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Chapter 18--Leading Teams

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A team is defined as a group of two or more people who interact and coordinate their work to accomplish a specific objective. True alse

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A group and a team are interchangeable terms. True alse

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A team shares or rotates leadership roles while a group has a designated strong leader. True alse

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Teams run efficient meetings$ whereas groups run meetings that encourage open-ended discussion. True alse

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&ocial facilitation is the tendenc' for the presence of others to influence an individual(s motivation and performance. True alse

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A formal team composed of emplo'ees from different areas of e*pertise and from different levels in the organi+ation(s formal chain of command is called a vertical team. True alse

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-ori+ontal teams are created b' the organi+ation as part of the formal organi+ation structure. True alse

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A task force or a crossfunctional team is a group of emplo'ees from different departments formed to deal with a specific activit' and e*isting onl' until the task is completed. True alse

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A special purpose team is basicall' the same as a problem solving team. True alse

1/ A free rider is a person who benefits from team membership but does not make a proportionate . contribution to the team(s work. True alse

11 A common d'sfunction of teams is to be results oriented. . True alse 1! 0ork team effectiveness is based on two outcomes--productive output and marketplace acceptance. . True alse 1" &elf-directed teams consist of % to !/ multi-skilled workers who rotate jobs and produce an entire . product or service. True alse

1# &atisficing is a team(s abilit' to meet personal needs of its members and hence maintain their . membership and commitment. True alse

1% 1roductive output pertains to the team(s abilit' to meet the personal needs of its members. . True alse 1) 2mplo'ee involvement started out simpl' with techni3ues such as information sharing with emplo'ees . or asking emplo'ees for suggestions about improving the work. 4raduall'$ companies moved toward greater autonom' for emplo'ees$ which ultimatel' led to self-directed teams. True alse

1, A multidomestic team is a work team made up of members of different nationalities whose activities . span multiple countries. True alse

18 Team members take the responsibilities of scheduling work and vacations and ordering materials in a . self-directed team. True alse

1. 5ne of the primar' advantages of virtual teams is the abilit' to rapidl' assemble the most appropriate . group of people to complete a project$ solve a problem$ or e*ploit a specific strategic opportunit'. True alse

!/ 4lobal teams can pose a problem for team leaders with regards to language$ technolog'$ and belief . differences. True alse

!1 Although diversit' contributes to higher levels of agreement in a team setting$ it also results in reduced . creativit'. True alse !

!! &elf-directed teams are empowered with decision-making authorit'$ allowing members to have the . freedom to select new members$ solve problems$ spend mone'$ monitor results$ and plan for the future. True alse

!" 6esearch studies have confirmed that both functional diversit' and gender diversit' can have a positive . impact on work team performance. True alse

!# Two common behaviors of the socioemotional role are energi+ing and encouraging. . True alse !% As a general rule$ large teams make need satisfaction for individuals more difficult. . True alse !) 7orms begin to develop in the first interactions among members of a new team. . True alse !, The storming stage of team development is marked b' conflict and disagreement. . True alse 8uring the norming stage of team development$ individual personalities emerge causing conflict and disagreements. True alse

The five stages of team development are forming$ storming$ reforming$ performing$ and adjourning. True alse

The stage of team development in which conflicts are resolved and members focus on problem solving is called reforming. True alse

9n the adjourning stage of team development$ task performance is not a priorit'. True alse

9ndividual personalities emerge during the performing stage. True alse

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8iet &oda Compan' has teams with high cohesiveness. Additionall'$ the teams are normall' focused on their commitment to 3ualit' performance. This combination can be e*pected to result in high productivit'. True alse

0hen a team is in moderate competition with other teams$ its cohesiveness decreases as it strives to win. True alse

Team cohesiveness does not necessaril' lead to higher team productivit'. True alse

:aking e*plicit statements about the desired team behaviors is a powerful wa' leaders influence norms. True alse

The four common wa's in which norms develop for controlling and directing behavior are critical events$ primac'$ carr'over behaviors$ and implicit statements. True alse

Task conflict refers to interpersonal incompatibilit' that creates tension and personal animosit' among people. True alse

4roupthink occurs when people are so committed to a cohesive team that the' are reluctant to e*press contrar' opinions. True alse

A common cause of conflict includes scarce resources. True alse

;irtual and global teams are particularl' prone to communication breakdowns. True alse

The compromising st'le of conflict management reflects a high degree of cooperativeness and a low degree of assertiveness. True alse

A competing st'le to handle conflict involves a high degree of assertiveness and a high degree of cooperation. True alse #

An avoiding st'le to handle conflict involves a low degree of assertiveness and a low degree of cooperation. True alse

An accommodating st'le to handle conflict involves a high degree of assertiveness and a low degree of cooperation. True alse

The process of using a third part' to settle a dispute is called mediation. True alse

7egotiation is the process of using a third part' to settle a dispute. True alse

A collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict is called integrative negotiation. True alse

8istributive negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. True alse

A competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part' is called distributive negotiation. True alse 0hich of the following refers to a unit of two or more people who interact and coordinate their work to accomplish a specific objective< A. An orga ni+at ion A team A committe e A council Leadersh ip

=. C . 8 . 2 . %

0hich of the following is a component of a team< A. = . C . 8 . 2 . 1eople in a team do not have to have regular interaction. our or more people are re3uired to form a team. A performance goal is shared between team members. Teams tend to be small groups$ usuall' with less than 1/ people. 2ach member tends to set his>her own goals for the team.

0hich of the following does 75T pertain to teams< A. Teams have a designated strong leader = Teams have individual and mutual accountabilit' C &pecific team vision or . purpose 8 Collective work products . 2 All of these pertain to . teams ????? refers to the tendenc' for the presence of others to enhance one(s motivation and performance. A. = . C . 8 . 2 . 1ublic praise &ocial facilitation Communit' motivation &ocial performance &ocietal inspiration

Common t'pes of formal teams are@ A. = . C . 8 . 2 . vertical and diagonal. hori+ontal and diagonal. vertical and hori+ontal. hori+ontal and lateral. lateral and diagonal.

0hich of the following is a formal team composed of a manager and his or her subordinates< A. unc tiona l team = -ori+onta . l team C &elf. managed team 8 &pecialpurpose team 2 &ocial . team

Tamika is a manager at &leeveless Clothes$ 9nc. 6ecentl'$ she was assigned a work team. &he is in charge of the team and it consists of the subordinates under her authorit'. This is an e*ample of a ????? team. A. ho ri +o nt al = func . tiona ll C selfman aged 8speci alpurp ose 2 soc . ial A functional team is also referred to as aAnB ?????. A. command team =. task force C special purpose team . 8. hori+ontal team 2 interorgani+ational . team

0hich of the following refers to a formal team composed of emplo'ees from about the same hierarchical level but from different areas of e*pertise< A. A specialpurpose team A crossfunctional team A selfmanaged team A vertical team A diagonal team

= . C . 8 . 2 .

A ????? is a group of emplo'ees from different departments formed to deal with a specific activit' and e*isting onl' until the task is completed. A. vertical team = command . team C special . purpose team 8. task force 2 functional . group A task force is sometimes called aAnB@ A. vertical team.

= cross. functional team. C command . team. 8 special. purpose team. 2 e*ecutive . team.

0hich of the following teams are created outside the formal organi+ation structure to undertake a project of special importance or creativit'< A. = . C . ;erti cal Comma nd &pecialpurpose

8 Cross. functiona l 2 unction . al &elf-directed teams are ????? teams. A. tempo rar' = permanent . C. ad-hoc 8 task force . 2 none of . these &elf-directed teams consist of % to !/ ????? workers. A. = . C . 8 . 2 . unio n nonunion multiskil led low wage all of these

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Carol'n is a member of a work team at Creep' Clown(s Compan'. &he and her teammates possess several different skills and are able to perform a major organi+ational task with little or no oversight from management. Carol'n is a member of aAnB@ A. union. = self-directed . team. C. project team. 8 special-purpose . team. 2 bureaucratic . team. 0hich of the following statements is true< A. &elfmana ged teams are empo wered with decisi onmakin g author it'. &elf-managed teams still rel' heavil' on their manager. &elf-managed teams have little access to resources. &elf-managed teams will eventuall' develop into problemsolving teams. 2 7one of . these

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6and' is a team leader at 0elldrilling.net. -is team is made up of fifteen co-workers. 6ecentl'$ he has noticed a tendenc' for some team members to participate much less than others. The' seem uninterested and content to let others do the work. This is called@ A. = . C . 8 . free riding. reduced commitment. power realignment. the costs of coordination.

2 self-directed . team. All of the following are common d'sfunctions of teams 2CC21T@ A. lack of trust. = avoidance of . accountabilit'. C . 8 . 2 . fear of conflict. lack of commitment. results orientation.

AAnB ????? is a person who benefits from team membership but does not make a proportionate contribution to the team(s work. A. = . C . 8 . 2 . D'es D man social worker work surfer free rider groupthi nk

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Team ????? occurs when individuals and departments rel' on other individuals and departments for information or resources to accomplish their work. A. accou ntabili t' = cohesivene . ss C. control 8 interdepend . ence 2 independen . ce 0ork team effectiveness is based on three outcomes@ productive output$ capacit' to adapt and learn$ and ?????. A. co he si ve ne ss = satisf . actio n C com mitm ent 8 leade . rship 2 nor . ms

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The L-C 3ualit' task force has a strong leader in Eosh Clark. Eosh runs efficient meetings$ where he leads discussion and decision-making. 9n the end$ tasks are delegated to members for subse3uent follow-up. The L-C task force can best be characteri+ed as aAnB ?????. A. =. C. 8 . 2 . club team group organi+ati on none of these

9n the conte*t of work team effectiveness$ ????? pertains to the team(s abilit' to meet the personal needs of its members. A. co he si ve ne ss = satisf . actio n C com mitm ent 8 leade . rship 2 nor . ms The ????? st'le to handle conflict involves a low degree of assertiveness and a low degree of cooperation. ???????????????????????????????????????? The ????? st'le to handle conflict involves a moderate degree of assertiveness and a moderate degree of cooperation. ???????????????????????????????????????? The ????? st'le to handle conflict involves a low degree of assertiveness and a high degree of cooperation. ???????????????????????????????????????? 1#

The process of using a third part' to settle a dispute is known as ?????. ???????????????????????????????????????? 2ffective virtual team leaders use technolog' to build relationships through all of the following wa's 2CC21T@ A. bring attention to and appreciate divers skills and opinions. = scrutini+e electronic . communication patterns. C use technolog' to enhance communication and trust. 8 ensure timel' responses . online. 2 manage online . sociali+ation.

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Toda'$ man' virtual teams use ????? to facilitate regular collaboration and open information sharing. A . ha n dw rit te n m es sa ge s facetoface com muni catio n Cbrain stor ming 8 e. mai l 2 wik . is Cross-border work teams made up of members of different nationalities whose activities span multiple countries are called@ A. selfdirect ed teams . project teams. multination al teams.

= . C .

8 long . distance teams. 2 global . teams. 1)

:embers of ????? teams remain in separate locations around the world and conduct their work electronicall'. A. inte rcu ltur al = interna . tional C multin . ational 8 virtual . global 2 distan . ce 0hat is the ideal si+e of work teams< A. Three =. ive C. Twelve 8. ifteen 2 Twent'. three 0hich of the following behaviors is 75T consistent with the socioemotional role< A. 2n co ura ge 2ner gi+e -arm oni+e

= . C .

8 Comp . romis e 2 ollo . w

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????? is a role in which the individual provides support for team members( emotional needs. A. A task specia list role = A dual role . CA . nonparticipa tor role 8A . socioemotio nal role 2 7one of . these There are two t'pes of roles that emerge in teams. The' are the ???? role and the ???? role. A. task specialist$ socioeconomic = generalists$ socioeconomic . C task specialist$ . socioemotional 8 generalists$ socioemotional . 2 socioemotional$ . socioeconomic 0hich of these is consistent with the role of the socioemotional role< A. 2ncourage =. ollow C. Compromise 8. All of these 2 =oth encourage and . follow

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&all' is a member of a work team at =eaut'-6-Fs Corporation. &he often proposes new solutions to team problems. This is an e*ample of which task specialist role< A. -arm oni+e

= &eek . informatio n C 9nitiation . 8 6educe . tension 2 Compromi . se 0hich of the following behaviors is consistent with the socioemotional role< A. 6ed uce tens ion = 4ive . opinion s C &eek informa tion 8 &umm . ari+e 2 2nergi . +e Amber is a member of a work team at =uchanon 8ance$ 9nc. &he often attempts to help disagreeing parties reach agreement. This is an e*ample of which socioemotional role behavior< A. Com prom ise =. ollow C 6educe . tension 8 . 2 . 1. -armoni +e &ummari +e

&ome team members are asked to pla' a dual role. These members@ A. engage in two sets of behavior s@ initiation and energi+e. =perform both role@ task specialist and socioemotional. Cperform both roles@ liaison and negotiator. 8engage in two sets of behavior@ follow and compromise. 2 do not do . an'thing. 7anc' belongs to a hori+ontal team in her organi+ation. &he was selected on the basis of her title$ not her e*pertise. The t'pe of hori+ontal team she belongs to is likel' aAnB@ A. selfmanage d work team. =. task force. C cross-functional . team. 8. committee. 2 ad-hoc . committee.

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Eosh is a manager at 5n-The-4o Cars. -e recentl' has read 3uite a bit of literature on the benefits of work teams. -e is particularl' interested in forming a vertical team. There are twent'-eight emplo'ees in his department. Eosh should@ A. recruit more emplo'ees for his departmentG twent'-eight is too small for a work team. = form one team of twent'-eight . emplo'ees. C divide the group into four teams of . seven emplo'ees each. 8forget the team ideaG he has too man' emplo'ees and he shouldn(t divide his work group. 2 do his job and not worr' about . teams. 0hich of the following is the first stage of team development< A. = . C . 8 . 2 . or min g &tormin g 7ormin g 1erformi ng 6eformi ng

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The forming stage of team development is characteri+ed b'@ A. the est abli sh me nt of ord er and coh esi on. = cooper . ation. C proble m solving . 8 orienta . tion. 2 confli . ct. 0'att has recentl' been appointed b' his boss to a group that has been meeting since the compan' he works for was founded. The purpose of this group is to make budgetar' decisions on an ongoing basis. 0'attHs group can best be defined as a ?????. A. =. C. 8. 2 . committ ee global team focus group virtual team self-directed team

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&hifting oneHs own opinions to maintain team harmon' refers to which socio-emotional role< A. 2nerg i+ing 9nitiating ideas 2ncouragi ng ollowing

= . C . 8 . 2 Compromi . se

0hich of the following is more common in large teams< A. :em ber satisf actio n

=The developme nt of subgroups C Agreeme . nt 8 Commit . ment 2 All of . these

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:ichaelHs team has evolved to the storming stage of team development. As team leader$ what should :ichael be emphasi+ing< A. Lots of informa l interact ion = 1articipation b' all team members C Task . accomplishmen t 8 4oal . achievement 2 8isbanding . team Eessica has just been appointed leader of a new work team in her organi+ation. &he is wondering what to do at her first meeting with the group. 0hich of the following would 'ou suggest< A. &he should waste little timeG get the team focused on the task. = &he should help the team clarif' roles . and responsibilities. C&he should allow time for team members to become ac3uainted with one anotherG allow for informal social interaction. 8 &he should let someone else worr' about this since she is the leader. 2 &he should propose to disband the . team.

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0hich of the five stages of team development is marked b' conflict and disagreement< A. = . C . 8 . 2 . 1erf ormi ng 7ormin g &tormin g ormin g 6eformi ng

8uring the ????? stage$ the team leader should encourage participation b' each team member. A. form ing = stormin . g C norming . 8 adjourni . ng 2 performi . ng -erman is a team leader at C'berChasers. -e usuall' tries to resolve conflict b' referring the problem to a third part'$ such as his boss. This st'le of conflict resolution is known as@ A. arbitr ation . = mediatio . n. C bargainin . g. 8 superordin . ate goals. 2 negotiatio . n.

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8uring which stage of team development should the team leader help clarif' team roles$ norms$ and values< A. Adj our nin g &tormi ng ormi ng 1erfor ming 7ormi ng

= . C . 8 . 2 .

8uring which stage of team development does team unit' emerge< A. = . C . 8 . 2 . orm ing &tormin g 1erformi ng 7ormin g Adjourni ng

8ale(s work team is beginning to resolve its conflicts and consensus is developing on such things as members( roles. 8ale(s team is in which stage of team development< A. = . C . 8 . 2 . 7or min g ormin g &tormin g 1erformi ng 6eformi ng

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8uring the ????? stage of team development$ the major emphasis is on task accomplishment. A. = . C . 8 . 2 . for min g perfor ming achiev ing normi ng stormi ng

Iristen$ in her role as team leader$ has recentl' switched her st'le from one of clarif'ing team roles to one of emphasi+ing task accomplishment. -er change was driven b' a desire to keep pace with her team$ which has evolved from the ????? stage to the ????? stage of team development. A. = . C . 8 . 2 . forming$ storming storming$ performing performing$ adjourning norming$ performing storming$ reforming

5nce some teams have evolved to the ????? stage of team development$ task performance is no longer the top priorit'. A. = . C . 8 . 2 . perf orm ing stormi ng adjourn ing normin g achievi ng

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&'lvia is a member of a team that uses e-mail$ instant messaging$ and blogging to communicate. Although she sees members of her team on breaks and at lunch$ &'lvia does not interact with them face-to-face in a professional setting. &'lviaHs team can best be described as a@ A. =. C. 8. 2 . project team. global team. focus group. virtual team. self-directed team.

red$ a software engineer$ is in charge of scrutini+ing electronic communication patterns as part of his role within a virtual team at work. redHs role fulfills which virtual team practice< A. Fsing technolog' to build relationships = &haping culture through technolog' . C :onitoring progress and rewards . 8. Administering rewards 2 Fsing global teams to develop . technolog' 8arren and his team have just finished 1roject A$ and are preparing to disband. 8arren and his team are in the ????? stage of team development. A. = . C . 8 . 2 . form ing stormin g normin g performi ng adjourni ng

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????? is the e*tent to which team members are attracted to the team and motivated to remain in it. A. = . C. 8 . 2 . 7or ming Commitm ent Caring Cohesive ness Leadershi p.

????? increases team cohesiveness. A. =. C. 8. 2 . 2*ternal competition &hared goals Team success All of these &hared goals and team success

The ????? the team interacts$ the ????? cohesive the team. A. less$ more = more$ . more C more$ less . 8 all of . these 2 none of . these 0hich of the following statements is true< A. =. C. 8. 2 . :orale is higher in cohesive teams. 1roductivit' is lower in cohesive teams. &atisfaction is lower in cohesive teams. :orale alwa's suffers in cohesive teams. Absenteeism rates are substantiall' higher with cohesive teams.

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0hich of the following is 75T a characteristic of team structure and conte*t influence cohesiveness< A. 1ersonal attraction to the team = 1roductivit' e*pectations . C. &hared goals 8. Team interaction 2 All of these are . components 0hich of the following is a standard of conduct that is shared b' team members and guides their behavior< A. = . C. 8. 2 . Leade rship Cohesivene ss 7orm Attitude 7one of these

Andrea is team leader of the focus group at her organi+ation. 9n the past$ the group was plagued b' lack of cooperation and disrespect. Toda'$ she told team members that if an'one tried to undermine another member$ that person would be kicked off the team. This is an e*ample of aAnB@ A. = . C . critical event. e*plicit statement. e*periential carr'over.

8 implied norm. . 2 accommodatio . n.

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9nfoTech(s new product team has a norm of backing up each of their computer(s hard drives at the end of each working da'. This norm developed because one da' a computer virus infected the team(s computer network and destro'ed man' important computer files. The cause of this norm was clearl'@ A. an e*plic it statem ent. = carr'over . behaviors. C. 8 . 2 . primac'. a critical event. none of these.

0hich of the following brings norms into the team from outside< A. Crit ical eve nts = 1rima . c' CCarr'ov er behavio rs 82*plicit stateme nts 2 6ecen . c'

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5nce a month$ the top managers at 4eorge(s 4reenhouse make a point of meeting with the work teams in their respective divisions in order to communicate to them the organi+ation(s priorities$ goals$ and needs. This is an e*ample of top management attempting to influence team norms through@ A. e*pli cit state ment s. primac'.

= . C carr'over behaviors. 8 critical . events. 2 all of . these.

:anaging team ????? is the most important skill re3uired for effective team management. A. = . C. 8 . 2 . norms cohesivene ss conflict membershi p none of these

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????? means that the first behaviors that occur in a team often set a precedent for later team e*pectations. A. Crit ical eve nts = 1rima . c' CCarr'ov er behavio rs 82*plicit stateme nts 2 6ecen . c' The tendenc' for people to be so committed to a cohesive team that the' are reluctant to e*press contrar' opinions refers to ?????. A. brains torm brain dump group innovation groupthink

= . C . 8 . 2 group . an*iet'

The competing st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness. A. = . C . 8. 2 . high$ high high$ low low$ high low$ low low$ medium

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The avoiding st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness. A. = . C . 8. 2 . high$ high high$ low low$ high low$ low low$ medium

The accommodating st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness. A. = . C . 8. 2 . high$ high high$ low low$ high low$ low low$ medium

At 29 9ndustries$ teams of product developers coordinate their work electronicall' at the 7orth American$ 2uropean$ and Asian sites to coincide with peak operating hours at each location. &uch teams are referred to as a ?????. A. =. C. 8. 2 . project team committee focus group global team self-directed team

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All the following are conflict handling st'les discussed in 'our te*t 2CC21T@ A. =. C. 8 . 2 . competin g st'le. assertive st'le. avoiding st'le. accommodating st'le. compromising st'le.

The ????? conflict resolution st'le is best when maintaining harmon' is important. A. com petin g st'le = collaborat . ing st'le C accommo dating st'le 8 avoiding . st'le 2 comprisi . ng The collaborating st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness. A. = . C . 8. 2 . high$ high high$ low low$ high low$ low low$ medium

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All of these behaviors are consistent with the role of a task specialist 2CC21T@ A. see k info rma tion . initiati on. summa ri+e. compro mise.

= . C . 8 .

2 energi+ . e. ????? are goals that cannot be attained b' a single part'. A. = . C . 8 . 2 . Conflict goals :ission-driven goals &uperordinate goals Competitive goals 2*traordinar' goals

Carmen(s group found itself unable to handle a conflict. The group decides to bring in an outside consultant to discuss the conflict with both sides and work toward a resolution. The group is using@ A. = . C. 8 . 2 . =AT7A. a bargaining +one. mediation. integrative negotiation. distributive negotiation.

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A competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part'$ is called@ A. = . C. 8 . 2 . =AT7A. a bargaining +one. mediation. integrative negotiation. distributive negotiation.

????? is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. A. = . C. 8 . 2 . =AT7A A bargaining +one :ediation 9ntegrative negotiation 8istributive negotiation

0hich of the following is 75T one of the four ke' strategies for achieving a win-win solution through negotiation< A. &eparate the people from the problem =. ocus on interests C 4enerate man' alternatives . for mutual gain 8 9nsist that results be based on . objective standards 2 Ieep the demands at the . center

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Scenario - Malcolm Bagget :alcolm =agget has been working as a production emplo'ee for the last three 'ears. -is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building. 5ne of :alcolm(s co-workers$ 8ann' 7ewcomber$ is great at reducing tension b' telling jokes and in other wa's drawing off emotions when the group atmosphere is tense. Additionall'$ 8ann' can be counted on to energi+e b' stimulating the team into action when the interest drops. 8ann' is demonstrating which of these<
a. b. c. d. e. The task and socioemotional role The socioemotional role The participator role 7one of these

The task special

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Scenario - Malcolm Bagget :alcolm =agget has been working as a production emplo'ee for the last three 'ears. -is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building. 0hen :alcolm(s team encounters the establishment of order and cohesion with the leader helping to clarif' team roles and values$ then his team is in the developmental stage of team development of ?????.
a. b. c. d. e. forming storming norming performing adjourning

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Scenario - Malcolm Bagget :alcolm =agget has been working as a production emplo'ee for the last three 'ears. -is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building. :alcolm has developed strong task skills and has normall' taken the role of task specialist. -is task specialist behaviors will include all of the following 2CC21T@
a. b. c. d. e. initiating. summari+ing. compromising. energi+ing. all of these are included as task specialist behaviors.

AAnB ????? is a unit of two or more people who interact and coordinate their work to accomplish a specific goal. ???????????????????????????????????????? ????? refers to the tendenc' for the presence of others to enhance an individual(s motivation and performance. ???????????????????????????????????????? A manager can put together aAnB ????? of people$ but never build aAnB ?????. ???????????????????????????????????????? AAnB ????? is composed of a manager and his or her subordinates in the formal chain of command. ???????????????????????????????????????? #/

AAnB ????? team is composed of emplo'ees from about the same hierarchical level but from different areas of e*pertise. ???????????????????????????????????????? A long-lasting$ sometimes permanent team in the organi+ation structure created to deal with tasks that recur regularl' is called aAnB ?????. ???????????????????????????????????????? A team created outside the formal organi+ation to undertake a project of special importance or creativit' is known as aAnB ?????. ???????????????????????????????????????? A goal that cannot be reached b' a single part' is called aAnB ?????. ???????????????????????????????????????? The term ????? refers to a team member who attains benefit from team membership but does not do a proportionate share of the work. ???????????????????????????????????????? AAnB ????? is a team member who attains benefits from team membership but does not activel' participate in and contribute to the team(s work. ???????????????????????????????????????? ????? pertains to the team(s abilit' to meet the personal needs of its members. ???????????????????????????????????????? The 3ualit' and 3uantit' of task outputs as defined b' team goals is known as ?????. ???????????????????????????????????????? ????? are created b' the organi+ation as part of the formal organi+ation structure. ???????????????????????????????????????? ????? teams t'picall' consist of % to !/ multiskilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service. ???????????????????????????????????????? 9n aAnB ????? team$ team members take over managerial duties. ????????????????????????????????????????

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AAnB ????? team uses computer technolog' and groupware so that geographicall' distant members can collaborate on projects and reach common goals. ???????????????????????????????????????? ????? can present enormous challenges for team leaders$ who have to bridge gaps of time$ distance$ and culture. ???????????????????????????????????????? The ideal si+e of work teams is often thought to be ?????. ???????????????????????????????????????? A role in which the individual devotes personal time and energ' to helping the team accomplish its task is called aAnB ????? role. ???????????????????????????????????????? A role in which the individual provides support for team members( emotional needs and social unit' is called aAnB ????? role. ???????????????????????????????????????? The ????? stage of development is a period of orientation and getting ac3uainted. ???????????????????????????????????????? 8uring the ????? stage of team development$ individual personalities emerge. 1eople become more assertive in clarif'ing their roles and what is e*pected of them. ???????????????????????????????????????? 8uring the ????? stage of team development$ conflict is resolved$ and team harmon' and unit' emerge. ???????????????????????????????????????? 8uring the ????? stage of team development$ the major emphasis is on problem solving and accomplishing the assigned task. ???????????????????????????????????????? ????? is the stage of team development in which members prepare for the team(s disbandment. ???????????????????????????????????????? ?????$ ?????$ and ????? are the three characteristics of team structure and conte*t influence cohesiveness. ????????????????????????????????????????

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AAnB ????? is a standard of conduct that is shared b' team members and guides their behavior. ???????????????????????????????????????? As one of the four common wa's in which norms develop in teams$ ????? come from a team(s histor' and establish important precedents. ???????????????????????????????????????? As one of the four common wa's in which norms develop in teams$ ????? means that the first behaviors that occur in a team often set a precedent for later team e*pectations. ???????????????????????????????????????? As one of the four common wa's in which norms develop in teams$ ????? bring norms into the team from the outside. ???????????????????????????????????????? As one of the four common wa's in which norms develop in teams$ ????? are used b' leaders or team members to initiate norms b' articulating them to the team. ???????????????????????????????????????? ????? is defined as the e*tent to which members are attracted to the team and motivated to remain in it. ???????????????????????????????????????? The antagonistic interaction in which one part' attempts to thwart the intentions or goals of another is known as ?????. ???????????????????????????????????????? ????? negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. ???????????????????????????????????????? ????? negotiation is a competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part'. ???????????????????????????????????????? The ????? st'le to handle conflict involves a high degree of assertiveness and a low degree of cooperation. ???????????????????????????????????????? The ????? st'le to handle conflict involves a high degree of assertiveness and a high degree of cooperation. ???????????????????????????????????????? #"

List the five behaviors associated with the task specialist role.

List the five stages of team development.

List the four wa's team norms develop.

According to 'our te*t$ list three factors that can cause people to engage in conflict.

0hat are the three ke' components of the author(s definition of a team<

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8iscuss the differences between groups and teams.

8escribe the three t'pes of formal teams.

0hat are self-directed teams< =riefl' discuss three characteristics or elements of self-directed teams.

8escribe the stages of team development.

8iscuss the determinants of team cohesiveness and its conse3uences.

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=riefl' discuss the various st'les that can be used to handle conflict.

8iscuss the differences between distributive and integrative negotiation. 8escribe the steps for achieving a win-win solution with integrative negotiation.

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Chapter 18--Leading Teams Ie'


1. T6F2 !. AL&2 ". T6F2 #. AL&2 %. T6F2 ). AL&2 ,. AL&2 8. T6F2 .. AL&2 1/. T6F2 11. AL&2 1!. AL&2 1". T6F2 1#. AL&2 1%. AL&2 1). T6F2 1,. AL&2 18. T6F2 1.. T6F2 !/. T6F2 !1. AL&2 !!. T6F2 !". T6F2 !#. AL&2 !%. T6F2 !). T6F2 !,. T6F2 AL&2 AL&2 AL&2

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T6F2 AL&2 T6F2 AL&2 T6F2 T6F2 AL&2 AL&2 T6F2 T6F2 T6F2 AL&2 AL&2 T6F2 AL&2 T6F2 AL&2 T6F2 AL&2 T6F2 = C A = C A = A = 8 = C = C

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= A A 2 8 8 = C = avoiding compromising accommodating mediation = 2 2 8 = = 8 C 8 C A 8 = 8 C A 8 A 2 = =

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C C = = 2 8 A = 8 C 8 C 2 8 8 = A = C = 8 C A C = 8 = 8 C 8 = C A 8

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C C 2 8 2 b c c team &ocial facilitation groupG team vertical team functional committee special purpose team superordinate goal free rider free rider &atisfaction productive output ormal teams &elf-directed self-directed virtual 4lobal teams % or five task specialist socioemotional forming storming norming performing Adjourning Team interactionG shared goalsG personal attraction to the team

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team norm critical events primac' carr'over behaviors e*plicit statements Team cohesiveness conflict 9ntegrative 8istributive competing collaborating The five behaviors are A1B initiation$ A!B give opinions$ A"B seek information$ A#B summari+e$ and A%B energi+e. The five stages are A1B forming$ A!B storming$ A"B norming$ A#B performing$ and A%B adjourning. A1B Critical events$ A!B primac'$ A"B carr'over behaviors$ and A#B e*plicit statements. The si* factors are A1B scarce resources$ A!B communication breakdown$ and A"B goal differences. The three ke' components are A1B two or more people are re3uired$ A!B the people in the team must have regular interaction$ and A"B people in the team share a specific performance objective. A team is a t'pe of group$ but the terms are not interchangeable. The use of the word team implies a sense of shared mission and responsibilit'. There are other differences as well. 9n a team situation$ leadership is usuall' shared or rotated and there is both individual and mutual accountabilit'. 9n a group situation$ leadership is concentrated in a single person and there is onl' individual accountabilit'. inall'$ groups tend to focus on individual work products$ teams on collective products. ;ertical teams$ also called functional teams and command teams$ are composed of a manager and his>her subordinates in the organi+ation(s formal chain of command. -ori+ontal teams are composed of emplo'ees from about the same hierarchical level but from different areas of e*pertise. Task forces and committees are the two most common t'pes. &pecial-purpose teams$ also called project teams$ are created from outside the formal organi+ation to undertake a project of special importance or creativit'. &elf-directed teams$ normall' evolving from problem solving teams in mature companies$ are teams of five to twent' multiskilled workers who can rotate jobs and produce an entire product or service. There is a high level of cross training so the members can perform one another(s jobs. The team eliminates barriers between departments$ enabling e*cellent coordination. The team is given access to resources including information$ e3uipment$ machiner'$ and supplies needed to complete the entire task. inall'$ the team is empowered with the decision making authorit' to select new members$ solve problems$ spend mone'$ monitor results$ and plan for the future. The first stage$ forming$ is a period of orientation and getting ac3uainted. Fncertaint' is high in this stage. The second stage is storming. 9t is when individual personalities emerge and conflict and disagreements occur. 8uring the third stage$ norming$ conflict is resolved$ and team harmon' and unit' emerge. This is when leader and member roles are developed. The fourth stage$ performing$ has a major emphasis on problem solving and accomplishing the assigned task. The last stage is adjourning. This stage occurs in committees$ task forces$ and teams that have a limited task to perform and are disbanded afterward. 2mphasis is placed on wrapping up and gearing down$ instead of task performance$ like in the other stages. 8eterminants of team cohesiveness go in two categories@ 1. Team structure which includes team interaction$ shared goals$ and personal attraction to the team. !. Team conte*t which include the presence of competition$ and team success and the favorable evaluation of the team b' outsiders.

Conse3uences of team cohesiveness also fall into two categories@ 1. :orale@ 9n general$ morale is higher in cohesive teams because of increased communication among members$ a friendl' team climate$ maintenance of membership because of commitment to the team$ lo'alt'$ and member participation in team decisions and activities. -igh cohesiveness has almost uniforml' good effects on the satisfaction and morale of team members.

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Team productivit'@ 6esearch findings are mi*ed. irst$ in a cohesive team$ members( productivit' tends to be more uniform. Cohesive teams have the potential to be productive$ but the degree of productivit' depends on the relationship between management and the working team.

There are five st'les for dealing with conflict. These st'les are based on two dimensions@ the individual(s desire to satisf' his or her own concern AassertivenessB versus the other part'(s concern AcooperativenessB. A competing st'le is based on a high degree of assertiveness and a low degree of cooperativeness. 9t should be used when 3uick$ decisive action is needed. An avoiding st'le reflects a low concern with both assertiveness and cooperativeness. 9t is appropriate in a number of situations$ including when the issue in conflict is minor. A compromising st'le is based on a moderate amount of both dimensions and is appropriate when both sides have e3ual power and want to split the difference. An accommodating st'le reflects a high degree of cooperativeness and a low degree of assertivenessG it is appropriate$ for e*ample$ when people think the' are wrong. The collaborating st'le is based on a high degree of both dimensions and enables both parties to win$ although it ma' re3uire hard work to reach an agreement. 8istributive negotiation is a competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part'. 9ntegrative negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. The steps for achieving a win-win solution with integrative negotiation include@ 1. separate the people from the problem !. focus on interests$ not current demands ". generate man' alternatives for mutual gain #. insist that results be based on objective standards

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