Deck 13: Group Dynamics and Teamwork

Question 1

A group is defined as two or more freely interacting individuals who share a common identity or purpose.

Answer 1

True

Question 2

Roles have a broader influence than do norms, which focus on behavior in a specific position.

Answer 2

False

Question 3

Leaders are appointed by popular demand in formal groups.

Answer 3

False

Question 4

Social capital involves using social media to build relationships of trust with customers.

Question 5

If Joan socializes with her co-workers, she is a member of both a formal and informal group.

Question 6

Members of a cohesive group tend to see themselves as "we" rather than "I."

Question 7

A role is a set of expectations about an individual's behavior in a specific job and their actual workplace behavior.

Question 8

When a group experiences a common threat in the environment it typically enhances group attractiveness and cohesiveness.

Question 9

Two factors that influence and individual's commitment to a group are the group's attractiveness and cohesiveness.

Question 10

Similarity of members is a factor that usually detracts from group attractiveness and cohesiveness.

Question 11

Social capital involves strong relationships, goodwill, trust and cooperation.

Question 12

Competition for membership by other groups is a factor that detracts from group attractiveness and cohesiveness.

Question 13

Roles define degrees of acceptability and unacceptability.

Question 14

The structure of a formal group tends to be less rational than informal groups.

Question 15

A high degree of interaction is a factor that detracts from group attractiveness and cohesiveness.

Question 16

By definition, a group is any gathering of people.

Question 17

An informal group can also be called a team, a committee, or simply a work group.

Question 18

Bosses in hundreds of occupations can learn from Joel Podolny, former Dean of Yale School of Management and VP at Apple, spend more time showing your employees a little love.

Question 19

A group is considered an informal group if the principal reason for belonging is friendship, whether it meets at work or during leisure time.

Question 20

According to Andrea Wong, CEO of Lifetime Networks, it takes more than hard work to earn rewards, building relationships is key.

Question 21

One of the four primary reasons norms are enforced is to facilitate survival of the group.

Question 22

A working knowledge of the characteristics of a mature group can help managers envision a goal for the group development process.

Question 23

A "we" feeling becomes apparent as everyone becomes truly involved in the cohesion stage of the group development process.

Question 24

One hidden benefit of group maturity is that individuality being strengthened not extinguished.

Question 25

A group is mature if its members are aware of their own and each other's assets and liabilities vis-à-vis the group's task.

Question 26

Acceptance is the first stage in the six-stage group development process.

Question 27

Conflict over interpersonal relationships is an ongoing problem for mature groups.

Question 28

Tardiness and absenteeism are symptomatic of diminishing cohesiveness and commitment in the disillusion stage of the group development process.

Question 29

Many groups never mature beyond stage 2 of the group development process, because they get bogged down in consequences of emotionalism and political infighting.

Question 30

The proper order of the six stages of the group development process is orientation, conflict and challenge, cohesion, delusion, disillusion, and acceptance.

Question 31

Uncertainty over power and authority is a major obstacle during the first three stages of the group development process.

Question 32

The informal code of silence among police officers effectively keeps them from talking to criminals.

Question 33

Members of mature groups tend to be emotionally immature.

Question 34

Individual differences are eliminated as groups mature.

Question 35

Workplace surveys reveal that organizational politics can hinder effectiveness and can be an irritant to employees.

Question 36

Norms simplify and clarify role expectations.

Question 37

Figuratively speaking, ostracism is the "capital punishment" of group dynamics.

Question 38

According to the group development model, problems usually end for groups once they achieve cohesiveness.

Question 39

Whether informal or formal, every mature group generates its own pattern of norms that constrains and directs the behavior of its members.

Question 40

Organizational politics is also known as management by wandering around.

Question 41

Possible candidates for groupthink are groups that are very cohesive.

Question 42

Groupthink occurs when someone plays the devil's advocate role.

Question 43

A statistical analysis of 133 Asch conformity studies across 17 countries concluded that blind conformity is a greater problem in collectivist cultures such as Japan.

Question 44

In organizational politics, empire building is traditionally referred to as "apple-polishing."

Question 45

If Angela collects and uses social IOUs, she is engaging in organizational politics.

Question 46

Groupthink can occur when group members do not engage in critical thinking and reality testing.

Question 47

Employees resort to political behavior when they are unwilling to trust their career solely to competence, hard work, or luck.

Question 48

Destructive competition does not include sabotaging the work of a competitor.

Question 49

Organizational politics is defined as the pursuit of self-interest at work in the face of real or imagined opposition.

Question 50

Organizational politics have both negative and positive aspects.

Question 51

Complying with the role expectations and norms perceived by the majority to be appropriate in a particular situation describes conformity.

Question 52

Managers should focus on measurable performance results to keep organizational politics within reasonable bounds.

Question 53

Researchers found that political activity tends to decrease as one moves into higher levels of management.

Question 54

Managers who cannot imagine themselves being victimized by blind conformity are prime candidates for groupthink.

Question 55

Researchers found that reorganization changes prompted less political activity than any other type of change.

Question 56

Cohesive groups can utilize fresh perspectives from outside experts to avoid groupthink.

Question 57

Organizational politics tends to be greater in larger organizations and among those in staff positions.

Question 58

A desperate quest for unanimity is a sure symptom of groupthink.

Question 59

In one survey, only 10 percent of full-time employees listed "freedom from office politics" as extremely important to their job satisfaction.

Question 60

The principal motivation behind empire building is gaining and keeping control over human and material resources.

Question 61

Virtual teamwork is far easier than the traditional face-to-face kind.

Question 62

According to the six ways to build trust, managers should use information as a political device or reward.

Question 63

Virtual team managers should recruit team members with complementary skills and diverse backgrounds.

Question 64

Managers must keep their promises if they want to be trusted.

Question 65

In the model of team effectiveness, much more than goal accomplishment is involved.

Question 66

One of the steps for creating a virtual team is to develop a team mission statement.

Question 67

According to Jeffrey Pfeffer, employee retention and motivation hinge upon trust in management.

Question 68

The concept of social capital involves all of the following except ________________.

A) strong relationships
B) goodwill
C) social media outreach
D) trust
E) cooperation

Question 69

According to a recent poll, only 25 percent of adults surveyed respected CEOs.

Question 70

Team effectiveness can be enhanced through clear objectives, good communication, and job security.

Question 71

In Zand's model of trust, mentors from other departments play an important role.

Question 72

When virtual team members are widely dispersed in time and space, periodic face-to-face interaction, trust building, and team building are more important than ever.

Question 73

When employees feel that they are trusted, they tend to trust others in return.

Question 74

According to the six ways to build trust, managers can show respect by delegating important duties.

Question 75

\According to Zand's model, leaders who want to be trusted must be influenced by their followers with respect to goals and procedures.

Question 76

Joel Podolny, former dean of the Yale School of Management and VP at Apple believes that managers should

A) create playful culture.
B) use his draconian management style.
C) never trust employees.
D) spend more time showing a little love.
E) spend most of their time out of the office.

Question 77

In today's organizations, technical skills tend to lag behind team skills.

Question 78

Cross-functional teams are made up of specialists from the same functional department, such as marketing.

Question 79

A virtual team's members must be from the same organization and the same national culture for it to succeed.

Question 80

A________is two or more freely interacting individuals who share a common identity and purpose?

A) Group
B) Norm
C) Team
D) Role
E) Culture