Mgt 3680 Midterm 3

Front 1

TRUE/FALSE In the 1980s, General Electric showed thatempowering workers to work in teams can be a profitable venture.

Back 1

TRUE

Front 2

A group is a cohesive coalition ofpeople working together to achieve mutual goals while a team is a collection ofindividuals who interact with each other such that one person’s actions have animpact on another’s.

Back 2

FALSE

Front 3

Tuckman’s Group Development Stage Modelsequences group evolution in the following order: forming to norming to storming to performing.

Back 3

FALSE

Front 4

The forming stage of group developmentinvolves member examination of such questions as “What will my role be?” and“Will I be accepted?

Back 4

TRUE

Front 5

The appointed leader is often tested duringthe performing phase of group development.

Back 5

FALSE

Front 6

Becausethe storming stage is a very chaotic one, many groups get stuck in that phaseof group development.

Back 6

TRUE

Front 7

Thenorming stage of group development involves the establishment of ground rulesfor the group and an increased commitment to other members and the group goal.

Back 7

TRUE

Front 8

Theperforming stage of group development involves attention to work content andprocess.

Back 8

TRUE

Front 9

Theadjourning stage of groups is seldom met with any emotional feelings or concern.

Back 9

FALSE

Front 10

Thepunctuated equilibrium model proposed by Connie Gersick is a linear model.

Back 10

FALSE

Front 11

Thepunctuated equilibrium model suggests that groups remain static for longperiods of time experiencing only incremental change and radical, revolutionarychange occurs in brief, punctuated bursts that provide opportunity forinnovation.

Back 11

TRUE

Front 12

Generallyspeaking, the more cohesive a group is, the less productive it is because thepreservation of individual feelings supersedes any task oriented role.

Back 12

FALSE

Front 13

Themore similar group members are with regard to age, gender, education, and skillset, the more cohesive the group will be.

Back 13

TRUE

Front 14

Groupswith high group cohesion and high task commitment generally have highperformance.

Back 14

TRUE

Front 15

Collectiveefficacy is generally influenced by verbal persuasion, group observation, andpay level.

Back 15

FALSE

Front 16

Processloss is any aspect of group interaction that inhibits group functioning.

Back 16

TRUE

Front 17

Thekey properties of a true team are collaborative action, sacrifice for thecommon good, and compensation based upon individual outcomes.

Back 17

FALSE

Front 18

Researchevidence exists to demonstrate that teams can reduce labor costs, increaseproduct quality, and raise revenues.

Back 18

TRUE

Front 19

Ifa variety of knowledge, skills, and abilities is needed, if feedback fromdifferent organizational groups is needed, if tasks are largely independent,and if wide cooperation is needed to achieve mutual goals, then a team isneeded.

Back 19

FALSE

Front 20

Ideageneration tasks include coming up with plans for actions and making decisions.

Back 20

FALSE

Front 21

Pooledinterdependence is when team members work independently and combine theirefforts to create the team’s output.

Back 21

TRUE

Front 22

Reciprocalinterdependence exists when team members work on tasks simultaneously

Back 22

TRUE

Front 23

Taskroles in a group include consul, cooperator, and completer.

Back 23

FALSE

Front 24

Socialroles in a group or team include cooperator, communicator, and calibrator.

Back 24

TRUE

Front 25

Atask force is a temporary team charged with addressing a specific problem orissue until it is resolved.

Back 25

TRUE

Front 26

Virtual teams represent specialmanagement challenges because of issues related to trust and communication.

Back 26

TRUE

Front 27

A firm’s top management team oftenrepresents a variety of functional areas.

Back 27

TRUE

Front 28

Succession planning is theidentification of future members of a top management team.

Back 28

TRUE

Front 29

Empowered teams have the responsibilityand authority to achieve their goals.

Back 29

TRUE

Front 30

The difference between a self-managedand self-directed team is that the leader in the self-managed team has lessdecision-making responsibility.

Back 30

TRUE

Front 31

As a rule of thumb, a good size for ateam is between two and twenty members.

Back 31

TRUE

Front 32

Norms are shared expectations about howthings operate within a group or team.

Back 32

TRUE

Front 33

An effective way of dealing withoverbearing behavior is to evaluate the balance of participation by teammembers.

Back 33

TRUE

Front 34

When team members are found to be poorperformers due to a lack of ability, the team is likely to try and train theindividual.

Back 34

TRUE

Front 35

Research suggests that sometimesreplacing a hierarchy with self-managing teams decreases control overindividual workers.

Back 35

FALSE

Front 36

Collectivist societies value individualachievements over interpersonal relationships.

Back 36

FALSE

Front 37

People in high power distance countriesexpect unequal power distribution and greater stratification in economic,social, and political settings.

Back 37

TRUE

Front 38

The meaning of teamwork differs acrosscultures.

Back 38

TRUE

Front 39

General Electric generated more wealththan any other company in the history of the world from the early 1980s until2000. All of the following are contributing factors to this success EXCEPT

a. providing employees with the highest payin the industry.

b. providing ample support to team members so that all efforts were focused on the work of the team.

c. providing high level training to teams.

d. providing teams the opportunity to“self-manage.”

Back 39

A. Providing employees with the highest pay in the industry.

Front 40

An informal work group is

a. a collection of individuals who interactwith each other such that one person’s actions have an impact on the others.

b. made up of managers, subordinates, orboth, with close associations among group members that influence the behaviorof individuals in the group.

c. made up of two or more individuals whoare associated with one another in ways not prescribed by the formalorganization.

d. a cohesive coalition of people workingtogether to achieve mutual goals.

Back 40

C. Made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization.

Front 41

A group is

a. a collection of individuals who interactwith each other such that one person’s actions have an impact on the others.

b. made up of managers, subordinates, orboth with close associations among group members that influence the behavior ofindividuals in the group.

c. made up of two or more individuals whoare associated with one another in ways not prescribed by the formalorganization.d. a cohesive coalition of people workingtogether to achieve happiness.

Back 41

A. A collection of individuals who interact with each other such that one person’s actions have an impact on the others.

Front 42

To successfully facilitate a group, aleader needs to move through a series of leadership styles over time. Which ofthe following styles is the FIRST a successful group leader should exhibit?a. delegatorb. directorc. coordinatord. coach

Back 42

b. director

Front 43

Which of the following leadership stylesbest serves a successful group as it has evolved to its final stages?a. directorb. coordinatorc. coachd. delegator

Back 43

B. coordinator

Front 44

Which of the following is the orderTuckman proposes for group development stages?a. forming, norming, storming, performing,and adjourningb. forming, storming, performing, norming,and adjourningc. forming, performing, storming, norming,and adjourningd. forming, storming, norming, performing,and adjourning

Back 44

d. forming, storming, norming, performing, and adjourning

Front 45

What is the second stage in Tuckman’sfour-stage map of group evolution?a. normingb. stormingc. formingd. performing

Back 45

b. storming

Front 46

1. What was the final stage that Tuckmanadded to his enhanced group development model?a. formingb. normingc. adjourningd. storming

Back 46

C. adjourning

Front 47

Which of stage in Tuckman’sforming-storming-norming-performing model is characterized by the establishmentof ground rules and operating procedures and goals by group participants?a. formingb. stormingc. normingd. performing

Back 47

C. norming

Front 48

Which stage of Tuckman’s groupdevelopment model is characterized by general information sharing?a. stormingb. normingc. performingd. forming&T*U2ӝ{

Back 48

D. Forming

Front 49

Tuckman’s forming stage is characterizedby a. uncertainty, with observant, conflictavoidant group members who are trying to achieve several goals at once.b. competent group members who work interdependentlyas part of a greater entity.c. chaos with group members exploring powerand influence roles.d. high energy with group members committedto each other and the overall goal.

Back 49

A. uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once.

Front 50

1. The norming stage in Tuckman’s model ofgroup evolution featuresa. uncertainty, with observant, conflictavoidant group members who are trying to achieve several goals at once.b. competent group members who workinterdependently as part of a greater entity.c. chaos with group members exploring powerand influence roles.d. high energy with group members committedto each other and the overall goal.

Back 50

D. high energy with group members committed to each other and the overall goal.

Front 51

Tuckman’s five stage group evolutionmodel asks which of the following questions in the performing stage?

a. Are we using appropriate information onthis task? b. Will I be accepted? c. Why do I have to listen to you?d. Can you help me plan this project?

Back 51

a. Are we using appropriate information on this task?

Front 52

1. Which of the following questions mightbe asked during the norming stage of Tuckman’s five-stage group evolutionmodel?a. Are we using appropriate means toaddress differences so that conflicts can be avoided?b. Will I be successful at completing thistask? c. I wonder what the other people in thisgroup are like?d. Can you help me with this section of theproject?l>�W2R�P

Back 52

A. Are we using appropriate means to address differences so that conflicts can be avoided?

Front 53

Group members in the norming stagea. not only get the work done, but theyalso pay greater attention to how they are doing it.b. begin to explore their power andinfluence.c. find it easy to establish their ownground rules.d. try to figure out who likes whom.

Back 53

C. find it easy to establish their own ground rules.

Front 54

1. Which of the following statements iscorrect with regard to the forming stage of group development?a. Leadership does not matter at thisstage.b. Group members are trying to learn aboutone another.c. Group members are cohesive andcooperative.d. Group members are trying to clarify whatneeds to be done and who needs to do it.

Back 54

B. Group members are trying to learn about one another.

Front 55

1. All of the following statementscharacterize a group at the storming stage EXCEPTa. the group is competent, autonomous, andinsightful.b. the group’s members are forming cliquesc. the group members are argumentative.d. group discussions may be heated.

Back 55

A. the group is competent, autonomous, and insightful.

Front 56

1. Michael is part of an organizationalbehavior project group. The group decided on the overall theme of its projectand individual members are now completing specific sections of the project.Michael has been e-mailing Rachel almost every day asking her opinion onvarious parts of his section. The group tends to sit together in class and theyhave even decided to go out for coffee after class next Tuesday. What phase ofgroup development is Michael’s group in?a. stormingb. adjourningc. formingd. performing

Back 56

D. performing

Front 57

1. Jennifer has been very emphatic in hercomments supporting the new addition to the product line. Christopher has beenequally spirited in his opposition to the new item. Gordon and Antonio seem tobe leaning to Jennifer’s perspective while Marques supports Christopher. Thediscussion about the product has consumed the last hour of the meeting of themarketing group. At what stage of Tuckman’s model does this group seem to befunctioning?a. forming.b. storming.c. norming.d. performing.

Back 57

B. storming.

Front 58

1. Which of the following is NOT arecommended step to take to avoid getting stuck in the storming phase ofTuckman’s group development?a. Make sure to limit discussions anddiscussants. It is not productive to re-hash all the same points over and over.b. Do not rush the group’s development. Ittakes time to get things right.c. Normalize conflict. Conflict is normaland can be cathartic.d. Support all group members. Do not allowanyone to feel insecure as he or she operates in the group.(a) Easy/Analysis

Back 58

a. Make sure to limit discussions and discussants. It is not productive to re-hash all the same points over and over.

Front 59

1. Which of the following statementsregarding Gersick’s punctuated equilibrium model is INCORRECT?a. The model views group development as alinear process.b. Generally groups are static in theirorientation.c. For most periods of time in groups,change is incremental.d. While disruption, chaos and conflict areseen as inevitable in a group, those events can represent opportunities forinnovation.

Back 59

A. The model views group development as a linear process. b.

Front 60

According to Gersick’s punctuatedequilibrium model, groups repeatedly cycle through which two stages?

a. storming and norming.

b. forming and performing.

c. forming and norming.

d. storming and performing.

Back 60

D. storming and performing.

Front 61

1. Which of the following statements regardingGersick’s study of punctuated equilibrium is correct?a. Most change in groups is characterizedby periods of revolutionary chaos.b. All groups are able to readily adapt tonew environments that arise due to change.c. The punctuated equilibrium model iscyclical in nature.d. Groups generally cycle through theStorming and Norming stages of group development.

Back 61

C. The punctuated equilibrium model is cyclical in nature.

Front 62

1. A group where there is a great deal ofcamaraderie is a group experiencinga. group action.b. cohesion.c. social loafing.d. collective efficacy.

Back 62

b. cohesion.

Front 63

1. Characteristics of cohesive groupsinclude all of the following EXCEPTa. having a collective identity.b. working together on a meaningful task.c. having a random pattern ofcommunication.d. having a desire to remain as a member ofthe group.

Back 63

C. having a random pattern of communication.

Front 64

1. Which of the following is NOT afundamental factor impacting a group’s cohesion?a. sizeb. heightc. supportd. stability

Back 64

B. height

Front 65

1. Which of the following statementsrelated to fundamental factors affecting a group’s cohesion is correct?a. The larger a group, the more cohesive itis likely to be.b. The more similar group members are, themore cohesive the group is likely to be.c. The more coaching group members receive,the less cohesive the group is likely to be.The less time a group has stayed together, themore cohesive a group is likely to be.T2xޝl

Back 65

B. The more similar group members are, the more cohesive the group is likely to be.

Front 66

1. Marina is encouraging her sororitysisters to function as a cohesive group. She lists all of the following asbenefits EXCEPTa. you will have greater self-confidence andself-esteem if you are a regular part of the group.b. if you are experiencing stress, as youmight during finals week, you can depend on your sisters to help get youthrough.c. if you experience a personal tragedy orchallenge, your sisters will help you cope.d. If you are part of the sorority, you donot have to attend meetings and events often because you can depend on yoursisters to cover for you.

Back 66

d. If you are part of the sorority, you do not have to attend meetings and events often because you can depend on your sisters to cover for you.

Front 67

1. Eduardo is the new manager of GreatCorporation. He is sitting at his desk and writing down a list of steps that hecan follow to create and maintain a cohesive work group. Which of the followingdoes NOT appear on that list?a. Celebrate differences so eachindividual’s contribution is noticed.b. Give praise sparingly; if it is giventoo often, it loses its luster.c. Create some regular, common rituals likeFriday morning coffee.d. Let group members have choices insetting their goals.

Back 67

B. Give praise sparingly; if it is given too often, it loses its luster.

Front 68

1. Symptoms of too much cohesion include a. failures are blamed on external factors.b. internal pressures to question thestatus quo.c. greater questioning of externalconstraints.d. tolerance for deviants.

Back 68

A. failures are blamed on external factors.

Front 69

1. Which group would be the most effectivefrom a performance standpoint?a. A group with low task commitment and lowgroup cohesion.b. A group with high group cohesion and lowtask commitment.c. A group with high task commitment andlow group cohesion.d. A group with high group cohesion andhigh task commitment.

Back 69

d. A group with high group cohesion and high task commitment.

Front 70

1. Michael’s group is very cohesive andvery committed to the task at hand. What is their likely performance level?a. low performanceb. high performance if they do not valueperformance c. average performanced. high performance if they valueperformance

Back 70

d. high performance if they value performance

Front 71

1. Collective efficacy isa. a tendency of individuals to put in lesseffort when working in a group context.b. a group’s perception of its ability toperform well.c. a group pressure phenomenon thatincreases the risk of the group making flawed decisions.d. the degree of camaraderie within thegroup.

Back 71

B. a group’s perception of its ability to perform well.

Front 72

1. Collective efficacy isa. the tendency of individuals to put inless effort when working in a group context.b. the degree of camaraderie within thegroup.c. any aspect of group interaction thatinhibits group functioning.d. a group’s perception of its ability tosuccessfully perform well.

Back 72

D. a group’s perception of its ability to successfully perform well.

Front 73

1. Collective efficacy is influenced by allof the following factors EXCEPTa. how a person feels about the team.b. ties to the organizationc. watching others.d. verbal persuasion.

Back 73

B. ties to the organization

Front 74

1. A group is

a. a temporary team that addresses aspecific problem or issue until it is resolved.

b. a cohesive coalition of people workingtogether to achieve mutual goals.

c. a collection of individuals who interactwith each other such that one person’s actions have an impact on the others.

d. teams where members are not located inthe same physical space.

Back 74

(c) a collection of individuals who interactwith each other such that one person’s actions have an impact on the others.

Front 75

1. How does a group differ from a team?

a. A group is a cohesive coalition ofpeople; a team is a collection of people.

b. In a group, individuals have personalagendas. In a team, personal agendas are totally suppressed.

c. Groups are smaller than teams.

d. A group is often a collection of peopleworking independently on their own goals; a team is assembled to accomplishcomplex goals.

Back 75

D. A group is often a collection of peopleworking independently on their own goals; a team is assembled to accomplishcomplex goals.

Front 76

1. How does a team differ from a group?

a. A team is focused on joint goals; agroup often has a collection of individual goals.

b. A team involves the simple sum ofindependent actions of individuals; a group involves the integrated,collaborative actions of the collective of people.

c. A team has personal agendas; a group hasa shared vision.

d. A team has compensation based uponindividual outcomes; a group has compensation based upon shared outcomes.

Back 76

A. A team is focused on joint goals; a group often has a collection of individual goals.

Front 77

1. Process loss

a. is a group pressure phenomenon thatincreases the risk of the group making a flawed decision.

b. is a group’s perception of its abilityto successfully perform well.

c. refers to any aspect of groupinteraction that inhibits group functioning.

d. is the tendency for individuals to putin less effort when working in a group context.

Back 77

c. refers to any aspect of group interaction that inhibits group functioning.

Front 78

1. All of the following are key propertiesof a team EXCEPT

a. compensation based on shared outcomes.

b. collaborative action.

c. clear simple goals.

d. sacrifice for the common good.

Back 78

C clear simple goals.

Front 79

1. Analyses of companies that utilize teamsindicate some impressive results. Team-based organizations tend to show all thefollowing results but

a. an increase in productivity.

b. a reduction in costs.

c. an increase in revenue.

d. an increase in marketing.

Back 79

d. an increase in marketing.

Front 80

1. Which of the following is a situationwhere a team will NOT be needed in the organization?

a. Tasks to be performed are independent ofone another.

b. The organization benefits from sharedgoals.

c. A variety of skills and abilities areneeded.

d. Wide cooperation is needed.

Back 80

a. Tasks to be performed are independent of one another.

Front 81

1. Teams differ by all of the followingtask classes EXCEPT

a. production tasks.

b. idea generation tasks.

c. development tasks.

d. problem-solving tasks.

Back 81

c. development tasks.

Front 82

1. Arielle is part of a team charged withdeveloping a new name for a product. This is a(n) ________________ task.

a. development

b. production

c. idea generation

d. problem-solving

Back 82

c. idea generation

Front 83

1. Hank is part of a team doing engineeringdesign on a new hybrid automobile. Hank’s team has completed designing the vehicle. His team is now ready to hand off to anotherteam who will be dealing with _____________ tasks.

a. development

b. production

c. idea generation

d. problem

Back 83

b. production

Front 84

1. Problem solving tasks

a. include actually making something suchas a building, product or marketing plan.

b. deal with creative tasks such asbrainstorming a new direction or creating a new process.

c. refer to coming up with plans foractions and making decisions.

d. involve team members working on eachtask simultaneously.

Back 84

c. refer to coming up with plans for actions and making decisions.

Front 85

1. Idea generation tasks

a. include actually making something suchas a building, product or marketing plan.

b. deal with creative tasks such asbrainstorming a new direction or creating a new process.

c. refer to coming up with plans foractions and making decisions.

d. involve team members working on eachtask simultaneously.

Back 85

b. deal with creative tasks such as brainstorming a new direction or creating a new process.

Front 86

1. Task interdependence

a. exists when team members workindependently and simply combine their efforts to create a team’s outputs.

b. refers to one individual’s outputbecoming another’s input.

c. involves team members working on eachtask simultaneously.

d. refers to the degree that team membersare dependent upon one another to get information, support or materials fromother team members to be effective.

Back 86

d. refers to the degree that team members are dependent upon one another to get information, support or materials from other team members to be effective.

Front 87

1. An organizational behavior class hasstudents working in teams. The teams have a final paper due. Maria’s group hasdivided the paper up into sections making each group member responsible for onesection. Maria is responsible for integrating all those sections. The group isorganizing these tasks by using

a. sequential interdependence.

b. pooled interdependence.

c. reciprocal interdependence.

d. outcome interdependence.

Back 87

b. pooled interdependence.

Front 88

1. Nathan’s group is responsible for apresentation on their Human Resource project. The group is meeting this eveningto prepare the presentation. Nathan has never prepared a presentation as partof a group before, and he is hoping that using such ________________interdependence will not take a great deal of time because of sideconversations and general camaraderie among group members.

a. reciprocal

b. outcome

c. sequential

d. pooled

Back 88

a. reciprocal

Front 89

1. Outcome interdependence

a. exists when team members may workindependently and simply combine their efforts to create the team’s output.

b. involves team members working on eachtask simultaneously.

c. refers to the degree that team membersare dependent upon one another to get information, support or materials fromother team members to be effective.

d. is when the rewards that an individualreceives depend on the performance of others.

Back 89

d. is when the rewards that an individual receives depend on the performance of others.

Front 90

1. Task roles include contractor, creator,and

a. cooperator

b. consul.

c. coordinator.

d. completer.

Back 90

d. completer.

Front 91

1. Boundary spanning roles includecoordinator and

a. consul.

b. cooperator.

c. contributor.

d. critic.

Back 91

a. consul.

Front 92

1. Which of the following is a social role?

a. consul.

b. coordinator.

c. calibrator.

d. contractor.

Back 92

c. calibrator.

Front 93

1. Eduardo always challenges team members’positions on various issues discussed in the weekly meeting. Nannette toldEduardo yesterday, “I always have to be prepared when I present ideas to ourteam because I know you will question everything and make us see the other sideof every issue.” Eduardo performs the task role of ____________________ on theteam.

a. creator

b. contributor

c. critic

d. completer

Back 93

c. critic

Front 94

1. The superintendent of the schooldistrict is writing a new mission statement for the district. He is engaged inthe _____________ role.

a. creator

b. contractor

c. communicator

d. calibrator

Back 94

a. creator

Front 95

1. The _____________ role in a team createsdeadlines for the team, schedules production, and sequences tasks.

a. contractor

b. contributor

c. completer

d. creator

Back 95

a. contractor

Front 96

1. Which of the following is NOT correctabout the nature of social roles in a team?

a. If social roles are filled in a firm,groups are more prone to suffer process losses.

b. If social roles are filled in a firm,groups are more cohesive.

c. If social roles are filled in a firm,group members are less likely to engage in social loafing.

d. If social roles are filled in a firm,group members are less likely to have biases.

Back 96

a. If social roles are filled in a firm, groups are more prone to suffer process losses.

Front 97

1. The calibrator role

a. keeps the team on track by suggestingany needed changes to the team’s process.

b. supports those with expertise toward theteam’s goals.

c. uses good listening skills and humor todefuse tense situations.

d. helps transform ideas into action.

Back 97

a. keeps the team on track by suggesting any needed changes to the team’s process.

Front 98

1. Mike listens carefully to the exchangesbetween team members during meetings and is particularly adept at using humorto lighten any tense situations that arise between team members because ofthose exchanges. Mike plays the

a. completer role.

b. communicator role.

c. cooperator role.

d. calibrator role.

Back 98

b. communicator role.

Front 99

1. Because the ________ role involvesgathering information from the larger organization and informing those withinthe organization about team goals, activities and success, it is often filled bythe team manager.

a. coordinator

b. completer

c. consul

d. contractor

Back 99

c. consul

Front 100

1. All of the following are examples oftemporary teams EXCEPT

a. cross-functional team

b. product development team

c. task force

d. self-managed team

Back 100

d. self-managed team

Front 101

1. The special challenges that virtualteams pose for a manager include all of the following EXCEPT

a. building trust with virtual team.

b. not being physically seen by managers.

c. nature of decision making by virtualteam.

nature of communication used with virtual team

Back 101

c. nature of decision making by virtual team.nature of communication used with virtual team

Front 102

1. All of the following statements arecorrect about top management teams EXCEPT

a. Top teams are most effective when thereis limited diversity in their composition.

b. Top management teams generally functionwithout formal rules for team design or structure.

c. Top management teams are important fortheir symbolic roles.

d. Top management teams make decisions onnew products, markets and expansions and divestitures.

Back 102

a. Top teams are most effective when there is limited diversity in their composition.

Front 103

1. Self-managed teams

a. increase the hierarchy in anorganization.

b. operate under goals provided by toplevel management and passed down through the chain of command.

c. have an appointed leader, but can selectindividual team members.

d. can be found at all levels in anorganization.

Back 103

d. can be found at all levels in an organization.

Front 104

1. Self managed teams typically have allthe following goals EXCEPT

a. increased profitability.

b. improved quality.

c. cost reduction.

d. meeting deadlines.

Back 104

a. increased profitability.

Front 105

1. Empowerment means

a. having the responsibility to reachgoals.

b. having the authority to reach goals.

c. having the ability to make decisions.

d. having the responsibility and authorityto reach goals.

Back 105

d. having the responsibility and authority to reach goals.

Front 106

1. A self-directed team

a. manages itself but still has a teamleader and has the potential for low, medium or high autonomy.

b. has a leader who resides outside theteam and has the potential for low, medium or high autonomy.

c. has a leader that resides outside theteam and has the potential for low autonomy.

d. makes all decisions internally aboutleadership and how the work is done and has the potential for high autonomy.

Back 106

d. makes all decisions internally about leadership and how the work is done and has the potential for high autonomy.

Front 107

1. An effective team can be ensured whendecisions are made on all of the following items but

a. team composition.

b. team diversity

c. team size.

All of the above.

Back 107

b. team diversity

Front 108

1. Research on team size suggests

a. groups larger than 20 members are highlyeffective.

b. teams with fewer members are lesseffective at working through differences.

c. larger groups are generally required forvery complex tasks.

d. there is little relationship betweenteam size and performance.

Back 108

c. larger groups are generally required for very complex tasks.

Front 109

1. Which of the following statementsregarding team size and diversity is correct?

a. The more diverse the team, the morelikely the team is to engage in groupthink.

b. The rule of thumb for team size isbetween 10 and 20 members.

c. Teams that believe in the value ofdiversity perform better than those which do not.

d. Teams whose members have complementaryskills are less successful than those with specialized skills.

Back 109

c. Teams that believe in the value of diversity perform better than those which do not.

Front 110

1. Norms are

a. agreements on established ground rules,goals and roles.

b. shared expectations about how thingsoperate within a group or team.

c. formal approaches to decision making inthe group or team.

d. measures of camaraderie in the group orteam.

Back 110

b. shared expectations about how things operate within a group or team.

Front 111

1. To make a team contract meaningful,include all the following sections EXCEPT

a. team compensation.

b. team decision making.

c. team performance.

d. team values.

Back 111

a. team compensation.

Front 112

1. Which of the following items is not akey aspect to ensuring the success of a meeting during the course of thatmeeting?

a. Start the meeting on time.

b. Don’t worry about group dynamics.

c. Manage the group dynamic for fullparticipation.

d. Summarize the meeting with action items.

Back 112

b. Don’t worry about group dynamics.

Front 113

1. All of the following are barriers toeffective teams EXCEPT

a. overly helpful team members.

b. challenges of knowing where to begin.

c. poorly managed team conflict.

d. poor performance of team members.

Back 113

a. overly helpful team members.

Front 114

1. Rodney is a new project team leader.Jerome is chatting with him about some of the problems that could arise andprevent his team from being successful. Jerome offers all the following piecesof advice to overcome barriers to team success EXCEPT

a. floundering often results from a lack ofclear goals; clarify goals from the outset of the project.

b. disagreements among team members may bethe result of long simmering personality conflicts; be aware of them and beprepared to facilitate interaction between them.

c. dominant personalities can only help agroup; let those that are the most vocal have their say.

d. poor performance by a group member couldbe due to a lack of ability; be prepared to train any group members needing it.

Back 114

c. dominant personalities can only help a group; let those that are the most vocal have their say.

Front 115

1. Which of the following statementsregarding ethics and teams is INCORRECT?

a. Research demonstrates that hierarchicalsystems always constrain team members more than a self- managed team does.

b. Self- managed teams are viewed as atechnique to overcome the negative aspects of bureaucracy.

c. Team pressure can be more powerful thanmanagerial control.

d. Team pressure can result in unethicalbehavior by team members.

Back 115

a. Research demonstrates that hierarchical systems always constrain team members more than a self- managed team does.

Front 116

1. Collectivist societies

a. value individual achievement overinterpersonal relationships.

b. have employees who adapt readily toworking in different teams.

c. have employees who evaluate their groupmembers higher than their counterparts in individualistic societies do.

d. value loyalty much less thanindividualistic societies do.

Back 116

c. have employees who evaluate their group members higher than their counterparts in individualistic societies do.

Front 117

1. Which of the following statements regardingpower distance and teams is correct?

a. People in high power distance countriesexpect unequal power distribution in the social, political and economic areas.

b. Countries with high power distance tendto use participative decision making.

c. Countries high in power distance tend touse sports metaphors more often in training than family metaphors.

d. Countries with high power distancedefine the roles of team members very clearly.

Back 117

a. People in high power distance countries expect unequal power distribution in the social, political and economic areas.

Front 118

1. New Seasons is an example of a companywith _________.

a. providing teams the opportunity to“self-manage.”

b. extensive rules driving change.

c. pay for performance.

d. profits driving decisions.

Back 118

a. providing teams the opportunity to “self-manage.”

Front 119

A ___________ is a collection of individuals whointeract with each other such that one person’s actions have an impact on theothers.

Back 119

(group)

Front 120

1. Twoor more individuals who are associated with one another in ways not prescribedby the formal organization are a(n) _____________ _____________.

Back 120

(informalgroup)

Front 121

1. Tuckman’sfour-stage model of group development features the forming-___________-_____________ and performing stages.

Back 121

(storming,norming)

Front 122

1. Inthe _________ stage, group members can be defensive, competitive or jealous.

Back 122

(storming)

Front 123

Many groups get stuck in the _____________ phase

Back 123

(storming)

Front 124

1. Groupmembers establish ground rules and define operating procedures during the___________ phase of Tuckman’s model.

Back 124

(norming)

Front 125

1. The_________ stage was added to Tuckman’s original model and can featureparticipant emotions ranging from victory to grief to insecurity.

Back 125

(adjourning)

Front 126

1. The_______ ____________ model is a cyclical theory that suggests that change ingroups occurs in radical spurts rather than incrementally over time.

Back 126

(punctuatedequilibrium)

Front 127

1. ____________groups have a collective identity, share a sense of purpose, work together onmeaningful tasks, and establish a structured pattern of communication.

Back 127

(Cohesive)

Front 128

1. Agroup’s perception of its ability to successfully perform well is ________________.

Back 128

(collectiveefficacy)

Front 129

1. A________ is a cohesive coalition of people working together to achieve mutualgoals.

Back 129

(team)

Front 130

1. Teamtasks include __________ tasks, ________ __________ tasks and _____________tasks.

Back 130

(production,idea generation, problem-solving)

Front 131

1. _______________________ is where team members work independently on items and thencombine their efforts for a final product while _________ ___________ is whereteam members work on each task simultaneously.

Back 131

(Pooledinterdependence, reciprocal interdependence)

Front 132

1. TheTeam Role Typology suggests that ___________ and ____________ are boundaryspanning roles.

Back 132

(consul,coordinator)

Front 133

1. ___________,______________, and _______________ are three task roles in the Team RoleTypology.

Back 133

(Contractor,creator, contributor, completer, critic)

Front 134

1. Thetask role of ____________ is includes “devil’s advocate” behavior.

Back 134

(critic)

Front 135

1. Thesocial role of ________________ serves to keep the team on track with regard toneeded changes in team process.

Back 135

(calibrator)

Front 136

1. A_________ ____________ is a temporary team that is created to address aspecific problem or issue until it is resolved.

Back 136

(taskforce)

Front 137

1. __________teams are those where members are not located in the same physical place.

Back 137

(Virtual)

Front 138

1. Empoweredteams have the ___________ as well as the __________ to achieve their goals.

Back 138

(responsibility,authority)

Front 139

1. _______________________ teams make alldecisions internally about leadership and how work is done and have thepotential for high autonomy.

Back 139

(Self-directed)

Front 140

1. Shared expectations of how thingsoperate with a group or team are _________.

Back 140

(norms.)

Front 141

1. _______ ___________ include agreementson established ground rules, goals and roles.

Back 141

(Teamcontracts)

Front 142

Alldecisions have major consequences and require much thought

Back 142

(False)

Front 143

1. Programmed decisions are unique,creative decisions.

Back 143

(False)

Front 144

1. Strategic decisions are usually made bymiddle level managers.

Back 144

(False)

Front 145

1. The rational decision-making modellimits the number of alternatives considered.

Back 145

(False)

Front 146

1. Analysis paralysis is when more and moretime is spent on gathering information and thinking about it, but no decisionsare made.

Back 146

(True)

Front 147

1. Innovation and creativity are the samething.

Back 147

(False)

Front 148

1. In the intuitive decision-makingprocess, only one choice is considered at a time.

Back 148

(True)

Front 149

1. The three factors that evaluate thelevel of creativity in the decision-making process are fluency, flexibility,and originality.

Back 149

(True)

Front 150

1. While setting high idea quotas appearsto logically maximize the effectiveness of brainstorming, in reality it hasjust the opposite effect.

Back 150

(False)

Front 151

1. Wildstorming is a process where thegroup focuses on ideas that are impossible and then tries to imagine what wouldneed to happen to make them possible.

Back 151

(True)

Front 152

1. Ingar Skaug, CEO of Wilhelmsen Lines,empowered his employees to make their own decisions when he assumed hisposition at the global maritime company.

Back 152

(True)

Front 153

1. Google is known for having _________.

a. conformity.

b. encourages risk taking and innovation.

c. emotional decision making.

d. making decisions by consensus.

Back 153

b. encourages risk taking and innovation.

Front 154

1. Making choices among alternative coursesof action, including inaction, is

a. decision making.

b. programmed decisions.

c. satisficing.

d. consensus

Back 154

a. decision making.

Front 155

1. Programmed decisions are

a. unique, nonroutine, and important,requiring conscious thinking, information gathering and careful considerationof alternatives.

b. decisions that are made to set thecourse of an organization.

c. a set of parameters against which all ofthe potential options in decision making will be evaluated.

d. ones which occur frequently enough thatan automated response is developed for them.

Back 155

d. ones which occur frequently enough that an automated response is developed for them.

Front 156

1. Mark works as the frozen food manager ina major grocery store chain. When his stock of two-pound bags of frozen shrimpgets down to two cases, he e-mails his warehouse to send ten cases to restock.

The type of decisionMark is making about restocking shrimp is a

a. strategic decision.

b. nonprogrammed decision.

c. programmed decision.

d. tactical decision.

Back 156

c. programmed decision.

Front 157

1. The “automated” ordering of ten caseswhen supply gets to two cases in the store is called a(n)

a. consensus decision.

b. decision rule.

c. alternative.

d. anchor.

Back 157

b. decision rule.

Front 158

1. A unique, nonroutine, important decisionrequiring conscious thinking, information gathering, and careful considerationof alternatives is a(n)

a. programmed decision.

b. operational decision.

c. nonprogrammed decision.

d. decision rule.

Back 158

c. nonprogrammed decision.

Front 159

1. In 2003, six people died from HepatitisA and 660 were sickened after eating at Chi Chi’s, a popular Mexican restaurantin suburban Pittsburgh, Pennsylvania. In the days following the first death,the CEO of the Chi Chi’s chain made a decision to have all restaurant workersand the restaurant itself tested to determine what established the dangerousconditions. (Eventually the hepatitis outbreak was traced to the green onionsin the firm’s salsa.) The decision to order such testing in the crisissituation is an example of

a. a programmed decision.

b. a nonprogrammed decision.

c. a decision rule.

d. a tactical decision.

Back 159

b. a nonprogrammed decision.

Front 160

1. Who is most responsible for makingstrategic decisions?

a. managers

b. engineers

c. low-level employees

d. CEOs.

Back 160

d. CEOs.

Front 161

1. Tactical decisions are generally made by

a. CEOs.

b. engineers.

c. managers.

d. Boards of Directors.

Back 161

c. managers.

Front 162

1. Which of the following questions is anexample of a tactical decision?

a. Should we takeover our competitor?

b. How should we market the new productline?

c. What should I say to the customers aboutour return policy?

d. How will I balance my master’s degreeworkload with my work assignments?

Back 162

b. How should we market the new product line?

Front 163

1. An example of an operational decision is

a. Should we consider a merger with ourbiggest competitor?

b. How often do I go back to the stockroomto get additional products for display?

c. Should we develop a new corporatestructure?

d. Which advertising firm should we choosefor our fall advertising campaign?

Back 163

b. How often do I go back to the stockroom to get additional products for display?

Front 164

1. The decision-making process wheredecisions are arrived at without conscious reasoning, arguing that experts makedecisions by scanning the environment for cues to recognize patterns is

a. the creative decision-making model.

b. the bounded rationality model.

c. the intuitive decision-making model.

d. the rational decision-making model.

Back 164

c. the intuitive decision-making model.

Front 165

1. Which is the first step in the rationaldecision-making model?

a. Establish decision criteria.

b. Identify the problem.

c. Weigh decision criteria.

d. Generate alternatives.

Back 165

b. Identify the problem.

Front 166

1. Which of the following is NOT anunrealistic assumption made in the rational decision making model?

a. People completely understand thedecision to be made.

b. People know all their available choices.

c. People want to make optimal decisions.

d. People have perceptual biases.

Back 166

d. People have perceptual biases.

Front 167

1. Experts make decisions in the intuitivedecision-making models based on all the following but

a. climate.

b. training.

c. experience.

d. knowledge.

Back 167

a. climate.

Front 168

1. All of the following are factors thatresearchers focus on to evaluate the level of creativity in the decision makingprocess EXCEPT

a. fluency.

b. flexibility.

c. rationality.

d. originality.

Back 168

c. rationality.

Front 169

1. To enhance organizational creativity, amanager should consider focusing on all the following areas EXCEPT

a. team composition.

b. employee pay.

c. culture.

d. leadership.

Back 169

b. employee pay.

Front 170

1. _________ _________ is making choices amongalternative courses of action including inaction.

Back 170

(Decisionmaking)

Front 171

1. __________ decisions occur frequently and haveautomated responses developed for them, while ___________ decisions are uniqueand require conscious thinking, information gathering and careful alternativegeneration.

Back 171

(Programmed,nonprogrammed)

Front 172

1. Automated responses that we use to makedecisions are called _______ _________.

Back 172

(decisionrules)

Front 173

1. ___________ decisions set the course for anorganization and are made by CEOs, while ______________ decisions are thosethat make the organization run and are made daily by employees.

Back 173

(Strategic,operational)

Front 174

1. “How should we market the new product line?” isan example of a ____________ decision made by managers.

Back 174

(tactical)

Front 175

1. When a decision is important and outcomes needto be maximized, use the __________ ___________ __________ __________ to makeyour decision.

Back 175

(rationaldecision-making model)

Front 176

1. The __________ _____________ __________recognizes the limitations of the decision-making process and thus the tendencyof individuals to satisfice in their decisions.

Back 176

(boundedrationality model)

Front 177

1. When time pressures arise, as when a life ordeath situation occurs, and an individual has expertise in the area, the_________ ________ ____________ __________ is often used to make decisions.

Back 177

(intuitivedecision-making model)

Front 178

1. The generation of new, imaginative ideas is___________.

Back 178

(creativity)

Front 179

1. The phase of the creative decision-makingprocess where the individual sets the problem aside and does not consciouslythink about it for a while is the ________________ phase.

Back 179

(incubation)

Front 180

1. The insightful or “eureka” moment in thecreative decision-making process is the ___________ phase.

Back 180

(illumination)

Front 181

1. In assessing the level of creativity in thedecision-making process, ______ is the number of ideas a person is able togenerate.

Back 181

(fluency)

Front 182

1. _________________ is how different ideasgenerate in the creative decision-making process are from one another.

Back 182

(Flexibility)

Front 183

1. The uniqueness of ideas generated during thecreative decision-making process is _______________.

Back 183

(originality)

Front 184

1. Some experts suggest that creativity is theinteraction among the three factors of _______________, ________________, and________________.

Back 184

(personalitytraits, attributes, situational context)

Front 185

1. Ideas for enhancing organizational creativityfocus on team composition, team process, ________ and ____________.

Back 185

(leadership,culture)

Front 186

1. The group process of generating ideas thatfollow a set of guidelines including no criticism of ideas during the process,the notion that no idea is too crazy, and that builds on other ideas is_______________.

Back 186

(brainstorming)

Front 187

1. Since research suggests that the quantity ofideas leads to better quality ideas in the end, setting ________ ___________________ where the group must reach a set number of ideas before they are donebrainstorming is a recommended practice.

Back 187

(highidea quotas)

Front 188

_______________ is a variation on brainstormingwhere the group focuses on ideas that are impossible and then imagines whatwould need to happen to make them possible

Back 188

(Wildstorming)

Front 189

A decision-making trap where people overestimatetheir ability to predict future events is called _______________.__________.

Back 189

(overconfidencebias)

Front 190

1. When you say, “I know I should have taken thiscar in for service when I first heard the noises, and now it’s just quit onme,” you are exhibiting the decision-making trap, _________ ________.

Back 190

(hindsightbias)

Front 191

1. Maria relied on knowing what an outstandingworker Gordon was to hire Gordon’s sister for the entry-level position.Gordon’s sister is very unreliable. Maria fell into the decision-making trap of_______________ in making her hiring decision.

Back 191

(anchoring)

Front 192

1. The tendency for people to focus on televisionads that say, “Medicine X is 60% effective in reducing symptoms” does not lookat the fact that that statement means that “Medicine X fails to reduce thosesymptoms 40% of the time.” This tendency is called ____________ ____________.

Back 192

(framingbias)

Front 193

The old adage, “Don’t throw good money afterbad” is another way to describe the decision-making trap of ___________________ ____________ also known as the “sunken costs fallacy

Back 193

(escalationof commitment)

Front 194

1. Research suggests that _____________ decisionmaking offers fewer ideas than ________ decision making.

Back 194

(individual,group)

Front 195

1. The ________ _________ ____________ is a tooldesigned to help group decision making by ensuring that all members participatefully.

Back 195

(nominalgroup technique)

Front 196

1. The __________ ________ is a group process usingwritten responses to a series of questionnaires instead of physically bringingindividuals together to make a decision.

Back 196

(Delphitechnique)

Front 197

1. When the goal is to gain support for aparticular idea or plan of action, the _______ form of decision should be usedas it is inclusive, participatory, cooperative and democratic in nature.

Back 197

(consensus)

Front 198

1. An interactive computer-based system thatcombines communication and decision technologies to help groups make betterdecisions is a _________ _____________ __________ _____________.

Back 198

(groupdecision support system)

Front 199

1. A ___________ ____________ is a diagram whereanswers to yes or no questions lead decision makers to address additionalquestions until they reach the end of the tree.

Back 199

(decisiontree)

Front 200

1. In Japan, nemawashi refers to building_______________ within a group before a decision is made.

Back 200

(consensus)

Front 201

1. Title VII of the Civil Rights Actprohibits discrimination in employment with regard to race, color, sex,religion and national origin.

Back 201

(True)

Front 202

1. A more diverse work team produces higherquality decisions because more alternatives are considered.

Back 202

True)

Front 203

1. Employees who are discriminated againstexperience more stress at work but are no more likely to leave their jobs thanthose who have not faced discrimination.

Back 203

(False)

Front 204

1. When discrimination complaints arefiled, the Equal Employment Opportunity Commission (EEOC) acts as a mediatorbetween the company and the complainant.

Back 204

(True)

Front 205

1. Research indicates that groups withstrong faultlines can perform well if certain norms are established.

Back 205

(True)

Front 206

1. It is a commonly held stereotype thatmen are more relationship-oriented than women.

Back 206

(False)

Front 207

1. Ethnic minorities experience a wage gapand a glass ceiling even more severe than that faced by women.

Back 207

(True)

Front 208

1. Research indicates that older employeesexhibit higher absenteeism than their younger counterparts.

Back 208

(False)

Front 209

1. Affirmative action programs are amongthe most controversial diversity management methods available.

Back 209

(True)

Front 210

1. In the United States, the workforce isbecoming increasingly multicultural.

Back 210

(True)

Front 211

1. IBM, like other firms today, has littledifficulty finding minority representation in the computer science and engineeringfields.

Back 211

(False)

Front 212

1. IBM’s culture of respecting diversityseems to be creating a competitive advantage for the firm.

Back 212

(True)

Front 213

1. Goodwill Industries is an advocate for________.

a. survival of the fittest

b. sales tax

c. using interviews to weed out diverseapplicants

d. diversity

Back 213

d. diversity

Front 214

1. A total of $3.23 _______ was investedinto employment programs in 2008 by Goodwill Industries.

a. billion

b. million

c. thousand

d. dollars

Back 214

a. billion

Front 215

1. Surface diversity traits include

a. values.

b. gender.

c. attitudes.

d. beliefs.

Back 215

b. gender.

Front 216

1. Deep-level diversity traits include

a. gender.

b. age.

c. attitudes.

d. race.

Back 216

c. attitudes.

Front 217

1. Which of the following is a deep-leveldiversity trait?

a. middle-aged

b. Caucasian

c. aggressiveness

d. amputee

Back 217

c. aggressiveness

Front 218

1. Our first interaction with individualsmakes us aware of

a. surface diversity.

b. collective diversity.

c. deep-level diversity.

d. value-based diversity.

Back 218

a. surface diversity.

Front 219

1. Which of the following approaches is NOTa viable option to manage the similarity/attraction phenomenon?

a. Develop a formal mentoring program thatassigns new employees a mentor in the firm.

b. Provide management training programsthat make managers aware of the similarity/attraction phenomenon.

c. Develop a recruiting program based uponpeer referrals.

d. Attend to new employees as they enterthe organization and during their early stays in the firm.

Back 219

c. Develop a recruiting program based upon peer referrals.

Front 220

1. A stereotype is

a. an attribute along which a group issplit into subgroups.

b. a generalization about a particulargroup of people.

c. a way in which people are similar ordifferent from each other.

d. a difference in values, attitudes orbeliefs.

Back 220

b. a generalization about a particular group of people.

Front 221

1. “Women are bad drivers,” is an exampleof a

a. surface diversity trait.

b. faultline.

c. stereotype.

d. deep-level diversity trait.

Back 221

c. stereotype.

Front 222

1. The values, beliefs, and customs thatexist in a society is

a. culture.

b. diversity.

c. power distance.

d. affirmative action.

Back 222

a. culture.

Front 223

1. ____________ refers to the ways in which peopleare similar or different form each other.

Back 223

(Diversity)

Front 224

1. The tendency for individuals to be attracted tosimilar individuals is called the ____________-_____________ phenomenon.

Back 224

(similarity/attraction)

Front 225

1. Demographic traits like race, gender and age arepart of _________ diversity.

Back 225

(surface)

Front 226

1. Diversity in values, beliefs and attitudes iscalled _________ ____________ diversity.

Back 226

(deep-level)

Front 227

1. An attribute along which a group is split intosubgroups is called a ___________.

Back 227

(faultline)

Front 228

1. A generalization about a particular group ofpeople, like “men never ask for directions” is an example of a________________.

Back 228

(stereotype)

Front 229

1. The fact that women earn 79% of what men earndemonstrates the _________ _________.

Back 229

(earningsor wage gap)

Front 230

The ______ __________ is the invisible barrierfaced by women and minorities where they are represented in lower leveloccupations in the firm but not at the higher and executive levels

Back 230

(glassceiling)

Front 231

1. The Age Discrimination in Employment Actprohibits employment discrimination against individuals age __________ andover.

Back 231

(40)

Front 232

1. The Americans with Disabilities Act prohibitsdiscrimination in employment against individuals with physical or mentaldisabilities if they are otherwise qualified to do their jobs with or without_________ _____________.

Back 232

(reasonableaccommodation)

Front 233

1. __________ __________ programs are thosedesigned to recruit, promote, train and retain employees belonging to aprotected class.

Back 233

(AffirmativeAction)

Front 234

The values, beliefs and customs that exist in asociety are the _________.

Back 234

(culture)

Front 235

1. An American citizen working in an Americancompany located in Japan would be called a(n) ____________.

Back 235

(expatriate)

Front 236

1. ___________ ______________ are cultures wherepeople have stronger bonds to their groups and group membership forms aperson’s self-identity and ________ ___________are cultures where people definethemselves as individuals and form looser ties with their groups.

Back 236

(Collectivisticcultures, individualistic cultures)

Front 237

1. A society that views an unequal distribution ofpower as relatively acceptable would be categorized as a _______ ____________________culture.

Back 237

(highpower distance)

Front 238

1. Cultures that are comfortable in unpredictablesituations and have high tolerance for ambiguity are called ____________________ _________ cultures.

Back 238

(lowuncertainty avoidance)

Front 239

1. A ________ culture values achievement,competitiveness and the acquisition of money and other material objects.

Back 239

(masculine)

Front 240

1. _____________ _____________ is a person’s capabilityto understand how a person’s cultural background influences one’s behavior.

Back 240

(Culturalintelligence)

Front 241

1. ______________ is the belief that one’s ownculture is superior to other cultures.

Back 241

(Ethnocentrism)

Front 242

1. Nordstrom’s has a lengthy employeehandbook full of rules and regulations designed to emphasize quality incustomer service.

Back 242

(False)

Front 243

1. Organizational culture is a system ofshared assumptions, values and beliefs that show employees what are appropriateand inappropriate behaviors.

Back 243

(True)

Front 244

1. Strong cultures

a. facilitate the changes that must occurin firms during mergers and acquisitions.

b. outperform weak cultures regardless ofthe volatility of the environment.

c. are no more difficult to change thanweak cultures.

d. are evidenced by consensus amongemployees on the values of the company.

Back 244

d. are evidenced by consensus among employees on the values of the company.

Front 245

1. A defined set of values unique to alimited cross-section of the organization is

a. a subculture.

b. a counterculture.

c. a strong culture.

d. a service culture.

Back 245

a. a subculture.

Front 246

1. _____________ is (are) part of theculture maintenance phase.

a. Founder values

b. Industry demands

c. Leadership

d. Preferences

Back 246

c. Leadership

Front 247

1. A trusted individual who provides theemployee with advice and support regarding career-related matters is a

a. coworker.

b. manager.

c. mentor.

d. counselor.

Back 247

c. mentor.

Front 248

1. A statement of purpose describing who acompany is and what it does is

a. a policy.

b. a ritual.

c. a mission statement.

d. a rule.

Back 248

c. a mission statement.

Front 249

1. What is the first step in increasing thechances of success in effecting a cultural change?

a. creating a sense of urgency

b. role modeling

c. changing the reward system

d. changing key players

Back 249

a. creating a sense of urgency

Front 250

1. The system of shared assumptions, values andbeliefs that show employees what is appropriate and inappropriate behavior is______________ ___________.

Back 250

(organizationalculture)

Front 251

1. Beliefs about human nature and reality that arebelow the awareness level are ___________.

Back 251

(assumptions.)

Front 252

1. The corner office is an example of a cultural_____________.

Back 252

(artifact)

Front 253

1. Cultures that are flexible, adaptable andexperiment with new ideas are __________ cultures.

Back 253

(innovative)

Front 254

1. ________ ________ value competitiveness andoutperforming competitors and may not feature corporate social responsibility.

Back 254

(Aggressivecultures)

Front 255

1. Cultures that value fairness, supportiveness andrespecting individual’s rights are ____________ _________ ____________.

Back 255

(people-orientedcultures)

Front 256

1. ___________ cultures are predictable, rule-orientedand bureaucratic.

Back 256

(Stable)

Front 257

1. Firms that emphasize achievement, results andaction are _______ _______ cultures.

Back 257

outcome-oriented

Front 258

1. Emphasis on precision and paying attention todetails characterize a ______ _________ culture.

Back 258

(detail-oriented)

Front 259

1. A ___________ culture is one that is shared byorganization members and is very difficult to alter in any business situationslike mergers or acquisitions.

Back 259

(strong)

Front 260

1. Cultures that emerge in different departments,branches or geographic locations are called __________.

Back 260

(subcultures)

Front 261

1. A ____________ is a form of a ______________that shares values and beliefs in direct opposition to the values of the largerorganization.

Back 261

(counterculture,subculture)

Front 262

1. The most important factors in the creation of anorganization’s culture are _________, ____________ and _____________.

Back 262

(foundervalues, preferences and industry demands)

Front 263

1. ___________ refers to the process where newemployees learn the attitudes, knowledge, skills and behaviors required tofunction effectively within the organization.

Back 263

(Onboarding)

Front 264

1. __________ or relationship building is animportant activity new employees can undertake to ensure their adjustment to afirm.

Back 264

(Networking)

Front 265

1. A ______ __________ program indoctrinates newemployees to the company culture, as well as introducing them to their new jobsand colleagues.

Back 265

(formalorientation)

Front 266

1. A trusted person who provides an employee withadvice and support regarding career related matters is a __________.

Back 266

(mentor)

Front 267

1. A statement of purpose describing who the companyis and what it does is a __________ _________.

Back 267

(missionstatement)

Front 268

1. Repetitive activities within an organizationthat have symbolic meaning are called __________.

Back 268

(rituals)

Front 269

1. __________ __________ is the process by whichemployees modify their own beliefs and behaviors to reflect those of theleader.

Back 269

(Rolemodeling)

Front 270

1. Toyota employees feel a sense ofownership in their company, which is supported by the firm’s matrix structure.

Back 270

(True)

Front 271

1. A learning organization is one whereacquiring knowledge and changing behavior as a result of the newly acquiredknowledge is part of the organization’s design.

Back 271

(True)

Front 272

1. Moore’s law says the overall complexityof computer circuits will double every 18 months with no increase in costs, sofirms will rapidly change their technology.

Back 272

(True)

Front 273

1. Those employees who feel they canperform well under a new system will be more committed to change.

Back 273

(True)

Front 274

1. Which of the following statementsregarding Toyota’s just-in-time production and suppliers is INCORRECT?

a. Around 75% of the final Toyota vehicleis produced by its suppliers.

b. Long-term relationships are establishedwith Toyota suppliers.

c. Toyota work goes to the lowest biddingsupplier.

d. Toyota sends engineers to supplier firmsto assess and improve their production processes.

Back 274

c. Toyota work goes to the lowest bidding supplier.

Front 275

1. The company was organized into thedetergent area, the dishwashing soap area, and the health and beauty aid area.This firm has a

a. divisional structure.

b. functional structure.

c. mechanistic structure.

d. matrix structure.

Back 275

a. divisional structure.

Front 276

1. Learning organizations use all of thefollowing approaches to acquire knowledge that they can use to change behaviorEXCEPT

a. conducting formal retrospectivemeetings.

b. studying customer habits.

c. benchmarking against best industrypractices.

d. acquiring a firm to gain its researchand development area.

Back 276

d. acquiring a firm to gain its research and development area.

Front 277

1. Which of the following is NOT a stage ofLewin’s model of planned change?

a. refreeze

b. unfreeze

c. assess

d. change

Back 277

c. assess

Front 278

1. Toyota’s production system is built onprinciples of _____ ___ __________ production

Back 278

(just-in-time)

Front 279

1. A culture of “never being satisfied” andrethinking how things are done facilitates __________ _____________

Back 279

(continuousimprovement or learning)

Front 280

1. ____________ production requires harmoniousrelationships between Toyota and its suppliers.

Back 280

(Just-in-time)

Front 281

1. ___________ ___________ refers to how individualwork and team work are coordinated within an organization.

Back 281

(Organizationstructure)

Front 282

1. The degree to which decision-making authority isconcentrated at higher levels in an organization is _____________.

Back 282

(centralization)

Front 283

1. An organization where policies, procedures, jobdescriptions and rules are written and explicitly articulated is ____________.

Back 283

formalized)

Front 284

1. ____________structures are associated withreduced motivation and job satisfaction and a slower pace of decision making.

Back 284

(Formalized)

Front 285

1. A firm with several layers of management betweenfrontline employees and the top level has a __________ structure.

Back 285

(tall)

Front 286

1. The number of employees reporting to a singlemanager is the ________ ____ ________.

Back 286

(spanof control)

Front 287

1. A firm that has departments for finance,manufacturing, human resources, accounting, and marketing is an organization ina ___________ structure.

Back 287

(functional)

Front 288

1. A pharmaceutical company with medical devices,consumer products, baby care, and health supplements as its departments isorganized as a _____________ structure.

Back 288

divisionalor product)

Front 289

_________ structures are most effective fororganizations that do not have large numbers of products

Back 289

(Functional)

Front 290

1. ___________ structures are highly formalized andcentralized.

Back 290

(Mechanistic)

Front 291

1. A flexible, decentralized structure with lowlevels of formalization where communication lines are more fluid is a(n)__________ structure.

Back 291

(organic)

Front 292

1. __________ organizations, which combinefunctional structures with product structures, violate the unity of commandprinciple.

Back 292

(Matrix)

Front 293

1. A ___________organization is a type ofboundaryless organization where all nonessential functions are outsourced.Toyota is one such organization.

Back 293

(modular)

Front 294

1. ____________ organizations are organizationsthat eliminate traditional barriers between departments as well as barriersbetween the organization and external environment.

Back 294

(Boundaryless)

Front 295

1. A form of boundaryless organization where two ormore companies find an area of collaboration and combine their efforts tocreate a partnership that is beneficial to both parties is a _________________.

Back 295

(strategicalliance)

Front 296

1. In ________ ________ experimenting, learning newthings and reflecting on new knowledge are the norms.

Back 296

(learningorganizations)

Front 297

1. The most negative reaction to a proposed changeattempt is ___________ ___________.

Back 297

(activeresistance)

Front 298

1. Going along with proposed changes with littleenthusiasm is ___________.

Back 298

(compliance)

Front 299

1. Michael defends the new change in companyhealthcare registration as helping the firm be more efficient. He says, “Afterall, we have healthcare. Let’s learn how to do this since it will help us.”Michael is reacting to the change using the _______ __________ form.

Back 299

(enthusiasticsupport)

Front 300

1. The first stage of Lewin’s process of changemodel is ___________, which ensures that employees are ready for change.

Back 300

(unfreezing)

Front 301

1. _______ is the final stage of Lewin’s process ofchange model which ensures that the change becomes permanent.

Back 301

(Refreezing)

Front 302

1. The ________ ____ is used in Japan to buildconsensus by having proposals signed at lower levels and passed along to higherlevel management.

Back 302

(ringisystem)

Front 303

o What is the “triple bottom-line”?

Back 303

People, planet & Profit

Front 304

· What are the arguments regarding maximization ofshareholder value as the sole responsibility of the corporation (Friedman)?

Back 304

Taxation without representation