equal amounts ofD) interdependence; moreAnswer: APage Ref: 34Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork
Page 24 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 24 preview image925) There are advantages to smaller, even understaffed teams. All of the following are examplesof the advantages of keeping one's team size small, EXCEPT:A) members of understaffed teams work harder at a task.B) members of understaffed teams assume less responsibility for the overall team's performance.C) members of understaffed teams are more likely to feel involved and cooperate with the team.D) members of understaffed teams engage in a wider variety of tasks.Answer: BPage Ref: 34Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork26) Diversity is any attribute that another person may rely upon to notice differences. There arethree types of diversity in workgroups, one of which is ________ diversity. This category refersto the explicit differences among group members in a social category, such as race, gender, andethnicity.A) valueB) informationalC) social categoryD) visualAnswer: CPage Ref: 38Diff: EasySkill: ConceptAACSB: Diverse and multicultural work environments27) Diversity in learning and performance orientation decreases team performance; but if teamsengage in ________, the negative effects of diversity can be counteracted.A) talk about how they work as a teamB) deciding who is in chargeC) experimentation with failureD) increasing group sizeAnswer: APage Ref: 39Diff: ModerateSkill: ConceptAACSB: Diverse and multicultural work environments
Page 25 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 25 preview image102True/False Questions1) Teams are most effective when they have a high-learning orientation coupled with high teamidentification because this allows them to form more accurate team goal mental models andeffectively plan their processes.Answer: TRUEPage Ref: 29Diff: ModerateSkill: ApplicationAACSB: Interpersonal relations and teamwork2) Regarding the topic of diversity and a minority viewpoint, this minority viewpoint refers toviews held by a demographic minority, not a statistical minority.Answer: FALSEPage Ref: 40Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork3) As the size of the team grows, more people do less talking relative to others. Sometimes, withreally large teams, a few members will say and do nearly nothing compared to others on theirteam.Answer: TRUEPage Ref: 34Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork4) When every member of a team is dependent on other team members at all levels - not just in alinear fashion - the term for this type of task interdependence is called pooled interdependence.Answer: FALSEPage Ref: 43Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork5) Teams with high levels of task specialization have lower levels of interdependence amongteam members.Answer: FALSEPage Ref: 44Diff: EasySkill: ConceptAACSB: Interpersonal relations and teamwork
Page 26 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 26 preview image116) When norms are left strictly to natural processes and interaction patterns among teammembers, the individuals who are most disruptive and least self-conscious can set unfavorablenorms.Answer: TRUEPage Ref: 47Diff: ModerateSkill: ApplicationAACSB: Interpersonal relations and teamwork3Essay Questions1) Rather than considering what factors a leader looks for in assembling a team, what factorstypically motivate an individual person to join a particular team?Page Ref: 33Diff: ModerateSkill: ApplicationAACSB: Interpersonal relations and teamwork2) Leaders constantly struggle with the question of how many people to put on a team. What aresome of the disadvantages to an overgrown team?Page Ref: 34Diff: ChallengingSkill: ApplicationAACSB: Interpersonal relations and teamwork3) Many leaders struggle with the criteria to use in team member selection. What team memberskills are important to think about when forming any team?Page Ref: 35Diff: ModerateSkill: ConceptAACSB: Interpersonal relations and teamwork4) Minority opinions in a team can arise from one of two sources - from a member of one's ownteam or a member of another group - and both can be effective. However, what are some of thereasons why an in-group team member might be unlikely to offer a differing or dissentingviewpoint during a team discussion?Page Ref: 40Diff: ModerateSkill: ApplicationAACSB: Interpersonal relations and teamwork
Page 27 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 27 preview image125) Team coaching is the direct interactions that leaders have with a team to help members makecoordinated and task-appropriate use of their collective resources in accomplishing the team'swork. What three distinct features make up the basic behavior and considerations for coaching ateam?Page Ref: 48Diff: ChallengingSkill: ApplicationAACSB: Interpersonal relations and teamwork
Page 28 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 28 preview image1Making the Team, 6e(Thompson)Chapter 3Leading Teams1Multiple Choice Questions1) The leadership paradox is best stated as the fact that:A) teams usually need leaders, but the very presence of a leader threatens the autonomy of ateam.B) leaders often know what to do, but are reluctant to share that knowledge with their team.C) leaders must pay attention to cognition (rationality) and emotion (intuition) when makingdecisions.D) leaders often change their mind immediately after having made a decision.Answer: APage Ref: 51Diff: EasySkill: ConceptAACSB: Written and oral communication2) The theory that argues that leadership is largely an inborn characteristic of a person, and islargely inflexible and not easily developed, learned, or acquired is best termed:A) incremental theory.B) leadership paradox.C) entity theory.D) leader categorization theory.Answer: CPage Ref: 54Diff: EasySkill: ConceptAACSB: Reflective thinking3) The trait theory of leadership argues that leadership is largely an inborn characteristic of aperson. Which of the following traits is attributed to people who are one of these types oftheoretical leaders?A) Their leadership style encourages team freedom and autonomy.B) Their command is viewed as decentralized.C) They have great humility and nobility.D) They take and are given too little blame for corporate failures.Answer: DPage Ref: 54Diff: ModerateSkill: ConceptAACSB: Written and oral communication
Page 29 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 29 preview image24) The research on personality and leadership has found evidence for all of the followingEXCEPT:A) intelligence, and in particular, GMA (General Mental Ability) is linked to career success.B) narcissistic people are more likely to emerge as leaders in a group, but they are no moreskilled than others.C) there is some indication from cross-sectional data that first-born children may be moreintelligent.D) male leaders engage in more task-oriented behavior; female leaders engage in morerelational-oriented behaviors.Answer: DPage Ref: 54-56Diff: ModerateSkill: ConceptAACSB: Reflective thinking5) There is overwhelming evidence that environmental and situational factors strongly affectleadership. Of the following, which is the best example of one of those situational factors?A) Positive personalityB) Pragmatism about solutionsC) Seating arrangementsD) Diversity of network contactsAnswer: CPage Ref: 57-58Diff: ModerateSkill: ConceptAACSB: Application of knowledge6) In terms of leadership selection, an investigation of team performance showed that teams with________ leaders performed better on all organizational decision-making tasks than did teamswhose leaders were ________.A) quickly selected; slowly selectedB) passive; aggressiveC) randomly selected; systematically selectedD) team-selected; top-management selectedAnswer: CPage Ref: 58Diff: ModerateSkill: ConceptAACSB: Written and oral communication
Page 30 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 30 preview image37) Which of the following behaviors is typical from leaders of a transactional leadership style?A) Develop employees that are adaptive and proactive in response to changeB) Have more satisfied subordinatesC) Reward compliant behavior and punish employees if they fail to complete tasksD) Create teams that are characterized by collective openness to experience, agreeableness,extraversion, and greater conscientiousnessAnswer: CPage Ref: 60Diff: EasySkill: ConceptAACSB: Written and oral communication8) ________ leaders allow members of their team more freedom in their work, permit teammembers to use their own judgment in solving problems, and grant members authority.Conversely, ________ leaders typically act as the spokesperson of their group, push for morework and higher production, and determine what should be done and how it should beaccomplished.A) Person-focused; task-orientedB) Participatory; contingentC) Transactional; transformationalD) Extrinsically motivated; intrinsically motivatedAnswer: APage Ref: 59Diff: ModerateSkill: ConceptAACSB: Written and oral communication9) Transformational leadership is based on a leader's________; transactional leadership is basedon a leader's ________.A) power to reinforce team members for their successful completion of a task; ability to motivatetheir teams to work toward goals that go beyond immediate self-interestB) ability to motivate their teams to work toward goals that go beyond immediate self-interest;power to reinforce team members for their successful completion of a taskC) active engagement with a team through highly visible behaviors; passive engagement with ateam vialaissez-fairebehaviorsD) passive engagement with a team vialaissez-fairebehaviors; active engagement with a teamthrough highly visible behaviorsAnswer: BPage Ref: 60Diff: ModerateSkill: ConceptAACSB: Written and oral communication
Page 31 of 31
Making the Team: A Guide for Managers, 6th Edition Test Bank - Page 31 preview image410) Transformational leaders rely on three behaviors to produce change: intellectual stimulation,charisma, and:A) a commanding presence.B) individualized consideration.C) discipline.D) pragmatism.Answer: BPage Ref: 61Diff: ModerateSkill: ConceptAACSB: Written and oral communication11) What is the main point of difference between autocratic and democratic leadership styles?A) The mental image of an ideal leader as an implicit benchmark determining a person'sreceptivity toward an actual leaderB) Possession of authorityC) Emotional connection with teamD) Task-orientation of teamAnswer: BPage Ref: 62Diff: ModerateSkill: ConceptAACSB: Written and oral communication12) The mood contagion model argues that:A) leaders transmit their own moods to team members, and this affects their behavior.B) a leader who is experiencing negative affects (emotions) also displays negative behaviors.C) leaders need to balance negative mood states with positive mood states.D) leaders and team members are unaware of their own moods, but infer them based upon thebehaviors of others.Answer: APage Ref: 65Diff: EasySkill: ConceptAACSB: Written and oral communication
Preview Mode

This document has 149 pages. Sign in to access the full document!

Study Now!

X-Copilot AI
Unlimited Access
Secure Payment
Instant Access
24/7 Support
Document Chat

Document Details

Subject
Business Management
Textbook
Making The Team: A Guide For Manage...

Related Documents

View all
Solved Assignments

CIS 337 Unit 7 Assignment Final Project Part IV Pr

Class Notes

Analysis of Leadership in Monster Inc

Class Presentation

Evaluation of Alphabet's Mission, Vision, and 8-29

Class Notes

Boundless Management

Solved Assignments

Uncovering the Martha Stewart Tax Scandal Insider

Class Notes

Boundless Business

Solved Assignments

JetBlue Airlines Case Analysis

Class Notes

Effective Speaker Notes Template for BUS 210 Prese

Class Notes

Leading as a Function of Management

Class Notes

McDonald's Q4 Earnings U