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87 Cards in this Set
- Front
- Back
Oneof the biggest reasons why so many influential voices call for participationand teamwork to manage businesses today is ________ in the workplace.
A) consanguinity B)diversity C)complexity D)unity E)simplicity |
C) complexity
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Knowledgework is effective when workers are given a certain amount of autonomy anddecision-making authority. Companies such as 3M encourage their employees tobecome more ________ in their approach to work.
A)entrepreneurial B)conspiratorial C)corporeal D)surreal E)competitive |
A) entrepreneurial
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Whichof the following is a reason why employees like teams?
A)mutuality B)recognition for personal achievement C)belonging D)creative autonomy E)all of the above |
E) all of the above
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Inthe context of quality teams, ________ is the opportunity for personaldevelopment as well as recognition for personal achievement through rewards,incentives, or status.
A)belonging B)recognition for personal achievement C)mutuality D)bounded power E)creative autonomy |
B) recognition for personal achievement
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Inthe context of quality teams, ________ is the need for mutual support andencouragement between line management and project managers as well as personalloyalty of project managers to their teams and organizations.
A)mutuality B)recognition for personal achievement C)belonging D)bounded power E)creative autonomy |
A) mutuality
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Inthe context of quality teams, ________ is the individual's need for supportive,cohesive, and friendly team relations.
A)mutuality B)recognition for personal achievement C)belonging D)bounded power E)creative autonomy |
C) belonging
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Inthe context of quality teams, ________ is the need for authority and controlover project resources and people, personal accountability and challenge,individuals' abilities to influence decisions that affect the project, andopportunities for personal growth and development.
A)recognition for personal achievement B)creative autonomy C)belonging D)bounded power E)mutuality |
D) bounded power
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Inthe context of quality teams, ________ is the need for individuals to haveopportunities to use their creativity and potential during the course of aproject and to enjoy good working conditions.
A)mutuality B)recognition for personal achievement C)bounded power D)belonging E)creative autonomy |
E) creative autonomy
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________means giving power to team members who perhaps had little control over theirjobs.
A) Needsanalysis B) Implicitpromise C)Empowerment D)Trust E)Quality improvement |
C) Empowerment
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Ofthe preconditions necessary for empowerment, ________ means employees must knowwhat is expected of them and be given authority over their own work.
A) clearauthority and accountability B) flatteninghierarchies C)adequate communication and information for decision making D)responsibility with authority E)organizational learning |
A) clear authority and accountability
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Ofthe preconditions necessary for empowerment, ________ means employees should beinvolved in planning related to their jobs.
A)clear authority and accountability B)participation in planning at all levels C)organizational learning D)responsibility with authority E)adequate communication and information for decision making |
B) participation in planning at all levels
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Ofthe preconditions necessary for empowerment, ________ is that if employees areto make decisions related to their jobs, they need the right managerialinformation.
A)corporate learning B)participation in planning at all levels C)adequate communication and information for decision making D)responsibility with authority E)clear authority and accountability |
C) adequate communication and information for decision making
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Ofthe preconditions necessary for empowerment, ________ means that employeesshould be given a definition of power that focuses on getting things donerather than exerting influence over people.
A)adequate communication and information for decision making B)participation in planning at all levels C)clear authority and accountability D)responsibility with authority E)flattening hierarchies |
D) responsibility with authority
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________is the extent to which a follower has the ability and willingness to accomplisha specific task.
A)Finesse B)Sleekness C)Effectiveness D)Readiness E)Quickness |
D) Readiness
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________is the stage at which the team is composed, and the objective for the teamis set.A)Mourning
B)Storming C)Norming D)Performing E)Forming |
E) Forming
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________is the stage at which the team members begin to get to know eachother, and agreements have not yet been made that facilitate smooth interactionbetween team members.
A)Performing B)Storming C)Forming D)Mourning E)Norming |
B) Storming
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________is the stage at which the team becomes a cohesive unit, and interdependence,trust, and cooperation develop.
A)Forming B)Storming C)Performing D)Norming E)Mourning |
D) Norming
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________is the stage at which the team becomes a mutually supportive, steady state isachieved and the team engages in successful projects.
A)Forming B)Storming C)Performing D)Mourning E)Norming |
C) Performing
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________is the stage at which the team members regret the ending of the project and thebreaking up of the team.
A)Mourning B)Storming C)Norming D)Performing E)Forming |
A) Mourning
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________are high-powered teams assigned to work on a specific problem for a limitedamount of time.
A)Process improvement teams B)Natural work groups C)Tiger teams D)Virtual teams E)Cross-functional team |
C) Tiger teams
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________work to improve processes and customer service.
A)Process improvement teams B)Cross-functional teams C)Tiger teams D)Natural work groups E)Virtual teams |
A) Process improvement teams
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________enlist people from a variety of functional groups within the firm.
A)Process improvement teams B)Cross-functional teams C)Self-directed work team D)Natural work groups E)Virtual teams |
B) Cross-functional teams
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________are teams organized around a common product, customer, or service.
A)Process improvement teams B)Self-directed work team C)Tiger teams D)Natural work groups E)Cross-functional teams |
D) Natural work groups
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________are teams that rarely or never physically meet, except in electronic meetingsusing group decision software.
A)Process improvement teams B)Cross functional teams C)Tiger teams D)Self-directed work team E)Virtual teams |
E) Virtual teams
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________is helping or aiding teams by maintaining a process orientation andfocusing the group.
A) Meetingmanagement B) Team building C)Facilitation D)Brainstorming E)Conceptualization |
C) Facilitation
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________is accomplished by following a process that identifies roles for teammembers and then helps them to become competent in achieving those roles.
A)Brainstorming B)Team building C)Meeting management D)Conflict resolution E)Facilitation |
B) Team building
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Toolsfor successful ________ include an agenda, predetermined objectives for themeeting, a process for running the meeting, processes for voting, anddevelopment of an action plan.
A)interaction B)team building C)meeting management D)facilitation E)conceptualization and orientation |
C) meeting management
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The________ is a flipchart or whiteboard where topics that are off the subject areparked with the agreement that these topics will be candidates for thenext meeting's agenda.
A)project charter B)flowchart C)facilitation board D)PERT chart E)parking lot |
E) parking lot
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The "parking lot" methodology was pioneered by ________.
A) GM B) IBM C) GE D) HP E)CIGNA |
D) HP
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In________ stage of the conflict resolution process, people are at odds, andcompetition or aggression ensues.
A)collaborating B)frustration C)interaction D)outcome E)conceptualization and orientation |
B) frustration
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In________ stage of the conflict resolution process, opponents identify theissues that need to be resolved.
A) interaction B)compromising C)conceptualization and orientation D)outcome E)frustration |
C) conceptualization and orientation
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In________ stage of the conflict resolution process, team members discuss and airthe problems.
A)collaboration B)conceptualization and orientation C)outcome D)interaction E)frustration |
D) interaction
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In ________ stage of the conflict resolutionprocess, the problem is resolved.
A)frustration B)outcome C)interaction D)conceptualization and orientation E)compromising |
B) outcome
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Whichof the following alternatives of conflict-resolution approach involves lettingthings work themselves out without involving a leader?
A)goal structure B)defusion C)coordination D)confrontation E)avoidance |
E) avoidance
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Whichof the following alternatives of conflict-resolution approach involvessmoothing ruffled feelings while getting the team project back on track?
A)avoidance B)defusion C)reward system D)confrontation E)goal structure |
B) defusion
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Whichof the following alternatives of conflict-resolution approach involvesinjecting the leader into the conflict to find a solution?
A) defusion B)goal structure C)reward system D)confrontation E)avoidance |
D) confrontation
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The formula used to calculate the payback period for qualifying projects is ________.
A) Ct = ∑(Cd + Ci) B) Ct = PP/Ba C) PP = ∑(Cd + Ci) D) PP = Ct/Ba E) Ba = Cd + Ci |
D) PP = Ct/Ba
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Performa cost-benefit analysis with payback period calculation using the followingdata:DirectCosts•15 laptops–$1,850/each•A server–$2,100•Network installation–$16,500•Software–$22,500IndirectCosts•Training–$10,000AnnualizedBenefits•Increased capacity–$250,000
A)total costs are $52,950 with a payback period of 0.21 years B)total costs are $52,950 with a payback period of 0.32 years C)total costs are $108,250 with a payback period of 0.43 years D)total costs are $78,850 with a payback period of 0.32 years E) total costs are $78,850 with a payback periodof 0.43 years} |
D) total costs are $78,850 with a payback period of 0.32 years
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________are simple tools to help teams identify objectives, participants, and expectedbenefits from projects.
A)Force fields B)Parking lots C)Project charters D)Arrow Gantt charts E)Sticky dots |
C) Project charters
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The________ lists the major tasks involved in a project and their precedencerelationships.
A)Work Breakdown Structure (WBS) B)project charter C)cost-benefit analysis D)leadership council E)goal structure |
A)Work Breakdown Structure (WBS)
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Inan activity network diagram, the ________ indicates which tasks depend on thecompletion of other tasks in the process.
A)critical path B)slack time C)task variance D)project standard deviation E)precedence relationship |
A) critical path
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A________ analysis requires three time estimates for each activity.
A)Work Breakdown Structure (WBS) B)Critical Path Method (CPM) C)Program Evaluation and Review Technique (PERT) D)project charter E)cost-benefits |
C) Program Evaluation and Review Technique (PERT)
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Theformula to calculate the expected time or the weighted average of the tasks,using the three time estimates for each task, is ________.
A) (a + 4m + b) B) (a - 4m - b)/6 C) (a - 4m - b) D) 6(a + 4m + b) E) (a + 4m + b)/6 |
E) (a + 4m + b)/6
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Inan activity network diagram, the path of activities with no slack is called the________.
A)activity-on-node B)critical path C)activity network D)Work Breakdown Structure E)early times path |
B) critical path
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RobertCole and his coauthors explained the need for employee participation as a keyelement in managing changing organizations in an increasingly complex world T/F
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TRUE |
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Businessis transforming itself from a "command and control" environment toone of collaboration. T/F
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TRUE |
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Ateam is defined as a finite number of individuals who are united in a commonpurpose. T/F
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TRUE |
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Ina study of project managers who were involved in project teams, threemotivators emerged. T/F
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FALSE FIVE mutuality , recognition for personal achievement , belonging , creative autonomy, bounded of power |
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Empowerment eans giving power mto team members who perhaps had little control over their jobs.T/F
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TRUE
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The Baldrige criteria encourage employee participation.T/F
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TRUE
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Major challenges in the area of workforce development include the integration of human resources practices and the alignment of human resource management with strategic change processes. T/F
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TRUE
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Granting authority to employees guarantees that people will work well together and will necessarily achieve all the lofty goals that are espoused in empowerment. T/F
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FALSE granting authority to employees doesn’t guarantee that people will work well together or necessarily achieve all the lofty goals that are espoused in this approach |
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Organizational learning leads to change in organizational behavior in a way that reduces performance. T/F
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FALSE Organizational learning leads to change in organizational behavior in a way that improves performance. |
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Corporate learning relies on an open culture where no one feels threatened to expose opinions or beliefs. T/F
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TRUE
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With fewer layers of management, companies tend to rely more on teams. T/F
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TRUE
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Quality professionals are unanimous–to be successful in achieving teamwork and participation, strong leadership both at the company level and within the team is essential. T/F
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TRUE
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The situational leadership model clarifies the interrelation between employee preparedness and effectiveness of leadership. T/F
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TRUE
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Task readiness is a function of three variables. T/F
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FALSE Readiness is a function of two variables: ability and technical skills (job maturity) and self-confidence in one’s abilities (psychological maturity |
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Quality management is a vehicle by which leaders abdicate their responsibility. T/F
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FALSE Quality management is NOT a vehicle by which leaders abdicate their responsibility |
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Key figures at the identifying needs stage of team activity are individuals with strong goal awareness.T/F
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TRUE
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W. E. Deming provides a widely adopted typology of team roles. T/F
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FALSE Meredith Belbin provides a widely adopted typology of team roles |
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During the forming stage, teams develop ground rules. T/F
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FALSE Forming, during which the team is composed, |
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If a team is functional, individual participation enhances the group's effectiveness. T/F
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TRUE
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The scope of a virtual team is always wide. T/F
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FALSE Narrow an broad |
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The scope of a Tiger team is organization-wide. T/F
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TRUE
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The scope of a process improvement team is local or a single department.T/F
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TRUE
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The scope of a natural work group is customer- or region-centered. T/F
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TRUE
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The scope of a cross-functional team is a single department. T/F
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FALSE Multiple departments |
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Effective meeting management is an important skill for a facilitator of quality improvement teams. T/F
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TRUE
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Some of the meeting structured process techniques, such as silent voting and idea writing, help team members reach consensus rapidly. T/F
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TRUE
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Collaboration is one of the stages occurring in the conflict resolution process. T/F
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FALSE
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Structured problem solving is a fact-based manner of gathering data regarding the problem and having the data analyzed by a disinterested observer to add weight to the claims of one of the conflicting parties T/F
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TRUE
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Avoidance involves letting things work themselves out without involving a leader. T/F
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TRUE
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Only cost-benefits analysis (CBA) involves identifying direct and indirect project costs and expected returns for projects. T/F
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FALSE cost benefits analysis (CBA) using payback period calculation. Both of these methods involve identifying direct and indirect project costs and expected returns for project |
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Soft costs are easily recovered in project savings. T/F
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FALSE Soft costs are costs not easily recovered in project savings, usually because the benefits of the project add to organizational slack without resulting in actual dollar savings |
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The project charter includes spaces for signatures to identify reporting relationships for planning purposes.T/F
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TRUE
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Force-field analysis is designed to identify and quantify all of the forces for or against organizational change. T/F
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TRUE
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During the planning stage of the project, the team should refer to the work breakdown structure and identify measures against which team performance can be judged. T/F
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FALSE During the planning stage of the project, the team should refer to the project charter and identify measures against which team performance can be judged |
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Only preliminary data is required to perform baselining or intervention analysis effectively. T/F
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FALSE preliminary and post hoc data so that baselining or intervention analysis can be performed effectively |
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In an activity network diagram, slack time = late finish - early finish. T/F
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FALSE Slack time = late start - early start |
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Why is knowledge work important in managing businesses today?
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Knowledge work, or work that involves the development and transmission of knowledge and information, implies a greater amount of ambiguity, searching, researching, and learning in the job environment. Knowledge work is effective when workers are given a certain amount of autonomy and decision-making authority.
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What are the responsibilities of leaders?
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Leaders are responsible for setting team direction and seeking future opportunities for the team. Leaders reinforce values and provide a system for achieving desired goals. Leaders establish expectations for high levels of performance, customer focus, and continuous learning. Leaders are responsible for communicating effectively, for evaluating organizational performance, and for providing feedback concerning such performance
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Briefly explain the situational leadership model
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An important aspect of leadership is the organization's preparedness to follow the leadership. The situational leadership model clarifies the interrelation between employee preparedness and effectiveness of leadership. According to Hersey and Blanchard, situational leadership is based on interplay among the following:• The amount of guidance and direction a leader gives (task behavior)• The amount of socioeconomic support a leader provides (relationship behavior)• The readiness level that followers exhibit in performing a specific task, function, or objectiveTherefore, effective leadership helps employees become competent and instills confidence in employees that they can do the job.
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Differentiate between little s or big S self-directed work teams
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Self-directed work teams are identified as either little s or big S teams. Little s self-directed work teams are made up of employees empowered to identify opportunities for improvement, select improvement projects, and complete implementation. Big S self-directed teams are involved in managing the different functions of the company without a traditional management structure. These types of teams contain totally self-directed employees who make decisions concerning benefits, finances, pay, processes, customers, and all the other aspects of running the business. Often big S self-directed work teams hold partial ownership of the companies they work for so that they participate in the benefits of their teamwork.
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Discuss the importance of meeting management in quality improvement of teams and list the steps required for planning a meeting.
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Effective meeting management is an important skill for a facilitator of quality improvement teams. Often quality improvement involves a series of meetings of team members who meet to brainstorm, perform root-cause analysis, and carry out other activities. Tools for successful meeting management include an agenda, predetermined objectives for the meeting, a process for running the meeting, processes for voting, and development of an action plan. Using these tools requires outstanding communication skills as well as human relations skills. The steps required for planning a meeting are:1. Defining an agenda2. Developing meeting objectives3. Designing the agenda activity outline4. Using process techniques
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Perform a cost-benefit analysis with payback period calculation for a project where indirect costs are $40,000, direct costs are $15,000, and annualized benefits are $55,000.
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indirect costs $40,000direct costs $15,000Total costs $55,000annualized benefits $55,000Payback period 1 year
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List the steps to perform force-field analysis
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The following are the steps to perform force-field analysis:1. List all forces for change in the first column and all forces against change in the third column.2. Assign a score for each force, where 1 = weak and 5 = very strong.3. Sum the forces for and against the change and draw a diagram showing the forces.
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