Question 1

Competition for scarce,desired resources can lead to egocentric perceptions of fairness.For example,when the law firm Weil Gotshal made dramatic staff cuts,partners made pitches behind the backs of colleagues with ties to a client and formed ________ within the firm to garner clients,resources,work,and power.

Accepted Answer

The phrase "competition for scarce, desired resources" suggests that the firm's partners were forming subgroups based on resources, which is indicative of resource-based subgroups. The other options - homogeneity-based, knowledge-based, and identity-based - do not align with the context of the scenario provided.

Question 2

People who don't feel respected by their team are ________.Conversely,respected members of organizational groups that have low status and prestige are the most likely to ________.

Accepted Answer

People who don't feel respected by their team are not as loyal or committed, and respected members of organizational groups that have low status and prestige are more likely to donate their time to their team to improve its image. This is because they may have a stronger desire to belong and be valued within the group. Options A, C, and D are not relevant to the question.

Question 3

Teams that are underbounded have ________; in contrast,teams that are overbounded have ________.

Accepted Answer

Teams that are underbounded have many external ties but struggle to unify their members, whereas overbounded teams exhibit high internal loyalty but face challenges in integrating with external groups or individuals.

Question 4

In a diverse team,a "faultline" refers to cases in which:

Accepted Answer

In a diverse team, a faultline refers to a situation where group members fall into two distinct, non-overlapping subgroups based on demographic characteristics like gender, nationality, or age. This can create communication barriers, reduce cohesion, and diminish team performance. The term faultline comes from geology, where a fault is a fracture or discontinuity in the Earth's crust that separates two tectonic plates. Similarly, a faultline in a team can create tensions and conflicts along the dividing line between subgroups, making it harder to collaborate, exchange information, or achieve common goals. Therefore, it is essential for team leaders to identify and manage faultlines by promoting inclusive behaviors, encouraging cross-group interactions, and building a shared identity that transcends demographic differences.

Question 5

Which of the following is NOT a characteristic of organizational founding teams?

Accepted Answer

Organizational founding teams are not sequestered from the general organizational environment. In fact, they are highly influenced by and often work closely with the larger environment in which they operate. The other options are all characteristics of founding teams, such as their impact on organizational development and the potential for employment volatility when they disband.

Question 6

What is a common operational characteristic of probing teams?

Accepted Answer

Probing teams are typically designed to gather information and insights from different areas of the organization, and then use this information to inform decision-making processes. As such, effective communication is a key operational characteristic of these teams, and they need to actively tailor their communications to suit the needs, interests, and objectives of the organization as a whole. Options A, B, and C all focus on internal processes and decision-making, rather than external communication and collaboration, and are therefore less likely to be associated with probing teams.

Question 7

A situational example of a multi-team system is:

Accepted Answer

Choice A describes a multi-team system where two teams work together towards a shared goal, but have different individual goals as well. This is a common example of a multi-team system in organizations where collaboration across teams is necessary. Option B is a more general description of a network, which may or may not involve teams. Option C describes a team that is separated from the rest of the organization, which is not necessarily a multi-team system. Option D describes a team that communicates progress publicly, but does not necessarily involve collaboration with other teams towards a common goal.

Question 8

At a car maker,one engineer who works on the layout of the dashboard in their newest SUV regularly sits in on the weekly meetings of the engine design team to share and gather information for his team.In this situation,the engineer is acting as a ________ for his team.

Accepted Answer

A liaison is a person who acts as a link between two groups, and in this situation, the engineer is serving as a liaison between the dashboard layout team and the engine design team. A gatekeeper controls access to information, a supervisor oversees the work of others, and a producer creates the final product. None of these options accurately describe the engineer's role in this scenario.

Question 9

Whether a deliberate choice by a leader,or ostracized by the organization,________ are sequestered from the rest of the company,often for security or intellectual reasons.

Accepted Answer

The term "sequestered" suggests a level of secrecy and confidentiality, which is often necessary in a scientific team that developed something as sensitive as the atomic bomb. The other options do not necessarily imply such high levels of security or intellectual property protection.

Question 10

The typical cycle of an x-team involves which order of these processes?

Accepted Answer

The typical cycle of an x-team involves starting with exploration (seeking new ideas and opportunities), followed by exploitation (utilizing and implementing those ideas), and finally exportation (sharing the knowledge and innovations with others outside the team).

Question 11

________ occurs when people who are not directly harmed by a rival group seek retribution against members of that out-group,who were not the original perpetrators of the initial attack on the in-group.

Accepted Answer

Vicarious retribution refers to seeking revenge against members of an out-group who did not necessarily harm the in-group directly. It is a phenomenon commonly observed in intergroup conflicts, where some members of the in-group feel a need to retaliate against the out-group as a whole, even if not all members of the out-group were involved in the initial attack on the in-group. The other options, team discontinuity effect, extremism, and collective narcissism, do not fully capture the concept described in the question.

Question 12

In regard to post-merger behavior,people who belong to high-status premerger groups are ________ to identify with the new group,and ________ to show bias against their post-merger group.

Accepted Answer

People who belong to high-status premerger groups may perceive their new post-merger group as having lower status, which could lead them to resist identifying with the new group. However, they may also feel a sense of threat to their own status and privilege, which could result in bias and discrimination against the new group. This is why they are less likely to identify with the new group but more likely to show bias against it.

Question 13

US Sen.Thad Cochran of Mississippi and Sen.Lindsey Graham of South Carolina serve on several subcommittees together - most notably the subcommittees on Defense and on Homeland Security.Both senators are members of the Republican Party and also share membership on the larger umbrella committee that oversees the budget distributions for other subcommittees within the Senate.The term that describes the type of team integration described in Sen.Cochran's and Sen.Graham's example is best termed:

Accepted Answer

The type of team integration described in Sen.Cochran's and Sen.Graham's example is overlapping memberships, as they serve on multiple subcommittees together as members of the same party.

Question 14

________ occurs when a team tends to empathize less with out-group members versus their in-group members and to feel pleasure when seeing out-group members dealing with painful situations.

Accepted Answer

The answer of ________ occurs when a team tends to...

Question 15

There are four types of integration structures for integrating multiple teams: management teams,representative integrating teams,individual integrating roles,and improvement teams.Which of these team structures forges strategy and direction for multiple teams in a business unit and makes the strategic resource trade-offs among teams?

Accepted Answer

Management teams usually consist of senior leaders who are responsible for forging strategy and direction for multiple teams in a business unit. They make the strategic resource trade-offs among teams and ensure that everyone is working towards a common goal. Therefore, management teams are the best choice for the given scenario. Representative integrating teams usually consist of middle-level managers who represent the interests of their respective teams, while individual integrating roles are designated to individuals who are responsible for integrating specific functions across teams. Improvement teams focus on improving processes and workflows and may not be directly responsible for strategy and direction.

Question 16

Subgroups are teams within teams.A subgroup in a team like a clique,faction or social subgroup sharing some of the same value-based or social-group based identities is best termed:

Accepted Answer

An identity-based subgroup is the best term to describe a team within a team that shares common identities such as values or social group affiliations. Homogeneity-based subgroups may also share values but focus more on similarities in demographics or characteristics. Resource-based subgroups focus on sharing of resources and knowledge-based subgroups focus on areas of expertise.

Question 17

________ are highly externally oriented; their members forge dense networks across the organization,enable rapid execution of ideas,and may sometimes find they have to cross competitive or organizational borders to achieve a shared goal.

Accepted Answer

X-teams, also known as cross-functional teams, are specifically designed to bring together individuals from different departments or areas of expertise to achieve a common goal. These teams have a high degree of external orientation and are skilled in building networks across the organization to enable rapid execution of ideas. They may also need to cross competitive or organizational borders to achieve the shared goal. Broadcasting teams, marketing teams, and surveying teams may also have external orientations, but they are not specifically designed to achieve goals across departmental or organizational boundaries.

Question 18

Consider a situation in which you are a member of a team that has little organizational support within your company.Your team competes with two other groups in your organization,a disadvantaged group (little support or resources)and an advantaged groups (lots of support and resources).The performance of the disadvantaged team changes over time,so that it becomes equal to your team's performance.Faced with this situation,the social comparison theory predicts your team will:

Accepted Answer

The social comparison theory predicts that individuals in a group will compare themselves with other group members in order to evaluate their own abilities and opinions. In this situation, as the performance of the disadvantaged group improves to match your team's performance, your team may perceive this as a threat to their identity as the better performing group. This could lead to feelings of discomfort and lower self-esteem within the team.

Question 19

Exhibit 10-2 in the text illustrates the progressively more inclusive ways a person can identify himself or herself within an organizational structure.At a basic level,a person might see himself or herself as an individual,but at a wider view,a person might see himself or herself as a member of a unit or a larger organizational area.Group members identify and categorize themselves in this same fashion; categorizing themselves and others in terms of in-groups and out-groups.The more narrowly a group defines itself,the more the group's behavior becomes:

Accepted Answer

When a group defines itself narrowly, it tends to focus on its own interests and goals, leading to competitive and self-serving behavior towards out-groups.

Question 20

People consider in-groups to be people who are like themselves or who belong to the same groups; out-groups are people who are not in their group or who are members of competitor groups.The implications of in-group and out-group categorizations are all of the following behaviors EXCEPT:

Accepted Answer

The answer of People consider in-groups to be people who...

Quiz 10: Subgroups and Multi-Teams

People who don't feel respected by their team are .Conversely,respected members of organizational groups that have low status and prestige are the most likely to .

Teams that are underbounded have ; in contrast,teams that are overbounded have .