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Teams typically outperform individuals when the tasks being completed _____. a. require multiple skills b. require judgment c. require experience d. all of the above e. none of the above (d; Moderate; p. 338) 2. Which of the following helps explain the current popularity of teams? Teams _____. a. are easier to manage b. are a way to better utilize employee talents c. are less expensive d. promote socialization e. are very efficient (b; Easy; p. 338) 3. Which of the following does not explain the current popularity of teams? Teams _____. a. outperform individuals when the tasks require multiple skills b. enable organizations to better utilize employee talents c. are a means to increase employee motivation d. allow employee independence in making operating decisions e. outperform individuals when the tasks require experience (d; Moderate; p. 338) 4. Teams generally have a(n) _____ impact on employee motivation. a. inconsistent b. unknown c. positive d. discouraging e. neutral (c; Moderate; p. 339) Differences Between Groups and Teams 5. Which of the following statements best defines a work group? a. The performance of a work group is generally greater than the sum of its inputs from individual members. b. A work group interacts primarily to share information, rather than to engage in work that requires joint effort. c. A work group consists of 3 or more people who take on self-supervising responsibilities. d. A work group consists of 3 or more people from across departmental or functional lines. e. A work group is a group comprised of 10 or more people. (b; Challenging; p. 339) 6. Which of the following qualities is not found in work groups? a. energy b. enthusiasm c. synergy d. objectives 197
e. security (c; Moderate; p. 339) 7. _____ results in a level of performance that is greater than the sum of the individual inputs. a. Synergy b. Enthusiasm c. Energy d. Initiative e. Inversion (a; Moderate; p. 339) Types of Teams 8. Which is not one of the most common types of teams? a. problem-solving b. interdepartmental c. self-managed d. virtual e. cross functional (b; Easy; p. 340) 9. Which type of team meets to discuss ways to improve quality, efficiency, and the work environment? a. self-managed b. virtual c. problem-solving d. cross-functional e. committee (c; Easy; p. 340) 10. Which of the following types of teams would most likely be assembled to improve the efficiency of a company’s production process? a. cross-functional b. problem-solving c. self-managed d. virtual e. co-evolving (b; Moderate; p. 340) 11. Which of the following types of teams would most likely empower its team members to make work-related decisions? a. technical b. self-managed c. problem-solving d. management e. reactive (b; Moderate; p. 341) 12. Self-managed teams are typically comprised of how many members? a. 2-5 b. 5-10 c. 8-12 d. 10-15 e. over 100 (d; Moderate; p. 341) 198
341) 15. a. e. Moderate. p. Cross-functional d. They perform poorly during times of employee layoffs. an example of a task force. quality circle b. work group c. develop new ideas and solve problems. _____teams are an effective way to allow people from diverse areas within an organization to exchange information. an example of a work group. Challenging. c. Their team members often have low levels of job satisfaction. Cross-functional d. a. _____ teams are made up of employees from about the same hierarchical level. b. d. a specialized type of problem-solving team. b. Problem-solving b. 341) 16. p. Self-managed b. task force d. Moderate. Their productivity is generally low. a. 342) 18. an increase of complaints from team members regarding the lack of team leadership d. Moderate. Easy. members have to learn how to perform new functional tasks 199 . Star matrix (c. c. Multifaceted e. e. most cross-functional team members are comprised of individuals from similar backgrounds b. Self-managed c. 342) 17. members must research the causes of problems which they are assigned to solve c. a type of management structure for virtual teams. A _____ is a temporary cross-functional team. (d. most cross-functional team members have already established trust d. a. an example of a cross-functional team. Star matrix (c. (a. They tend to operate best in non-hierarchical societies. a. d. TQM group e. an increase in the number of teams required to manufacture a product b.13. p. an increase in the technology budget for connecting team members (d. The early stages of development of a cross-functional team are time-consuming because _____. a significant reduction in response time for resolving customer concerns e. A committee represents _____. and coordinate complex projects. p. Problem-solving c. Moderate. Which of the following statements best characterizes self-managed teams? a. 342) 19. 341) 14. p. Multifaceted e. hierarchical team (c. Their team members prefer to work alone. Which of the following best demonstrates the effectiveness of self-managed teams? a. a reduction in the number of employees qualified to participate on the teams c. p.
(b. Virtual e. Which of the following types of teams allows for collaboration between team members who are physically dispersed? a. decreased satisfaction with work processes d. teamwork is always preferable to individual work. Moderate. p. p. Members report greater satisfaction with the group process. c. p. e. e. the absence of nonverbal cues b.e. Employees are usually responsible for suggesting that teams be created. d. work autonomy c. adequate resources b. p. There are four contextual factors that appear to be most significantly related to team performance. the ability to overcome time and space constraints e. Teams are necessary for encouraging individuals to work independently. Real-time d. Easy. well-managed team processes e. Which of the following is not one of the key components of effective teams? a. effective leadership d. limited social context c. b. Within a company. 344) 24. They are more task-oriented. Moderate. Teams are unnecessary if an individual can do the job better. c. all of the above are contextual factors (b. Challenging. 345) 200 . 345) 25. 342) 20. limited paraverbal cues (c. Which of the following statements best characterizes the use of work teams? a. Interactive c. Moderate. a performance evaluation and reward system that reflects team contributions e. (a. members must learn to work with diversity and complexity (e. p. 343) Creating Effective Teams 23. Moderate. recognized company identity c. 342) 21. Global (d. In successful companies. p. Members are more focused on production. Which of the following is not one of those factors? a. supportive contextual influences d. There is an absence of paraverbal cues. Moderate. Which of the following is not true about virtual teams? a. p. d. Local b. appropriate team membership (b. Which is not one of the primary factors that differentiate virtual teams from face-to-face teams? a. 343) 22. teams perform best if they are structured similarly. effective work design b. There is limited social context. b.
Team members who trust each other tend to spend less time monitoring each other’s behavior. none of the above (d. the leader’s expectations b. 346) 30. p. proper equipment b. the leader’s trust of the members d. To provide teams with adequate resources. 345) 27. decision-making skills d. encouragement d. A and B e. Effective teams require which of the following skills? a. Team members with good listening. have strong leadership b. Moderate. 201 . The most cooperative teams are those that share the greatest amount of trust. Moderate. 345) 28. individual performance evaluations d. feedback. Easy. Moderate. have autonomy c. 346) 32. technical expertise b. which factor(s) seems to be important to team performance? a. all of the above (d. 345) 29. Regardless of trust level. 346) 31. technical expertise c. Moderate. profit sharing (e. none of the above (c. interpersonal skills e. interpersonal skills d. a. In addition to evaluating and rewarding employees for their individual contributions. management should consider using which of the following to reinforce team effort and commitment? a. c. receive support from management d. To succeed in achieving their goals. most individuals resist exposing vulnerabilities to their co-workers. personalized incentives b. p. On traditionally managed teams. a. the leader’s mood c. all of the above e. cognitive appraisal skills (d. problem-solving skills b. adequate staffing c. p.26. Which of the following statements best serves to WEAKEN the argument that trust contributes to team effectiveness? a. Moderate. problem-solving skills c. all the above e. b. none of the above (d. p. p. a company must supply which of the following? a. consistent wages for all team members c. fixed hourly wages e. p. teams must _____. all of the above e. and conflict resolution skills possess _____.
p. Your role is that of the _____. maintainer d. a. Teams with the highest trust ratings for their leadership tend to outperform teams with lower leadership trust ratings. 348) 38. 348) 37. organizer b. p. 348) 35. promoter (b. linker c. defend and support newly-developed ideas c. Moderate. Challenging. One stream of research has identified potential team roles the people prefer to play. 348) 36. creator e. 348) 34. Which of the following is not one of the nine potential team roles identified for successful teams? a. 346) 33. (b. controller d. initiates new ideas c. Which role does Michelle most likely fill on her team? a. maintainer b. p. She also maintains the project calendar and receives periodic updates from each team member to ensure that projects are progressing on schedule. provide structure for the team d. promoter (b. Sharon is most likely suited for which of the following team roles? a. Easy. a. provides structure d. p. Moderate. conflict with other team members (b. controller d. Challenging. assessor b. manages subordinates (b. Of the nine key roles on teams. p. Michelle develops detailed tasks lists and work flow charts to help her team members understand the steps involved in each project. the “promoter” is the group member most likely to _____. controller 202 . resource allocator (c. maintainer e. promoter e. Research shows that trust among team members is directly linked to members’ willingness to take risks. coordinates and integrates e. allocator c. a. organizer c. Challenging.d. You find that in a team situation you prefer to be the one who examines details and is concerned with enforcing rules and regulations. champions ideas b. p. fight battles with those outside of the team e. develop original ideas b. The “creator” role is one who _____. She is a strong defender and is fiercely loyal to the other members on her team. On her work team. e. Sharon has an assertive personality and naturally tends to stand up for her team in conflicts with other teams or departments.
Reducing the number of members on a team. e. 351) 43. Which of the following is most likely to increase team efficacy? a. a. advocate (c. Effective teams have confidence in themselves and believe they can succeed. team efficacy e. Which of the following represents an advantage of diversity on teams? a. Ensuring that team goals are challenging. routine d. increased expediency c. p. 352) 203 . The most effective teams tend to have _____ members. b.b. d. increased creativity e. Providing measurable goals. 352) 44. plain c. p. more than 15 (c. minimized social loafing e. a. mundane (d. less than 15 e. Limiting time spent in training. This confidence is termed _____. social facilitation b. member commitment to a common purpose c. assessor e. Moderate. Moderate. p. In context. Helping the team achieve small successes. c. 5 to 15 c. p. 349) 40. climate of trust b. producer c. social loafing d. Challenging. a. specific goals (a. increased conflict d. p. 351) 42. p. (b. 351) 41. less than 10 d. goal congruence c. 3 to 5 b. “common” most nearly means _____. p. a. Easy. maintainer d. self serving bias (d. Process variables include all of the following except _____. reduced effectiveness (d. team efficacy d. ordinary b. shared e. Moderate. 348) 39. Effective teams usually have a common and meaningful purpose. Moderate. reduced conflict b. Challenging.
p. 354) 48. will be willing to undergo training in order to learn team skills. Moderate. encouraging mentorship (b. c. incompetence c. 354-355) 49. 204 . p. “involvement” most nearly means _____. efficacy conflict c. recruiting (a. inconsistency b. capitalistic (b. a. negotiation b. lacks the technical skills necessary for a team position. You should find this relatively easy because those employees will have strong _____ values. 353) 47. goal setting d.45. comes from a culture that upholds collectivist values. social conflict (c. p. collectivist c. acculturation b. cultural e. can be successfully transferred from one team to another. half-focus bias (c. individualism c. p. Easy. p. dysfunction e. he or she most likely_____. 354) Teams and Quality Management 51. If an employee is considered “untrainable” as a team member. Moderate. a. providing training d. e. resource conflict e. creative d. Your company is considering implementing work teams in your Vietnam facility. In context. 354) 50. a. Challenging. a. selecting appropriate candidates b. 353) 46. Which of the following strategies would managers find least helpful for turning individuals into team players? a. task conflict b. social loafing d. Moderate. Coasting on the group effort is termed ____. (d. b. event planning e. Exercises that help individuals become team players include workshops in _____. rewarding cooperative efforts e. p. Which type of conflict is almost always dysfunctional? a. setting goals c. will find it difficult to transition to working in teams. relationship conflict d. Moderate. d. Employee involvement has been referred to as the linchpin of process improvement.
commitment e. p. (True. p. Work teams produce final results that exceed the sum of individual team member inputs. p. (False. organization b. self-managed. 339) 58. p. p. 340) 61. (False. p. The four most common forms of teams are: problem-solving. emotional stability e. 339) 57. Moderate. interaction (b. agreeableness c. conscientiousness d. (False. extroversion (a. 338) 54. (True. Establishing teams provides an effective means for increasing democratic practices within an organization. Moderate. Problem-solving teams generally consist of 5 to 12 hourly employees from the same department. (False. (False. p. 339) Differences Between Groups and Teams 56. 339) Types of Teams 60. and global. (False. Teams require individuals with high scores on all of the following personality characteristics except _____. participation c. a. 357) TRUE/FALSE 53. Easy. Unlike work teams. cross-functional. teams tend to be less flexible and less responsive to changing events. Moderate. The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. p. 339) 59. p. (True. 338) 55. introversion b. Moderate. p. Teams typically outperform individuals when the tasks being completed require rapid decisionmaking. Moderate. Moderate. Moderate. Compared to traditional departments. p. 356) 52. Work groups engage in collective endeavors that require collaborative effort. Moderate. Easy. Moderate. leadership d.a. Work groups typically generate more positive synergy than do work teams. 205 . 340) 62. work groups are most effective when their synergy is strongest.
p. p. Self-managed teams have flourished in Mexico due to that culture’s low tolerance for ambiguity. p. Moderate. 344) 206 . 342) 74. 340) 63. Moderate. Easy. 341) 69. who come together to accomplish a task. One advantage of cross-functional teams is that they are easy to manage. Individuals on self-managed work teams have lower absenteeism rates than employees in traditional work structures. 341) 71. (False. (False. (True. Moderate. 342) 76. (True. supervisory positions may be eliminated. Moderate. 342) 73. Cross-functional teams are made up of employees from about the same hierarchical level. (False. p. p. p. Turnover rates are higher for self-managed work teams than for employees working in traditional work structures. A task force is a temporary problem-solving team. (False. Moderate. 341) 68. 341) 64. You are most likely a member of a self-managed work team. p. Challenging. You are a member of a team of eight individuals from the same department who meet for a few hours each week to discuss ways of improving quality. Easy. A cross-functional work team takes on many of the responsibilities of their former supervisors. Cross-functional teams are very effective for coordinating highly complex projects. p. (False. efficiency. p. Virtual teams have been used by some institutions. (False. but from different work areas. and the work environment. Virtual teams can carry out all of the same activities that other types of teams do. (False. 341) 67. (True. 342) 75. (True. Easy. Moderate. 342) 78. (False. (False. Easy. Easy. but have not yet proven themselves in the commercial world. (False. As a result of self-managed teams. (True. Moderate. p. p. p. 341) 66. Cross-discipline teams usually function well only in small companies. Moderate. 341) 65. 342) 77. Moderate. 341) 70. Individuals on supervisory work teams report higher levels of job satisfaction. 341) 72. (False. Membership on virtual teams is usually restricted to employees living within the same country. p. Moderate. p. Supervisory positions take on decreased importance for a problem-solving work team.(True. p. p. Moderate. p.
349) 87. Your analytical skills are very good and you enjoy the role of integrating creative ideas for your group. Given the option. Moderate. Diversity typically makes a team more conflict-laden and less expedient. Moderate. 207 . Moderate. Easy. The role of the “linker” describes the person within the work team who coordinates and integrates the work of team members. You will find that you are most effective in the role of the “promoter. p. a team requires three different types of skills: problem-solving and decision-making skills. Diversity on a team is likely to increase the technical competence of that team. “Social loafing” is most likely to occur within a team whenever one team member’s contributions are invisible to the rest of the team. (False. Cohorts are groups of individuals who share a common attribute.” (False. p. (False. Moderate. 348) 83. Challenging. many employees will select themselves out of team participation. p. Moderate. Moderate. (True. 353) Turning Individuals Into Team Players 92. Easy. (True. To perform effectively. Challenging. 344-351) 80. Competitive reward structures reinforce the importance of collaboration in work teams. p. (False. p. and interpersonal skills. 350) 89. Canadians would most likely have more difficulty using work teams than the Japanese. 348) 82.” (False. (False. 81. p. p. (True. p. Her role within the work team may be described as the “maintainer. 351) 90. 349) 88. Teams tend to operate well within countries that score high on collectivism. (False. p. 348) 85. On a team. (True. p. p. p. Easy. Work design is more important than team composition for ensuring effective teams. (True. Moderate. Moderate. 353) 93. such as entering a team at the same time. 346) technical expertise. (True. p. 348) 84. The highest performing team members are usually employees who thrive on being rewarded for their personal achievements. (True. 348) 86. p.Creating Effective Teams 79. Moderate. Susan is well organized and enjoys providing structure for the group. the role of the “creator” describes the person who analyzes decision options. 351) 91.
(False. your director of accounting. (True. p. efficiency. Moderate. 356) 103. (False. Work teams often provide intrinsic rewards. and the work environment. (True. Teams that are devoid of conflict are likely to become apathetic and stagnant. Communication and the ability to sublimate one’s personal goals are important for individuals who are members of work teams. (True. Moderate. Moderate. p. Joan. (True. Introducing work teams into new organizations will generally be more difficult than introducing them into more mature organizations. 353) 95. 354) 98. (False. Also. Easy. p. Easy. such as camaraderie. Teams make most sense to employ when the tasks to be accomplished are independent of one another. p. p. p. 354) 99. p. multi-national company that makes electronic equipment for consumers and the military. 354) 100. has created a team of seven employees from the accounts payable department who meet for three hours a week to discuss ways of improving quality. 356) 102. p. A large proportion of people raised on the importance of individual accomplishment can be trained to become team players. 353) 97. (True. Moderate. p. Work teams are easy for American workers because Americans grow up learning the importance of teamwork through sports. 357) SCENARIO-BASED QUESTIONS Application of Types of Teams You are the vice-president of a division of a large. 105. This is an example of a ____ team. One of the central components of effective quality management involves using teams to improve work processes. 357) 104. Easy. 353) 94. Moderate. there are several projects underway and you need to decide what types of teams to use for each situation. 208 . 353) 96. Task conflict increases the likelihood of groupthink.(True. Teamwork takes more time and often more resources than individual work. p. Moderate. Moderate. Moderate. You have several managers that have created some teams. p. Easy. (False. 355) Contemporary Issues In Managing Teams 101. p. (False. (True. The most effective teams have between ten and fifteen members.
d. she has decided to use instant messaging to tie her employees together in order to develop a marketing strategy for a new product line. task-resolution (b. cross-functional d. Your company has recently landed a contract to design and manufacture a new state-of-the-art electronic device for the military. you reply that this solution is most likely: a. an inappropriate use of teams. because team interviews risk breaking confidentiality. and your superiors feel that the failure rate is unacceptably high. Moderate. cross-functional d. virtual e. Your plant has been experiencing a number of problems and you have been directed to solve these issues. your director of manufacturing. p. Since her employees are located in Europe. self-managed c. problem-solving b. 209 . Moderate. self-managed c. 341-342) 108. problem-solving b. problem-solving b. Jack. because recruitment is a quality issue. Based on your understanding of team functioning. Jack gives the team members the responsibility of scheduling their own work and evaluating each other’s performance. Which of the following types of teams is most suited for the project? a. because individual interviews are better conducted by one person. b. One of the problems concerns the low quality of the manufactured product. virtual e. task-resolution (a. This is an example of a _____ team. requiring many different types of skills. a. p. virtual e. This is an example of a _____ team. has decided to create a team of eleven employees from quality control. Many products have failed to pass quality inspection. e. Janice is your director of sales. because interviewing is a highly complex task. 340) 106. Easy. Moderate. p. self-managed c. 342-343) Application of Beware! Teams Aren’t Always The Answer You are the plant manager of a manufacturing facility. an appropriate use of teams. an inappropriate use of teams. because interviewing teams rarely have a common purpose. and North America. a. cross-functional d. self-managed c. problem-solving b. c. 109. cross-functional d. This will be a very complex project. task-resolution (c. The current recruitment process has repeatedly brought unqualified candidates to the plant. Another problem concerns the college recruitment process.a. an appropriate use of teams. p. 340-341) 107. task-resolution (d. virtual e. Asia. Your management team suggests that the college recruitment process could be improved by creating a cross-functional team to conduct the on-campus interviews. an inappropriate use of teams.
She has several advanced degrees and is able to view situations from differing viewpoints. problem-solving team e. which approach would likely be most effective for determining the cause of the quality problems? a. James is best suited to which role? a. Moderate. The person best suited for the role of adviser is probably: a. Challenging. Betty is highly motivated and intelligent. self-managed team c. 342) 110. task force d. Challenging. 112. 348) 114. maintainer. She likes to keep an eye on the big picture and enjoys coordinating the work of others. Your company’s director of human resources suggests that the problem with the college recruitment process is not the interviewers. requiring skills drawn from multiple knowledge areas. Iris is a recent college graduate with a degree in mathematics. b. but you are more comfortable with implementing of ideas than with initiating them. Which type of team would you be most likely to assemble to compile a list of the required skills? a. p. You have never met any of the team members before. forming a cross-functional team. organizer b. virtual team b. p. 210 . p. 342) 111. hiring a consultant. because this task is better performed by an individual (c. linker. but you have been given their resumes. Your manufacturing process is fairly complex. because the causes could be better analyzed by one person b. Given this complexity. p. no team.(a. It is your job to match the team members to the various roles that are needed for successful completion of your project. linker d. p. forming a homogenous team. (c. d. because of the multiple knowledge areas involved c. adviser. forming self-managed team. Your team consists of the following members. You have decided that you are willing to take on any group role that is handed to you. assessor. c. forming a culturally diverse team. 348) 113. James has been with the company for 15 years and has had experience in several areas within the company. but rather the fact that the interviewers lack a clear understanding of the traits and skills required for each position. The role that might best suit Iris is that of: a. maintainer c. Betty. producer (e. because of the need for team autonomy (b. e. Moderate. to assure an aggressive resolution to the problem d. Challenging. He has a reputation for strong leadership and effective follow-through. 341-342) Application of Key Roles on Teams You have been assigned to a problem-solving team. adviser e. because of the need for team creativity e. creator.
Recently. its ability to reach an agreement e. free from communication problems. Yuko could most likely improve the performance of her team by: a. limited in its viewpoints.b. Moderate. Moderate. 349) 118. Yuko has been hired because it is believed that her extensive experience in the industry will be an asset to your team. and you have been very satisfied with the team’s output. overly aggressive with other teams. replacing team members who value flexibility. Moderate. Ms. unusually collaborative. You have team members from several ethnic backgrounds. p. the team will be less expedient than homogeneous teams. e. e. its comprehension abilities (b. b. d. 115. Ms. 348) Application of Team Composition You have been working for several years as a member of a team that is very diverse. communication within the team will be relatively easy. c. p. however. d. you have noticed a marked decrease in the team’s performance. b. (a. hiring more team members of different nationalities. and from vastly different educational backgrounds. the team members will experience relatively little conflict. Yuko has asked for your advice and help in understanding the problems associated with managing a diverse team. In the past. Iris. d. (a. James. You investigate to determine the problem. this team has performed effectively. e. Ms. you. highly creative. c. e. none of the above are suited for the role of advisor. its ability to communicate b. Ms. its decision-making tasks c. Ms. the team will be less creative than homogeneous teams. 351) Application of Team Process You are the manager of a software design firm that develops software projects using teams of specialists. Ms. 349) 117. Yuko’s team will most likely be recognized as: a. The manager of your team has been promoted and you have just been introduced to your new manager. (a. 349) 116. Moderate. (e. One of your most successful teams has been together for nearly 5 years. its technical skills d. from varying age groups. Yuko. c. p. Because the team is diverse. Moderate. hiring new team members who prefer to work alone. the group may be less open to new ideas. p. Yuko should most likely expect that: a. c. p. 211 . cross-training team members to do each other’s jobs. d. The team is most likely to excel in which of the following areas? a. b. hiring older team members to provide additional diversity.
c. The project is expected to take 3 – 5 years to complete. hiring other team members who perform similar tasks. (b. Challenging. Moderate. d. d. e. b. 122. Provided that all of the team members are equally qualified.119. You could most likely improve that team member’s output by: a. During an interview with one team member. encouraging him to work more independently. No. 353) Application of Turning Individuals into Team Players You work for an international company that has offices around the world. e. giving him additional assignments to complete. because disagreements about tasks usually lessen groupthink. making his work clearly visible to the other team members. because employees from these countries tend to focus on individual accomplishments. b. p. You are free to include individuals from any of the company’s offices. Yes. A team comprised of members from both Japan and Mexico. Britain. The fifth team then assembles the components into the final product. because interpersonal conflicts always hurt a team’s performance. Mexico. Are these conflicts likely to be reducing the group’s productivity? a. encouraging the members of all five teams to participate in the quality improvement process c. you learn that several members of the team have had conflicts regarding the content of a task to which the team was recently assigned. discouraging communication between teams so that each team can focus on its own specific tasks 212 . c. 353) Application of Teams and Quality Management The CEO of your company recently assigned you the task of overseeing quality management for five different production teams. you determine that one of the team members performs routine administrative tasks that are rarely visible to any of the other team members. Australia. Which of the following strategies is most likely to improve the quality of the optical device? a. because task-related conflicts usually benefit the performance of a team. e. because culturally diverse teams tend to operate with minimal conflict. After interviewing all 7 team members. A team comprised primarily of members from either Japan or Mexico. No. because employees from countries with individualistic values tend to function well in teams. A team comprised primarily of members from the United States. A team comprised of members drawn equally from all of the company’s offices. because task-related conflicts lead to poor team decisions. Yes. which of the following teams is likely to be the LEAST challenging to manage? a. Moderate. Canada. p. because conflicts based on personal animosity rarely affect team operations. and Japan. The final products currently suffer from some notable quality flaws. Four of the teams manufacture individual components for an optical device. because employees from these countries usually grow up learning how to function in teams. You suspect that this team member may be loafing off and lagging in his duties. Yes. c. providing him with administrative training. which are located in the United States. 352) 120. You have been asked to pull together a global virtual team to handle a specific project. p. b. A team comprised primarily of members from Canada. because employees from countries with collectivist values tend to adjust easily to team structures. (d. (e. and Australia. Britain. 121. d. requiring all five teams to implement quality improvement ideas developed by senior management b.
refocus. assigning tasks to members. Virtual teams can do all things that other teams do – share information. What is a virtual team? Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. Discuss the difference between a work group and a work team. (Page 339) 125. they have turned to teams as a way to better utilize employee talents. supervisory positions take on decreased importance and may even be eliminated. make decisions. who come together to accomplish a task. What is a cross-functional team? Cross-functional teams are made up of employees from about the same hierarchical level. and working with suppliers and customers. video conferencing. but from different work areas. A work team generates positive synergy through coordinated effort. deploy. replacing 50% of the team membership with new team members who are more qualified e. whether they’re only a room away or continents apart. collective control over the pace of work. and coordinate complex projects. This is an effective means for allowing people from diverse areas within an organization to exchange information. taking action on problems. Challenging.d. Why have teams become so popular? Teams typically outperform individuals when the tasks being done require multiple skills. and disband. (Page 342) 213 . Typically. (Pages 340-341) 126. As a result. are an effective means for management to democratize their organizations and increase employee motivation. and experience. Describe and discuss self-managed work teams. Their individual efforts result in a level of performance that is greater than the sum of those individual inputs. A work group is a group that interacts primarily to share information and to make decisions to help each member performs within his or her area of responsibility. There is no positive synergy that would create an overall level of performance that is greater than the sum of the inputs. training each member in specific techniques for tracking the performance of his or her team (b. Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. (Page 338) 124. (Pages 341-342) 127. making operating decisions. Teams. Teams have the capacity to quickly assemble. Teams facilitate employee participation in operating decisions. 356) SHORT DISCUSSION QUESTIONS 123. judgment. complete tasks. As organizations have restructured themselves to compete more effectively and efficiently. develop new ideas and solve problems. Management has found that teams are more flexible and responsive to changing events than are traditional departments or other forms of permanent groupings. or e-mail. They allow people to collaborate online using communication links like wide-area networks. this includes planning and scheduling of work. Fully self-managed work teams even select their own members and have the members evaluate each other’s performance. p. then.
motivates them to work harder. Discuss strategies an organization might use to turn individuals into team players. A large proportion of people raised on the importance of individual accomplishment can be trained to become team players.managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. offer advice. They can make products. who come together to accomplish a task. Teams can be classified based on their objectives. 214 . collective control over the pace of work. Typically. Why are teams an essential part of quality management? The essence of quality management is process improvement. negotiate deals. (Page 355-356) MEDIUM LENGTH DISCUSSION QUESTIONS 131. are these teams given the authority to unilaterally implement any of their suggested actions. coordinate projects. Promotions. efficiency. When hiring team members. Self. cross-functional teams. and working with suppliers and customers. They meet for a few hours each week to discuss ways of improving quality. In other words. and employee involvement is the linchpin of process improvement. and make decisions. Teams that have been successful raise their beliefs about future success. Fully self-managed work teams even select their own members and have the members evaluate each other’s performance. develop new ideas and solve problems. taking action on problems. What is team efficacy? Effective teams have confidence in themselves. (Page 352) 129. Cross-functional teams are made up of employees from about the same hierarchical level. and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. provide services. This is an effective means for allowing people from diverse areas within an organization to exchange information. pay raises. Teams can do a variety of things. (Pages 353-354) 130. This is called team efficacy. The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones.128. however. and coordinate complex projects. assigning tasks to members. in addition to the technical skills required to fill the job. members share ideas or offer suggestions on how work processes and methods can be improved. On problem-solving teams. As a result. which in turn. quality management requires management to give employees the encouragement to share ideas and act on what they suggest. making operating decisions. Managers have several options to turn individuals into team players. supervisory positions take on decreased importance and may even be eliminated. and virtual teams. They believe they can succeed. The four most common types of team are problem-solving teams. this includes planning and scheduling of work. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide. Identify and discuss the four most common forms of work teams. Teams provide the natural vehicle for employees to share ideas and to implement improvements. care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. and the work environment. but from different work areas. self-managed teams. Rarely.
These characteristics motivate because they increase members’ sense of responsibility and ownership over the work and because they make the work more interesting to perform. In face-to-face conversation. a managed level of conflict. (Pages 342-343) 133. team efficacy. They allow people to collaborate online using communication links like wide-area networks. complete tasks. whether they’re only a room away or continents apart. As previously noted. functional specialization. They aren’t able to duplicate the normal give and take of face-to-face discussion. make decisions. most team activities require a variety of skills and knowledge. Work design characteristics enhance motivation and increase team effectiveness. especially on cognitive. and a performance evaluation and reward system that reflects team contributions. establishment of specific team goals. inflection.Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. (Pages 344-353) 134. limited social context. people use paraverbal (tone of voice. it would be reasonable to conclude that heterogeneous teams—those composed of dissimilar individuals—would be more likely to have diverse abilities and information and should be more effective. Not surprisingly. and other body language) cues. but aren’t available in online interactions. and experience. Especially when members haven’t personally met. When a team is diverse in terms of personality. virtual teams tend to be more task-oriented and exchange less social–emotional information. To perform effectively. Research studies generally substantiate this conclusion. Discuss the advantages and disadvantages of diversity on teams. a team requires three different types of skills – technical expertise. Virtual teams can do all things that other teams do – share information. These help clarify communication by providing increased meaning. The second relates to the team’s composition. and minimizing social loafing. What are the three factors that make a virtual team different from a face-to-face team? Explain each of the factors. problem-solving and decision-making skills. The team effectiveness model identifies four categories of key components making up effective teams. age. and the ability to overcome time and space constraints. facial expression. process variables reflect the things that go on in the team that influence effectiveness. virtual team members report less satisfaction with the group interaction process than do face-to-face teams. effective leadership. and interpersonal skills. The three primary factors that differentiate virtual teams from face-to-face teams are the absence of paraverbal and nonverbal cues. No team can achieve its performance potential without developing all three types of skills. a climate of trust. The four contextual factors that appear to be most significantly related to team performance are the presence of adequate resources. What are these four categories? Give examples of each category. video conferencing. gender. The key components making up effective teams can be subsumed into four general categories. Virtual teams often suffer from less social rapport and less direct interaction among members. Given this requirement. Third is the resources and contextual influences that make teams effective. It allows people to work together who might otherwise never be able to collaborate. creativity-demanding tasks. These include member commitment to a common purpose. The team may be more conflict-laden and less expedient as 215 . virtual teams are able to do their work even if members are thousands of miles apart and separated by a dozen or more time zones. Finally. (Pages 340-344) 132. The first category is work design. hand gestures. voice volume) and nonverbal (eye movement. Finally. there is an increased probability that the team will possess the needed characteristics to complete its tasks effectively. or e-mail. education.
diversity promotes conflict. at least in the short term. For many employees. who had done well working alone. it should be expected that some employees will resist being team players and may be un-trainable. such people typically become casualties of the team approach. and they bred a competitive climate that encouraged individual achievement and recognition. 216 . The candidates can undergo training to “make them into team players. This is especially true for those socialized around individual contributions. Some people already possess the interpersonal skills to be effective team players. The reason is that it takes culturally diverse teams a while to learn how to work through disagreements and different approaches to solving problems. negotiation. conflict-management. They typically offer workshops to help employees improve their problem-solving.varied positions are introduced and assimilated. which stimulates creativity. care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. Some firms prospered by hiring and rewarding corporate stars. I just had my first negative performance appraisal in 20 years. Many job candidates don’t have team skills. without teams (if this possibility exists). What conditions make it most difficult to create team players? Explain how organizations can create team players. The challenge of creating team players will be greatest when (1) the national culture is highly individualistic and (2) the teams are being introduced into an established organization that has historically valued individual achievement. Unfortunately. individuals must be able to communicate openly and honestly. To perform well as team members. (Page 349) COMPREHENSIVE ESSAYS 135. to confront differences and resolve conflicts. But culturally heterogeneous teams have more difficulty in learning to work with each other and in solving problems. but the evidence generally supports the conclusion that heterogeneous teams perform more effectively than do those that are homogeneous. and coaching skills. a large proportion of people raised on the importance of individual accomplishments can be trained to become team players. and to sublimate personal goals for the good of the team. A veteran employee of a large company. the differences disappear after about three months. described the experience of joining a team: “I’m learning my lesson. On a more optimistic note. But what about diversity created by racial or national differences? The evidence indicates that these elements of diversity interfere with team processes. this is a difficult—sometimes impossible— task.” If this isn’t possible or doesn’t work. The good news is that these difficulties seem to dissipate with time. managers basically have three options.” The primary options managers have for trying to turn individuals into team players include: Selection. in addition to the technical skills required to fill the job. or don’t hire the candidate. When faced with such candidates. Employees also learn the five-stage group development model described in Chapter 8. which leads to improved decision making. Although newly formed culturally diverse teams underperform newly formed culturally homogeneous teams. Employees in these types of firms can be jolted by this sudden shift to the importance of team play. When hiring team members. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide. communication. the other two options are to transfer the individual to another unit within the organization. Cultural diversity seems to be an asset for tasks that call for a variety of viewpoints. Essentially. In established organizations that decide to redesign jobs around teams. Training.
sharing information with teammates. where the success of the whole depends on the success of each one and the success of each one depends on the success of the others. and meetings to be run. and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. rather. and mastering new skills that the team needs but in which it is deficient.Rewards. (Pages 353-355) 136. they are balanced with selfless contributions to the team. It has been suggested that three tests be applied to see if a team fits the situation. Second. does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? The final test to assess whether teams fit the situation is: Are the members of the group interdependent? Teams make sense where there is interdependence between tasks. can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. conflicts to be managed. First. pay raises. What are some of the cautions to be aware of when using teams? Teams have increased communication demands. This doesn’t mean individual contributions are ignored. Promotions. The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. helping to resolve team conflicts. (Pages 356-357) 217 . Examples of behaviors that should be rewarded include training new colleagues. Simple tasks that don’t require diverse input are probably better left to individuals.
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