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Behavior in Organizations, 10e (Greenberg)
Chapter 8 Group Dynamics and Work Teams
1) ________ focuses on the nature of groups, the variables that govern their development,
formation, structure, performance, etc.
A) Group dynamics
B) Teamwork
C) Social facilitation
D) Drive theory
Answer: A
Diff: 1 Page Ref: 251
2) Which of the following constitutes a group?

A) Students waiting in line to sell their textbooks at the end of the semester
B) The office support staff of a sales office
C) Students working on a final project which determines if they pass or fail
D) All of these are groups.
Answer: C
3) Which of the following characterizes a group?

A) Members pursue diverse goals
B) Independence of membership
C) The ability to solve problems
D) The perception that they are a group
Answer: D
4) The most basic form of a group is the:

A) formal and informal group.
B) work group, cross-functional team.
C) intact group, self-managed team.
D) temporary work team.
Answer: A
5) Groups that are created by the organization and are intentionally designed to direct its
members toward some important organizational goal are known as:
A) informal groups.
B) formal groups.
C) role-structured groups.
D) self-managed teams.
Answer: B
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Copyright © 2011 Pearson Education, Inc.
6) A group that is determined by the connections between individuals on an organizational chart
is known as a/n:
A) command group.
B) task group.
C) standing committee.
D) informal group.
Answer: A
7) A formal group that is composed of individuals with some special interest or expertise in a
specific area, regardless of their positions in the organization, is known as a/n:
A) command group.
B) task group.
C) standing committee.
D) informal group.
Answer: B
8) Groups that tend to form naturally among an organization's personnel are called:
A) interest groups.
B) friendship groups.
C) task groups.
D) informal groups.
Answer: D
9) Susan belongs to a social club where members get together to see movies, play cards or just
talk. This type of group is a/an:
A) task group.
B) interest group.
C) friendship group.
D) ad-hoc group.
Answer: C
AACSB: Reflective Thinking
10) By forming groups, people realize the opportunity to:

A) share their mutual interests.
B) enhance their self-monitoring skills.
C) satisfy self-actualization needs.
D) do all of these.
Answer: A
2
11) By bonding together to meet mutual goals, people can ________.
A) achieve security
B) fill social needs
C) fill the need for self-esteem
D) satisfy mutual interests
Answer: D
12) People join groups for a number of reasons including:

A) to gather information.
B) being forced to by circumstances.
C) to satisfy a basic need to be with others.
D) the desire to have control over others by being a leader.
Answer: C
13) In what stage of group development do group members come to resist control of leaders and
show hostility?
A) Forming
B) Storming
C) Norming
D) Performing
Answer: B
14) Sushani is observing group functioning as part of her OB studies. The group she's observing
seems to be fairly cohesive, is developing close interpersonal relationships and a feeling of
camaraderie, etc. This group is in the ________ stage of group development.
A) forming
B) storming
C) norming
D) performing
Answer: C
Diff: 2 Page Ref: 255-256
15) In what stage of group development do group members work toward getting their jobs done?
A) Forming
B) Adjourning
C) Norming
D) Performing
Answer: D
3
16) When thinking about the five stages of group development, it is important to remember that:
A) most groups spend approximately the same amount of time in each stage.
B) all groups progress through the five stages in order.
C) each stage will have a clear beginning and ending.
D) it is a general framework for group formation.
Answer: D
17) The ________ asserts that groups go through two stages marked by the mid-point of the
group’s time together.
A) group contingency schematic
B) punctuated-equilibrium model
C) socialization transfer model.
D) congruence-productivity paradigm
Answer: B
18) The interrelationships between the individuals constituting a group are called:
A) group roles.
B) group structure.
C) role expectations.
D) role differentiation.
Answer: B
19) The beliefs that people have about what someone occupying a certain office is supposed to
do are:
A) group roles.
B) group structure.
Answer: C
20) The emergence of the roles that different group members play is:
A) group roles.
B) group structure.
Answer: D
4
21) If the activities of an individual in a group, more than anyone else, helps the group reach its
goal, then that person is playing a ________.
A) a socioemotional role
B) a self-oriented role
C) a task-oriented role
D) relations-oriented role
Answer: C
22) Tami shifts her own opinions to harmonize with the group and suggests ways the group can
operate more efficiently. She is fulfilling the:
A) relations-oriented role
B) self-oriented role.
C) task-oriented role.
D) ancillary role.
Answer: A
23) The typical behaviors that characterize a person in a social context are called:
A) roles.
B) norms.
C) expectations.
D) status.
Answer: B
24) A norm that guides behavior that should be avoided is known as a:

A) differentiated norm.
B) prescriptive norm.
C) proscriptive norm.
D) precedent norm.
Answer: C
25) An example of a self-oriented group role would be:

A) opinion giver.
B) expeditor.
C) information-seeker.
D) blocker.
Answer: D
5
26) Jamie is trying to get the church board to make a decision, as most members are just tired of
the debate. He has taken on the group member role of:
A) initiator-contributor.
B) encourager.
C) energizer.
D) expediter.
Answer: C
27) The relative social position or rank given to a social unit is called:
A) precedents.
B) status.
C) structure.
D) social facilitation.
Answer: B
28) Status symbols:

A) remind organizational members of their roles.
B) provide a sense of identification with a group.
C) provide assurance of rewards available to those who perform well.
D) All of these.
Answer: D
29) Bill has taken a job with another accounting firm. He quickly discovers that the norms from
his previous employer (maximum billable hours, 80 hours weeks, etc.) are the same here. This is
an example of a norm developing because of:
A) carryovers from other situations.
B) an explicit statement by a superior.
C) precedents set over time.
D) critical events in the group's history.
Answer: A
30) When group members are attracted to each other, accept the group's goals, and work together
toward meeting them, it may be said that the group has high:
A) cohesiveness.
B) role differentiation.
C) social facilitation.
D) status.
Answer: A
6
31) Which of the following is an important factor that influences cohesiveness?
A) The severity of group initiation
B) High external threat
C) High competition
D) All of these.
Answer: D
32) Group cohesion can have a number of consequences, including:

A) leading a group to work against organizational interests.
B) enjoyment of group membership at the expense of productivity.
C) self-destruction due to infighting for control of the group.
D) All of these.
Answer: A
33) Sometimes the presence of others enhances task performance, and sometimes it impairs it.
This phenomenon is known as:
A) role ambiguity.
B) social facilitation.
C) group cohesion.
D) social loafing.
Answer: B
34) Suppose that you have studied piano for many years and have practiced a certain Mozart
concerto diligently every day for six months. Now, you are about to perform it in front of an
audience. According to the drive theory of social facilitation, you would be expected to:
A) play better than you did while practicing alone.
B) play worse than you did while practicing alone.
C) relax and ride on the efforts of others in the recital group.
D) Do none of the above.
Answer: A
35) Evaluation apprehension is the fear of ________.

A) jobs that require repetitive motion
B) being evaluated or judged by another person
C) being required to evaluate others
D) introspection and soul-searching
Answer: B
7
36) A study of computerized performance monitoring showed that:
A) monitoring resulted in a drive theory effect and increased performance.
B) monitoring had no impact on task performance.
C) it reduced evaluation apprehension to the point where monitored performance increased over
non-monitored performance.
D) social facilitation occurs even when the "observer" is present only electronically.
Answer: D
37) When task performance of a group is determined by pooled efforts, it is known as:
A) an additive task.
B) a disjunctive task.
C) a social task.
D) conjunctive task.
Answer: A
38) When a group of people perform an additive task together, there is a tendency for each
individual to contribute less to the group's product than when they perform alone. This effect is
known as:
A) role ambiguity.
B) social facilitation.
C) distraction-conflict theory.
D) social loafing.
Answer: D
39) According to ________, the effect of any social force acting on a group is divided among its
members.
A) social facilitation theory
B) social impact theory
C) drive theory
D) team development theory
Answer: B
40) Social loafing seems to occur because:

A) of the individual's concern for the group over him/herself.
B) of the distraction caused by the presence of others and concerns for their evaluation of the
individual's performance.
C) the responsibility for doing the job is diffused over more people.
D) culture has little impact on task performance and it is part of human nature to relax effort
when it is possible.
Answer: C
8
41) Research into social loafing and group performance showed that countries like China and
Israel with collectivist cultures found that:
A) social loafing occurs as much as in individualistic cultures like the U.S.
B) workers performed better in groups than they did alone.
C) workers performed well in small groups but loafed in larger groups.
D) individuals outperformed groups in all but a very few tasks.
Answer: B
AACSB: Multicultural and Diversity
42) An international study of social loafing showed that:

A) culture has an influence on people's tendency to engage in social loafing.
B) culture has no influence on people's tendency to engage in social loafing.
C) collectivist cultures are more prone to social loafing than other cultures.
D) None of these.
Answer: A
AACSB: Multicultural and Diversity
43) Social loafing can be lessened by:

A) specializing tasks and making them more routine.
B) rewarding individuals for contributions to group performance.
C) identifying the group to its social peers.
D) doing all of the above.
Answer: B
44) Research has shown that social loafing may be combated by:
A) using only additive tasks.
B) building more effective team incentives.
C) threatening to punish people for not performing up to standards.
D) creating a more individualistic culture in the organization.
Answer: C
45) Which of the following characterizes teams?

A) Common commitment to purpose
B) Mutual accountability
C) Complementary skills
D) All of these.
Answer: D
9
46) ________ represent common understanding among team members regarding how their team
operates.
A) Shared mental models
B) Cross-functional representations
C) Intrapersonal schematics
D) Symbiotic interrelationships
Answer: A
47) One way a team differs from a group has to do with:

A) the mutual accountability a team has.
B) the different developmental stages a team goes through.
C) the higher level of cohesiveness a group has.
D) the types of roles played by members.
Answer: A
48) In contrast to groups, teams are ________.

A) a loose collection of individuals
B) empowered to make their own decisions
C) designed around specific workplace functions
D) trained in one area of expertise
Answer: B
49) Teams that are primarily oriented toward the mission of increasing organizational
effectiveness are:
A) improvement teams.
B) work teams.
C) temporary teams.
D) quality teams.
Answer: A
50) The CEO is considering implementing teams. During the discussion the question is raised
about whether they should use intact teams or cross-functional teams. This discussion is about
the ________ dimension of teams.
A) operational autonomy
B) mission or purpose
C) time
D) authority structure
Answer: D
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51) Teams differ according to five dimensions, including:
A) the number of members.
B) their cultural diversity and gender mix.
C) physical presence.
D) their performance level: low, medium, or high.
Answer: C
52) The management team is discussing whether to use self-managing teams or more traditional
work groups. The team dimension they are debating is:
A) the mission or purpose of the team.
B) the duration of the team.
C) the authority structure of the team.
D) the degree of operational autonomy.
Answer: D
53) Some companies are structured such that people work together on certain projects all the
time and do not apply their specialty to a wide range of products. These companies are utilizing:
A) intact teams.
B) cross-functional teams.
C) temporary teams.
D) improvement teams.
Answer: A
54) The determination of whether or not to use a team is the ________ stage of team creation.
A) creating performance conditions
B) prework
C) forming and building the team
D) providing support
Answer: B
55) A manager should insure that a team has the proper resources to function at which stage in
the creation of the team?
A) Creating performance conditions
B) Prework
C) Forming and building the team
D) Providing support
Answer: A
11
56) At stage 3 of creating a team, forming and building, a manager should:
A) provide the resources necessary to function.
B) note exactly what work is to be done.
C) establish who is on the team and clarify its mission.
D) do all of these.
Answer: C
57) Research on the use of teams shows that:

A) manufacturers like GM experience high levels of success with teams.
B) teams have succeeded in the service industry as well as manufacturing.
C) there isn't a clear and convincing case for the overall effectiveness of teams.
D) All of these are true.
Answer: D
58) In one large study that surveyed 1,000 companies in the United States it was found that
________ of them used some work teams.
A) 64%
B) 13%
C) 47%
D) 89%
Answer: C
59) The case studies reported in your text:

A) seem to show that teams are not as effective as thought.
B) indicate that some U.S. companies have achieved outstanding results with teams.
C) show a clear pattern against team effectiveness.
D) show that teams are most effective in small companies and less effective in larger
corporations.
Answer: B
60) Which of the following can cause a team to fail?

A) Members do not share a common vision.
B) Managers are reluctant to relinquish control.
C) Members do not want to cooperate with other teams
D) All of the above
Answer: D
12
61) Sometimes managers can cause teams to fail by:
A) giving them too much freedom.
B) not designing adequate team performance incentives.
C) not cooperating with the team.
D) failing to relinquish control to the team.
Answer: D
62) Bobbie Joe's team has information that Billie Jean's team needs but Bobbie Joe's team won't
provide it because they are upset about how the other team took credit for one of their projects in
the past. Billie Jean's team has some extra resources that Bobbie Joe's team needs but can't
requisition but they won't share them since Bobbie Joe's team won't give up the information. It
looks like these teams may fail because:
A) the two teams are failing to cooperate with each other.
B) they haven't seen enough soap operas to know this doesn't work.
C) there is a lack of support from management.
D) neither team has sufficient resources or autonomy to accomplish their tasks.
Answer: A
63) There are a number of ways to promote high performance in teams, including:
A) encouraging intrateam competition.
B) basing compensation on performance only.
C) communicating the urgency of the team's mission.
D) discouraging competition between teams.
Answer: C
64) A manager can promote high performance in teams by:

A) promoting cooperation within and between teams.
B) communicating the urgency of the team's mission.
C) providing training in team-building skills.
D) doing all of these.
Answer: D
65) When putting a team together, it is essential that members have:

A) the individual desire to succeed.
B) the skills needed to succeed.
C) the ability to work alone and unsupervised.
D) strong technical skills.
Answer: B
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Table 8.1
Introduction to Business class is to observe the use of groups in a large manufacturing business.
The students notice that most groups are arranged by reporting relationships. Bill discovers a
group of managers who have been placed together to study and recommend a course of action on
a flextime schedule for employees. Jane finds that the executives of the company have formed a
team consisting of themselves, some middle managers, and a few hourly employees to work on
improving work processes and efficiency within the company. This group has been in existence
for 5 years and is going strong.
66) Refer to Table 8.1. The majority of groups in this business appear to be:
A) informal interest groups.
B) formal command groups.
C) ad hoc committees or task forces.
D) self-managing groups.
Answer: B
67) Refer to Table 8.1. Jane's group appears to be what type of group?
A) Task group
B) Formal command group
C) Ad hoc committee or task force
D) Self-managing group
Answer: A
68) Refer to Table 8.1. The group of managers that Bill discovers is an example of:
A) an informal interest group.
B) a formal command group.
C) an ad hoc committee or task force.
D) a self-managing group.
Answer: C
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Table 8.2
As a consultant of group processes, you are observing B.C.H.C., Inc.'s self-managing teams and
work groups, which are in different stages of development in this medium-sized manufacturing
business. You have named the teams and groups A, B, C, D, and E, to conceal their names and
get the most honest information possible. Group D has resolved its issues of leadership and is
devoting all of its energy to getting the task done. Team C, on the other hand, shows significant
resistance to its appointed leader's guidance, and there is a lot of argument over roles within the
group. The members of Group A are still getting acquainted in their meetings. They are setting
their formal norms and clarifying expectations.Team B is full of hostility. At least one group
member has 'withdrawn' by sitting quietly and no longer participating in the
discussions/arguments.
69) Refer to Table 8.2. Group A appears to be at which stage of team development?
A) Forming
B) Storming
C) Norming
D) Performing
Answer: A
70) Refer to Table 8.2. Team C, on the other hand, seems to be at the:
A) forming stage.
B) storming stage.
C) norming stage.
D) performing stage.
Answer: B
71) Refer to Table 8.2. Team B is where in the stages of team development?
A) Forming
B) Storming
C) Norming
D) Performing
Answer: B
72) Refer to Table 8.2. Group D seems to be in the development stage of:
A) adjourning.
B) storming.
C) norming.
D) performing.
Answer: D
15
Table 8.3
Management is considering the implementation of teams in the company. Several issues come up
during the initial discussion. First, should the teams be permanent or established simply for
specific projects and terminated when the project is completed? Second, do we want self-
managing teams, supervisor led teams, or a mix? Third issue, do we want teams within
departments or should we use some cross-functional teams? The discussion concludes with a
fourth issue, do we want teams focused on improving our processes or simply accomplishing the
work we are already doing?
73) Refer to Table 8.3. The fourth and final issue discussed relates to the ________ dimension of
teams.
A) time
B) authority structure
C) degree of autonomy
D) purpose or mission
Answer: D
74) Refer to Table 8.3. The first issue discussed by the team is dealing with the ________
dimension of teams.
A) time
Answer: A
75) Refer to Table 8.3. The second issue discussed focuses on the ________ dimension of teams.
A) time
Answer: C
76) Refer to Table 8.3. The third issue discussed relates to the ________ dimension of teams.
A) time
Answer: B
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Table 8.4
Nermina is preparing to implement teams in her functional area. Currently she is studying how to
create a team. In her past experience she often found that groups of people did less work than
just one or two people could do. It is now two weeks later. Nermina is well into the process of
creating teams. She is ensuring the correct resources, both human and material are available for
the team.
77) Refer to Table 8.4. Nermina's original experience with groups is an example of:
A) social loafing.
B) common goals within work groups.
C) social facilitation.
D) distraction-conflict effect.
Answer: A
78) Refer to Table 8.4. How could she have prevented the problem?
A) By stressing individual effort.
B) By developing commitment to a common purpose.
C) By making each person working identifiable.
D) By doing all of these.
Answer: C
79) Refer to Table 8.4. Two weeks into the implementation of her teams, Nermina is at what
stage in team creation?
A) Prework
B) Creating performance conditions
C) Forming and building the team
D) Providing ongoing support for the team
Answer: B
80) Refer to Table 8.4. What management mistake could Nermina make that would cause her
teams to fail?
A) Linking individual rewards to team performance
B) Diversifying the team membership
C) Emphasizing the urgency of the team's tasks
D) Failing to relinquish control to the team
Answer: D
17
81) Group dynamics refers to the use of groups or teams in which members are mutually
committed to goals and there is leadership toward those goals.
Answer: FALSE
82) Josefina is part of a team formed to develop a corporate e-mail policy in the next 90 days.
Josefina is a member of a task group.
Answer: TRUE
83) People join groups both because they share mutual goals but also for protection from other
groups.
Answer: TRUE
84) An alternative group model, the punctuated-equilibrium model, reduces the traditional five
stages of group development to two and it is in the second phase when a group tries new ideas
and new perspectives.
Answer: TRUE
85) The tendency for various specialized roles to emerge as a group develops is called
prescriptive norms.
Answer: FALSE
86) Prescriptive norms dictate specific behavior that should be avoided.

Answer: FALSE
87) If Michiko seeks to mediate and settle conflicts in her group, she is fulfilling the role of
compromiser.
Answer: FALSE
88) Status symbols generally have a derogatory effect on groups, and therefore should be
avoided in organizations.
Answer: FALSE
89) An example of informal status would be regarding someone with special skills at work as
having higher status than everyone else.
Answer: TRUE
18
90) John tends to encourage most of his teammates to better performance when he is working
with them. This is an example of social facilitation.
Answer: TRUE
91) Social loafing is a cross-cultural phenomenon in that both collectivist and individualist
cultures experience a high degree of social loafing in work groups.
Answer: FALSE
92) Researchers coined the term social impact theory for the phenomenon that occurs when
group tasks are coordinated in such a way as to be added together to form the group's final
product.
Answer: FALSE
93) Groups tend to be responsive to self-imposed demands, whereas teams tend to be responsive
to the demands of management.
Answer: FALSE
94) Dorothea is forming work teams by combining managers from various functions within the
company. The fact that she is drawing team members from different departments defines the
degree of autonomy the team has.
Answer: FALSE
95) It is estimated that close to 50% of companies have at least one team in place that is self-
directed to at least some extent.
Answer: TRUE
96) Harold is part of a human resources team researching a cafeteria benefits program for his
company. Once their research is complete and presented to management, Harold will return to
his regular HR responsibilities. Harold is part of a temporary, self-managed, cross-functional
team.
Answer: FALSE
97) In organizations using cross-functional teams, the boundaries between all teams must be
considered permeable.
Answer: TRUE
19
98) When organizations use cross-functional teams, people are usually members of one team
only.
Answer: FALSE
99) A Sun Microsystems virtual team worked together for seven months without ever being in
the same room.
Answer: TRUE
100) In the four-stage process of team creation and development, Stage 2 involves ensuring that
the team has the proper resources that it needs to function.
Answer: TRUE
101) Research suggests that teams can enhance commitment levels among employees.
Answer: TRUE
102) Teams can fail to work properly for a number of reasons, including an unwillingness of its
members to cooperate.
Answer: TRUE
103) Effective teams link individual rewards to team performance.

Answer: TRUE
104) The most effective teams are not placed under time pressures or challenged by a sense of
urgency because it will lead to either sloppy work or being overwhelmed.
Answer: FALSE
105) Describe the key characteristics of a group.

Answer: There are four key characteristics. 1) They are composed of two or more people
involved in social interaction. 2) They must have a stable group structure. Although the group
can change, there must be some stable relationships. 3) Members must share common interests or
goals. 4) The individuals involved must see themselves as a group.
20
106) Groups pass through several stages in their development. Name each stage and explain
what takes place in that stage.
Answer: Groups pass through five stages. (1) Forming occurs when group members get
acquainted and establish ground rules. (2) Storming happens when there is a high degree of
conflict, and members resist the leader's control. (3) In the norming phase, the group becomes
cohesive, group identity builds, and there are shared feelings of common interests and goals. (4)
In the performing stage, the group is ready to work. (5) Adjourning signifies that goals have been
met, so the group disbands.
107) What are the four aspects of group structure?

Answer: Roles represent the part each member of the group plays. Issues here are role
expectations, role ambiguity, and role differentiation. Norms are the unspoken rules by which the
group operates. They may be formal or informal. They may develop from precedents set over
time, carryover from other situations, responses to an implicit statement by a superior or co-
worker, and critical events in the group's history. Status is the prestige tied to group membership.
Important here are the symbols of status. Cohesiveness represents the strength of members'
desires to remain a team.
108) Identify the five major dimensions of teams, including examples of teams associated with
each dimension.
Answer: The first dimension is purpose or mission. Work teams are primarily concerned with
work done by the organization. Improvement teams have the mission of increasing effectiveness
of processes, of the organization. The second dimension is time. Temporary teams are
established for a specific project with a limited life. Permanent teams stay intact as long as the
organization exists. The third dimension is the degree of autonomy. Self-managed teams are
almost completely autonomous, scheduling their own work, etc. In work groups, the leader
makes the decisions on behalf of the members who follow orders. The fourth dimension is
authority structure. Intact teams work on specific projects and their authority structure is
contained within the team. Cross-functional teams draw members across functions from the
same level of the organization to work together. The fifth dimension is physical presence. In
physical teams, members are physically present. In virtual teams, members meet via electronic
means.
21
109) Offer some tips on developing successful teams.
Answer: Compensate team performance. Teams are no places for hotshots who want to make
their individual marks at the expense of the team; for teams to be successful, they need team
players. The more that organizations reward employees for their teams’ successes, the more
strongly team spirit will be enforced.
Recognize the role of team leaders. Despite their actual contributions, leaders are only one
determinant of a team’s success. In fact, it is possible that some teams will succeed or fail
regardless of (or even despite) their leaders’ influence.
Communicate the urgency of the team’s mission. Team members are prone to rally around
challenges that compel them to meet high performance standards. As a result, the urgency of
meeting those standards should be expressed.
Train members in team skills. To be effective, team members must have the right blend of skills
needed to satisfy the objectives of their team. Rather than simply gathering some people together
and calling them a team, many companies are taking proactive steps (such as formal team
building) to ensure that team members will get along and perform as they should.
Promote cooperation within and between teams. Team success requires not only cooperation
within teams, but also between them. As one expert put it, “If you don’t get your teams into the
right constellations, the whole organization can stall.”
Select team members based on their skills or potential skills. Because the success of teams
demands that members work together closely on a variety of tasks, it is essential for them to have
a complementary set of skills. This included not only job skills but also interpersonal skills.
Developing successful teams requires patience. Although the suggestions above are useful, they
alone do not ensure the success of work teams. Other factors, such as the economy, competition,
and the company’s financial status are also important determinants of organizational success.
Clearly, teams are not an overnight route to success. Nevertheless, with patience and careful
attention to the suggestions noted above, teams can yield extraordinary gains in productivity.
110) Why do people join groups?

Answer: 1) To satisfy mutual interests and goals. 2) To achieve security. 3) To fill social needs.
4) To fill self-esteem needs.
111) Differentiate between a task-oriented role and a relations-oriented role.

Answer: Task-oriented roles are those roles in which the person helps the group to reach its
desired goal. Relations-oriented roles, on the other hand, are those roles in which the person tries
to make everyone else feel good, being supportive and nurturing others in the group.
22
Test Bank for Behavior in Organizations, 10/E 10th Edition Jerald Greenberg
112) What is "social loafing" and when does it occur?

Answer: Social loafing is when one or more members of a group work less hard than they could
because they see their contribution being less important because of the group effort. They loaf or
get a 'free ride.' This is especially true with additive tasks where the efforts of one person add to
the efforts of another.
113) You are designing a training program for managers, managing teams. Identify the four
major stages of team creation.
Answer: Stage 1: Prework involves determining when a team should be created; and objectives
are set, decisions on authority are made, and a skills inventory is conducted. Stage 2: Creating
performance conditions means ensuring the proper conditions exist for maximum performance.
Stage 3: Forming and building the team involves setting boundaries, who is and is not a team
member; acceptance of the team mission by members; and clarifying expectations. Stage 4:
Providing ongoing assistance means helping the team eliminate and solve problems, as well as
obtain and use resources.
114) What is ethnorelativistic thinking and how do managers promote it?

Answer: Ethnorelativistic thinking refers to taking the perspective of another group and
understanding how they see the world. Promoting this type of thinking requires getting group
members to understand and to respect the differences between them and helping them relate to
one another despite those differences. This involves three key foci: perspective taking
(considering the way others see things), empathy (being aware of others’ feelings), and
adaptability (willingness to changes one’s own view and behaviors).
23
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2) Which of the following constitutes a group?

3) Which of the following characterizes a group?

4) The most basic form of a group is the:

10) By forming groups, people realize the opportunity to:

12) People join groups for a number of reasons including:

24) A norm that guides behavior that should be avoided is known as a:

25) An example of a self-oriented group role would be:

28) Status symbols:

32) Group cohesion can have a number of consequences, including:

35) Evaluation apprehension is the fear of ________.

40) Social loafing seems to occur because:

42) An international study of social loafing showed that:

43) Social loafing can be lessened by:

45) Which of the following characterizes teams?

47) One way a team differs from a group has to do with:

48) In contrast to groups, teams are ________.

57) Research on the use of teams shows that:

59) The case studies reported in your text:

60) Which of the following can cause a team to fail?

64) A manager can promote high performance in teams by:

65) When putting a team together, it is essential that members have:

86) Prescriptive norms dictate specific behavior that should be avoided.

103) Effective teams link individual rewards to team performance.

105) Describe the key characteristics of a group.

107) What are the four aspects of group structure?

110) Why do people join groups?

111) Differentiate between a task-oriented role and a relations-oriented role.

112) What is "social loafing" and when does it occur?

114) What is ethnorelativistic thinking and how do managers promote it?

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