Question 1

Within a ________ network,most of the interaction and communication is centered around one or a few core members while the more peripheral members of the team are relatively disconnected.This type of network can help team performance because it is an efficient method for channeling information amongst the team.
A)centralized
B)multiplex
C)specialized
D)expanded

Accepted Answer

In a centralized network, most communication flows through one or a few core members, creating a hub-and-spoke structure. This can be an efficient way to channel information and makes it easier for the team to coordinate and make decisions. Peripheral members may be less connected, but they can still benefit from the information flow through the core members. Therefore, a centralized network can be a helpful type of network for team performance.

Question 2

A clique network is ________; a boundary-spanning network is ________.
A)closed,dense,and self-contained; less dense,more unique,and more varied
B)less dense,more unique,and varied; closed,dense,and self-contained
C)friendship ties; advice ties
D)advice ties; friendship ties

Accepted Answer

A clique network is characterized by being closed, dense, and self-contained, meaning that it is tightly knit and the connections within it are strong and numerous. On the other hand, a boundary-spanning network is less dense, more unique, and more varied, indicating that it reaches across different groups or areas, connecting diverse elements.

Question 3

The leader centrality-performance hypothesis focuses on the network structure of the team leader.Which statement best summarizes the key idea of the hypothesis?
A)Team leaders who do not have well-established relationships with their subordinates make better decisions.
B)Team leaders from whom subordinates seek advice or friendship tend to make better decisions.
C)Team leaders who consult with the leaders of other teams make better decisions.
D)Team leaders who engage their subordinates in conflict make better decisions.

Accepted Answer

The key idea of the leader centrality-performance hypothesis is that team leaders who have well-established relationships with their subordinates, in which subordinates seek advice or friendship from the leader, tend to make better decisions. This is because the leader's central position in the network allows for better information flow and collaboration. Choices A, C, and D do not accurately summarize the hypothesis.

Question 4

People in teams bond along three specific types of ties: friendship,trust,and advice.Trust-ties involve ________; advice-ties involve ________.
A)friends; professionals
B)professionals; friends
C)an emotional and cognitive component; instrumental relationships
D)instrumental relationships; an emotional and cognitive component

Accepted Answer

Trust-ties involve an emotional and cognitive component, meaning they are based on emotional connections and a shared belief in each other's abilities. Advice-ties involve instrumental relationships, meaning they are based on practical and professional knowledge and expertise.

Question 5

The differential performance of women in business is often caused by their disadvantaged social position most frequently due to:
A)socially accepted modes of interacting,termed gender scripts,built through socializing activities that could have different social connotations between people of the opposite sex.
B)different team expectations in regard to the appropriate career aggressiveness for women.
C)socio-economic differences.
D)insufficient time,between family and career obligations,to build a substantial and diverse career network.

Accepted Answer

Socially accepted gender scripts can create different expectations and limitations for women in business, leading to differential performance. This can include expectations around assertiveness, communication styles, and networking. Socio-economic differences and balancing family and career obligations may also contribute, but option A specifically addresses the impact of socialization and societal norms on women's experiences in business. Option B mentions team expectations, but this is just one aspect of the broader issue described in option A. Option D focuses on time constraints rather than social disadvantage, and is therefore not the best choice for this question.

Question 6

In regard to common roles in workgroups,the person who provides meanings about what the team is doing,how successful it is to people outside of the team,and the interpretation of what the team is perceived to be doing is best termed a(n):
A)advisor.
B)gatekeeper.
C)interpreter.
D)lobbyist.

Accepted Answer

The answer of In regard to common roles in workgroups,the...

Question 7

Regarding Exhibit 11-4 in the text and team effectiveness and organization-focused behavior,what type of boundary-management behavior is best categorized under the skill of "relating"?
A)Obtaining external support
B)Influencing the team
C)Diagnosing member behavior
D)Being socially and politically aware

Accepted Answer

Being socially and politically aware is best categorized under the skill of "relating" because it involves understanding and navigating the social and political contexts within and outside the team, which is essential for effective interpersonal relationships.

Question 8

Social capital is distinct from human capital.Social capital is best described as the:
A)sum total of the skills,talents,abilities,and education of a person's achievements.
B)organizational strategy of making sure that every team member has sufficient resources to perform their jobs.
C)practice of more talented team members educating less talented team members.
D)value that people add to their teams and organizations through their ties and relationships to other people.

Accepted Answer

Social capital refers to the value that individuals or groups add to their teams or organizations through their relationships and connections to others. It is distinct from human capital, which refers to a person's skills, talents, education, and achievements. Option A refers to human capital, while options B and C describe strategies for managing human capital rather than social capital.

Question 9

One advantage of a clique network is ________; one advantage of a boundary-spanning network is ________.
A)power; conflict management
B)conflict management; power
C)high cohesion; greater innovation and diversity
D)greater innovation and diversity; high cohesion

Accepted Answer

A clique network provides high cohesion among its members and allows for easy communication and coordination between them, which can be advantageous in implementing routine tasks or maintaining stability. On the other hand, a boundary-spanning network allows individuals to interact with people outside their immediate circle, exposing them to different perspectives, ideas, and resources, leading to greater innovation and diversity. It can also help in conflict management since individuals can act as mediators between different groups.

Question 10

Teamwork and task work are related,but they are not the same thing.A strong taskwork network between coworkers indicates:
A)that two members of a team have fewer tasks or tools in common.
B)that two members of a team share many tasks and tools together.
C)that members interact with one another regularly,usually through verbal discussion.
D)that team members have unique knowledge and expertise.

Accepted Answer

A strong taskwork network between coworkers indicates that two members of a team share many tasks and tools together. This means they may collaborate more closely and have a better understanding of each other's role within the team. It does not necessarily indicate anything about the amount of tasks or tools they have in common, their regular interaction or their unique knowledge and expertise.

Question 11

According to research,there are two explanations for outsider bias in knowledge valuation.The first involves organizational incentives that reward managers when they learn from outsiders; the second best explanation is:
A)internal knowledge is more readily available and subject to greater scrutiny,whereas "scarce" external knowledge is unique.
B)managers see internal ideas as developmentally finished and irrelevant to their project at hand.
C)managers feel that by using internal resource information they would be giving someone else a chance at getting credit or a reward for a good idea.
D)organizational red tape that slows access to internal knowledge makes managers more interested in researching external knowledge resources.

Accepted Answer

Internal knowledge is often more readily available within the organization and subject to more scrutiny, whereas external knowledge is often more unique and therefore perceived as more valuable. Additionally, there may be organizational incentives that reward managers for seeking out and utilizing knowledge from outside sources.

Question 12

One disadvantage of a clique network is/are ________; one disadvantage of a boundary-spanning network is/are ________.
A)high cohesion; it leverages diversity
B)increased efficiency; it capitalizes on opportunity
C)groupthink; the power struggles
D)the indispensable members; the biased communication

Accepted Answer

One disadvantage of a clique network is groupthink, which refers to the phenomenon where individuals in a group tend to conform to the opinions or decisions of the group, often at the expense of critical thinking and independent judgment.

One disadvantage of a boundary-spanning network is power struggles. Such networks involve individuals who span organizational boundaries, which can result in conflicting loyalties, priorities, and communication channels. These conflicts can lead to power struggles that hinder effective collaboration and decision-making. None of the other answer choices accurately describe the disadvantages of these network types.

Question 13

Four interplaying characteristics determine the extent to which negative relationships hurt team and organizational effectiveness.Which of the following is NOT one of those characteristics?
A)Relationship strength-the intensity of dislike amongst different team members.
B)Reciprocity-if an individual is the object or source of dislike or if the dislike is reciprocated.
C)Expert exchange-the exchange of expertise amongst members.
D)Social distance-if the negative relationship tie is direct or indirect.

Accepted Answer

The four interplaying characteristics that determine the extent to which negative relationships hurt team and organizational effectiveness are relationship strength, reciprocity, social distance, and task interdependence. Expert exchange is not one of the characteristics.

Question 14

As team members make plans,coordinate,communicate and assist one another in the efforts regarding how to accomplish a project,they are forming a:
A)taskwork network.
B)perceived network.
C)teamwork network.
D)faultline.

Accepted Answer

As team members work together to accomplish a project, they are forming a teamwork network, where each member contributes with their skills and expertise in a coordinated effort towards a common goal. Taskwork network could refer to the division of labor and responsibility among team members, but it does not necessarily encompass the communication and coordination aspects involved in teamwork. Perceived network refers to the individual beliefs or impressions team members have about each other, which may or may not be accurate. Faultline is a term used to describe divisions or conflicts within a team based on demographic or personal characteristics, such as gender, race, or personality traits.

Question 15

In groups such as cross-functional teams,the key challenge for teams whose members have unique knowledge and expertise is:
A)minimizing costs for the continuing education of its members.
B)how to integrate the diverse knowledge of the team members so that it is meaningful to the team's purpose.
C)minimizing conflicts.
D)keeping team members engaged in the project.

Accepted Answer

When working in cross-functional teams, each team member brings their unique knowledge and expertise to the table. The challenge is to integrate the diverse knowledge of the team members so that it is meaningful to the team's purpose. Without proper integration, team members may work in silos, leading to conflicts and inefficiencies. Thus, option B is the best choice.

Question 16

Boundary spanning can be stressful and challenging.What characterizes role overload??
A)When a person does not have enough responsibility to justify their membership on the team.
B)When a person has too much work to do in the time available.
C)When there is too much overlap among members' roles on the team.
D)When there are too many people on the team filling too many roles.

Accepted Answer

Role overload is characterized by having too much work to do in the time available. A is incorrect as it describes underload, not overload. C and D describe role ambiguity and role conflict, respectively, but not role overload.

Question 17

As a link between different subgroups,Berta is a boundary spanner between different functional units.Berta is alone at the critical junction between these organizational networks,and serves an important role as a(n)________.
A)information broker
B)advice tie
C)trust tie
D)leader

Accepted Answer

Berta's role as a boundary spanner suggests that she plays a critical role in exchanging information and knowledge between different subgroups. Therefore, the best choice for Berta's role is an "information broker." While Berta may also play a role as a "trust tie" or "advice tie," these roles are focused more on social connections and reputation rather than information exchange. Additionally, Berta's position as a boundary spanner does not necessarily imply that she is a leader in the traditional sense, as her role is primarily to facilitate communication between different groups rather than to provide direction or guidance.

Question 18

Managers and team members can increase their social capital by doing all of the following EXCEPT:
A)determining the brokers in their networks.
B)identifying structural holes in their organization.
C)diversifying their networks.
D)reducing the size of their networks.

Accepted Answer

Reducing the size of networks can limit opportunities to connect with and access resources from a broader range of individuals and organizations, which is counterproductive to building social capital. Therefore, managers and team members should focus on expanding their networks and building relationships to increase their social capital.

Question 19

Which of the following is TRUE regarding a team's efforts to team build social capital?
A)Teams should strengthen their team cohesion by avoiding socializing informally with anyone except their teammates outside of work.
B)Rapid access to information and political support is greater for teams whose members socialize during their free time with the organization's upper management.
C)Leaders from whom subordinates sought friendship or advice tend to have relatively negative views of their team's social structure.
D)Extra team relationships always have a negative impact on team performance.

Accepted Answer

Building social capital involves developing strong relationships and networks within and outside the team to gain support and access to resources. Option B states that teams who socialize with the organization's upper management during their free time will have rapid access to information and political support, which is true. Option A is incorrect, as informal socializing outside the team can help build social capital. Option C is incorrect, as leaders who are sought after by subordinates are likely to have a positive view of the team's social structure. Option D is incorrect, as extra team relationships can also contribute positively to building social capital.

Question 20

With regard to knowledge valuation,or how people value the knowledge that is created in their own organization,which statement is correct?
A)People often place greater value on knowledge that comes from the outside (e.g.,competitors and consultants)than knowledge that comes from the inside (e.g.,colleagues).
B)People often place greater value on knowledge that comes from the inside (e.g.,colleagues)than knowledge that comes from the outside (e.g.,competitors and consultants).
C)People often place more value on knowledge obtained through first-hand accounts than knowledge obtained through second-hand accounts.
D)People often value technical knowledge more than they value interpersonal knowledge.

Accepted Answer

CA) This phenomenon is known as the "not invented here" syndrome, where external knowledge is often valued more highly than internal knowledge due to perceived expertise or novelty.C) First-hand accounts are typically valued more because they are seen as direct observations or experiences, making them seem more reliable or authentic than second-hand accounts, which may have been altered or misinterpreted through transmission.

Quiz 11: Team Networking and Social Capital

A clique network is ; a boundary-spanning network is .

The leader centrality-performance hypothesis focuses on the network structure of the team leader.Which statement best summarizes the key idea of the hypothesis?

People in teams bond along three specific types of ties: friendship,trust,and advice.Trust-ties involve ; advice-ties involve .

The differential performance of women in business is often caused by their disadvantaged social position most frequently due to:

In regard to common roles in workgroups,the person who provides meanings about what the team is doing,how successful it is to people outside of the team,and the interpretation of what the team is perceived to be doing is best termed a(n) :

Regarding Exhibit 11-4 in the text and team effectiveness and organization-focused behavior,what type of boundary-management behavior is best categorized under the skill of "relating"?

Social capital is distinct from human capital.Social capital is best described as the:

One advantage of a clique network is ; one advantage of a boundary-spanning network is .

Teamwork and task work are related,but they are not the same thing.A strong taskwork network between coworkers indicates:

According to research,there are two explanations for outsider bias in knowledge valuation.The first involves organizational incentives that reward managers when they learn from outsiders; the second best explanation is:

One disadvantage of a clique network is/are ; one disadvantage of a boundary-spanning network is/are .

Four interplaying characteristics determine the extent to which negative relationships hurt team and organizational effectiveness.Which of the following is NOT one of those characteristics?

As team members make plans,coordinate,communicate and assist one another in the efforts regarding how to accomplish a project,they are forming a:

In groups such as cross-functional teams,the key challenge for teams whose members have unique knowledge and expertise is:

Boundary spanning can be stressful and challenging.What characterizes role overload??

As a link between different subgroups,Berta is a boundary spanner between different functional units.Berta is alone at the critical junction between these organizational networks,and serves an important role as a(n) ________.

Managers and team members can increase their social capital by doing all of the following EXCEPT:

Which of the following is TRUE regarding a team's efforts to team build social capital?

With regard to knowledge valuation,or how people value the knowledge that is created in their own organization,which statement is correct?