Interpersonal Skills in Organizations 4th Edition Janasz Test Bank

Interpersonal Skills in Organizations
4th Edition Janasz Test Bank

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c10
Student: ___________________________________________________________________________
1. The term "group" is synonymous with the term "team".
True False
2. Since Kellie and four others are together trying to design a new product for their company, her
group can be referred to as a team.
True False
3. The increase in organizational hierarchy and managerial layers has led to the evolution of self-
managed teams.
True False
4. Teams are effective when tasks are complex and task interdependence is high.
True False
5. Teamwork usually results in organized approaches and systematic processes for problem solving
and task completion.
True False
6. Social loafing promotes synergy among team members.
True False
7. Vivian's group is in the storming stage. As leader, Vivian can help by taking sides in order to push
the group in one direction.
True False
8. Debbie's team members are learning to incorporate new methods of working together. This
implies that they are in the norming stage of team development.
True False
9. All groups must move through all the stages of development in order to evolve into teams.
True False
10. Team leaders who function more like coaches than managers help to facilitate the development of
more effective teams.
>Answer: True
True False
11. Teams that have higher levels of technical expertise are usually more successful than teams with
high levels of interpersonal skills.
True False
12. Ron, as a manager, can reinforce the idea that collaboration in his team will be highly valued by
using individual reward structures.
True False
13. It is always important to hold team members mutually accountable than individually accountable.
True False
14. Focusing on both process and content is essential for teams to be effective.
True False
15. In a situation where there is no interdependence among team members on the one hand and
direct competition on the other, teamwork is going to be difficult, if not impossible.
True False
16. Which of the following statements is true of a group?
A. It is a collection of people who work together but are not necessarily working collectively
toward the same goal.
B. It has a higher degree of cohesiveness and accomplishment than a team.
C. It is composed of three or more interdependent individuals who consciously work together to
achieve a common objective.
D. It becomes a team when members demonstrate a commitment to each other rather than to the
end goal.
17. A product design team consisting of members from marketing, finance, research and
development, planning, and operations would best be described as a:
A. managed group.
B. task force.
C. cross-functional team.
D. process improvement team.
18. _____ are expected to coordinate their work by setting their own norms and planning their own
schedules without ongoing direction from a supervisor or manager.
A. Cross-functional teams
B. Self-maintained teams
C. Task force teams
D. Process improvement teams
19. Which of the following statements is true of a task force?
A. They are more expensive to form than hiring outside consultants.

B. They allow for management to allocate resources at will to various projects as the needs of the
company change.
C. They are expected to coordinate work without ongoing direction from a supervisor or manager.
D. They operate across time, space, and organizational boundaries using means other than face-
to-face meetings.
20. A technology company formed a temporary project team to study the next wave in software
development, while other teams maintain and service existing software programs. This is an
example of a:
A. task force.
B. cross-functional team.
C. process improvement team.
D. self-maintained team.
21. The flattening of organizational structures, resulting in less hierarchy and fewer managers, makes
_____ a popular concept in business today.
A. self-directed team
B. cross functional team
C. task force
D. process improvement team
22. A _____ is an ad hoc, temporary project team assigned to develop a system or to solve a specific
problem.
A. self-managed team
C. task force
23. In a traditional, hierarchical organization, communication tends to flow:
A. downward.
B. laterally.
C. upward.
D. outside the organization's boundaries.
24. Individuals agreeing reluctantly with a group's decision because they are more concerned about
maintaining harmony and cohesiveness than critically thinking about problems is known as:
A. risky shift.
B. group-hate.
C. free riding.
D. groupthink.
25. Which of the following is true of teamwork?
A. It results in a disorderly approach to problem solving.

B. It discourages companies to compete globally.
C. It can lead to free-riding by some members.
D. It leads to increased turnover and absenteeism.
26. Identify the correct statement about group-hate.
A. It takes place when members who are part of a group agree to a more risky course of action
than any individual would have alone.
B. It is a behavior where individuals agree reluctantly with a group's decision because they are
more concerned about maintaining harmony than critically thinking about problems.
C. It is the negative view that some people have of working in groups that can influence their
active participation in group work activities.
D. It is the tendency of various groups to hate each other and work in serious competition against
each other.
27. As the number of people working on a task increases, so does the likelihood that one or more
team members slack off, hoping that others will pick up the slack. This is known as:
A. free riding.
B. group-hate.
C. groupthink.
D. risky shift.
28. Lillie is a team leader at Salesplus.com. Her team is made up of 15 members. Recently, she has
noticed a tendency of some team members to participate much less than others. They seem
uninterested and content to let others do the work. This is called:
A. groupthink.
B. social loafing.
C. group polarization.
D. process loss.
29. The lack of individual accountability in teams can lead to:
A. social loafing.
B. groupthink.
D. social inhibition.
30. In the workplace, _____ might look like a team agreeing to a schedule that is too ambitious,
committing to finding a creative solution to a problem that has never before been solved, or
choosing an investment option that is probably "too good to be true."
A. groupthink
B. social loafing
C. group-hate
D. risky shift
31. In which stage of team development do members engage in behaviors such as understanding the
broad scope and objectives of the project as well as learning about the resources available to the
team to complete the project?
A. Norming
B. Storming
C. Forming
D. Performing
32. What is the team member/leader's role in the forming stage?
A. Encouraging the group to establish its mission and purpose

B. Helping group members focus on the task and on personal differences
C. Encouraging the group members to debrief the project
D. Making sure the team continues with its progress and maintains its cohesion and morale
33. Typically in the _____ stage, the group is in conflict and chaos, as it has not yet established ways
to communicate about these differences.
A. norming
B. storming
C. adjourning
D. forming
34. In the storming stage, _________.
A. teams may disband permanently or take a temporary break

B. the group members will not know each other and even if they do, there is a feeling of
uncertainty and tentativeness
C. members feel part of a working team and a sense of relief that everything will work out
D. feelings emerge such as resistance to the task or approach being taken by the group
35. Lisa's team is establishing and adhering to patterns of behavior where members feel an ability to
constructively criticize each other. This is characteristic of the _____ stage of team development.
A. forming
B. storming
C. norming
D. performing
36. What is the team member/leader's role in the norming stage?
A. Encouraging team members to take on more responsibility and work together to create means
acceptable for solving problems
B. Encouraging the team members to debrief the project
C. Encouraging the group to establish its mission and purpose, set up a work schedule, and
establish some initial norms for working together
D. Promoting an environment of open communication to ensure that the inevitable conflict is
healthy
37. In the _____ stage, teams have worked through their differences, their membership is stable, the
task is clear, and eyes are on the prize.
A. adjourning
B. performing
C. storming
D. norming
38. In the performing stage, a team member/leader's role is to:
A. begin taking sides.

B. discuss the lessons learned that members can take with them to new projects.
C. encourage the group to develop communication channels.
D. encourage members to provide support to and serve as resources for each other.
39. The task at the _______ stage of team development is to tie up loose ends and complete final
follow-up on projects.
A. norming
B. storming
C. adjourning
D. performing
40. In the adjourning stage, a team member/leader's role is to:

B. help group members focus on the task and not on personal differences.
C. encourage the group to establish its mission and purpose.
D. encourage the team members to debrief the project.
41. At the adjourning stage of team development, ___________.
A. members are likely to feel disappointment if the experience was negative

B. groups experience differences over factors such as direction, leadership, and work style
C. members engage in constructive self-change for the good of the group
D. teams may disband permanently or take a temporary break
42. High-performance teams are characterized by:
A. members who have only individual accountability.

B. members who have a breadth of specialty rather than people skills.
C. extensive communication mechanisms.
D. an optimal team size of 15 to 20.
43. As a team leader and team member, Frank has observed that all of the following are helpful in the
teaming experience, EXCEPT:
A. being willing to work toward a common purpose.

B. focusing only on the status of the project, rather than the process.
C. focusing on issues rather than personalities.
D. giving and being willing to receive feedback.
44. A team member can become distracted by a work or personal problem that prevents him/her from
following through on commitments made to the team. This team member is best described as
a(n):
A. absentee member.
B. social loafer.
C. procrastinator.
D. arbitrator.
45. Which of the following, if followed by a manager, is likely to yield good results?
A. Keeping the common goal in the forefront

B. Focusing on strengths and never admitting the weaknesses
C. Emphasizing individual credit of team members
D. Calling all the shots and directing others to follow
46. Write a short note on a task force in the workplace.
47. List the benefits of teams in the workplace.

48. Explain the characteristics of the forming stage of team development.
49. Discuss the characteristics associated with a high-performance team.
50. Briefly describe how to deal with a social loafer.

c10 Key
1. The term "group" is synonymous with the term "team".

(p. 216)
FALSE
DeJanasz - Chapter 10 #1
Difficulty: Easy
2. Since Kellie and four others are together trying to design a new product for their company, her
(p. 216) group can be referred to as a team.
TRUE
Difficulty: Easy
3. The increase in organizational hierarchy and managerial layers has led to the evolution of self-
(p. 218) managed teams.
FALSE
Difficulty: Easy
4. Teams are effective when tasks are complex and task interdependence is high.
(p. 219)
TRUE
Difficulty: Easy
5. Teamwork usually results in organized approaches and systematic processes for problem
(p. 220) solving and task completion.
TRUE
Difficulty: Easy
6. Social loafing promotes synergy among team members.

(p. 222)
FALSE
Difficulty: Easy
7. Vivian's group is in the storming stage. As leader, Vivian can help by taking sides in order to
(p. 223) push the group in one direction.
FALSE
Difficulty: Easy
8. Debbie's team members are learning to incorporate new methods of working together. This
(p. 224) implies that they are in the norming stage of team development.
TRUE
Difficulty: Easy
9. All groups must move through all the stages of development in order to evolve into teams.
(p. 225)
FALSE
Difficulty: Easy
10. Team leaders who function more like coaches than managers help to facilitate the
(p. 226) development of more effective teams.
>Answer: True
TRUE
Difficulty: Easy
11. Teams that have higher levels of technical expertise are usually more successful than teams
(p. 226) with high levels of interpersonal skills.
FALSE
Difficulty: Easy
12. Ron, as a manager, can reinforce the idea that collaboration in his team will be highly valued
(p. 226) by using individual reward structures.
FALSE
Difficulty: Easy
13. It is always important to hold team members mutually accountable than individually
(p. 226) accountable.
FALSE
Difficulty: Easy
14. Focusing on both process and content is essential for teams to be effective.
(p. 227)
TRUE
Difficulty: Easy
15. In a situation where there is no interdependence among team members on the one hand and
(p. 229) direct competition on the other, teamwork is going to be difficult, if not impossible.
TRUE
Difficulty: Easy
16. Which of the following statements is true of a group?

(p. 216)
A. It is a collection of people who work together but are not necessarily working collectively
toward the same goal.
B. It has a higher degree of cohesiveness and accomplishment than a team.
C. It is composed of three or more interdependent individuals who consciously work together
to achieve a common objective.
D. It becomes a team when members demonstrate a commitment to each other rather than to
the end goal.
Difficulty: Medium
17. A product design team consisting of members from marketing, finance, research and
(p. 216) development, planning, and operations would best be described as a:
A. managed group.
B. task force.
C. cross-functional team.
D. process improvement team.
Difficulty: Medium
18. _____ are expected to coordinate their work by setting their own norms and planning their own
(p. 217) schedules without ongoing direction from a supervisor or manager.
A. Cross-functional teams
B. Self-maintained teams
C. Task force teams
D. Process improvement teams
Difficulty: Easy
19. Which of the following statements is true of a task force?
(p. 218)
A. They are more expensive to form than hiring outside consultants.

B. They allow for management to allocate resources at will to various projects as the needs of
the company change.
C. They are expected to coordinate work without ongoing direction from a supervisor or
manager.
D. They operate across time, space, and organizational boundaries using means other than
face-to-face meetings.
Difficulty: Medium
20. A technology company formed a temporary project team to study the next wave in software
(p. 218) development, while other teams maintain and service existing software programs. This is an
example of a:
A. task force.
B. cross-functional team.
C. process improvement team.
D. self-maintained team.
Difficulty: Medium
21. The flattening of organizational structures, resulting in less hierarchy and fewer managers,
(p. 218) makes _____ a popular concept in business today.
A. self-directed team
C. task force
Difficulty: Medium
22. A _____ is an ad hoc, temporary project team assigned to develop a system or to solve a
(p. 218) specific problem.
A. self-managed team
C. task force
Difficulty: Medium
23. In a traditional, hierarchical organization, communication tends to flow:
(p. 220)
A. downward.
B. laterally.
C. upward.
D. outside the organization's boundaries.
Difficulty: Easy
24. Individuals agreeing reluctantly with a group's decision because they are more concerned
(p. 222) about maintaining harmony and cohesiveness than critically thinking about problems is known
as:
A. risky shift.
B. group-hate.
C. free riding.
D. groupthink.
Difficulty: Easy
25. Which of the following is true of teamwork?

(p. 222)
A. It results in a disorderly approach to problem solving.

B. It discourages companies to compete globally.
C. It can lead to free-riding by some members.
D. It leads to increased turnover and absenteeism.
Difficulty: Medium
26. Identify the correct statement about group-hate.

(p. 222)
A. It takes place when members who are part of a group agree to a more risky course of
action than any individual would have alone.
B. It is a behavior where individuals agree reluctantly with a group's decision because they are
more concerned about maintaining harmony than critically thinking about problems.
C. It is the negative view that some people have of working in groups that can influence their
active participation in group work activities.
D. It is the tendency of various groups to hate each other and work in serious competition
against each other.
Difficulty: Medium
27. As the number of people working on a task increases, so does the likelihood that one or more
(p. 222) team members slack off, hoping that others will pick up the slack. This is known as:
A. free riding.
B. group-hate.
C. groupthink.
D. risky shift.
Difficulty: Medium
28. Lillie is a team leader at Salesplus.com. Her team is made up of 15 members. Recently, she
(p. 222) has noticed a tendency of some team members to participate much less than others. They
seem uninterested and content to let others do the work. This is called:
A. groupthink.
B. social loafing.
D. process loss.
Difficulty: Hard
29. The lack of individual accountability in teams can lead to:

(p. 222)
A. social loafing.
B. groupthink.
D. social inhibition.
Difficulty: Medium
30. In the workplace, _____ might look like a team agreeing to a schedule that is too ambitious,
(p. 222) committing to finding a creative solution to a problem that has never before been solved, or
choosing an investment option that is probably "too good to be true."
A. groupthink
B. social loafing
C. group-hate
D. risky shift
Difficulty: Medium
31. In which stage of team development do members engage in behaviors such as understanding
(p. 223) the broad scope and objectives of the project as well as learning about the resources available
to the team to complete the project?
A. Norming
B. Storming
C. Forming
D. Performing
Difficulty: Medium
32. What is the team member/leader's role in the forming stage?

(p. 223)
A. Encouraging the group to establish its mission and purpose

B. Helping group members focus on the task and on personal differences
C. Encouraging the group members to debrief the project
D. Making sure the team continues with its progress and maintains its cohesion and morale
Difficulty: Medium
33. Typically in the _____ stage, the group is in conflict and chaos, as it has not yet established
(p. 223) ways to communicate about these differences.
A. norming
B. storming
C. adjourning
D. forming
Difficulty: Medium
34. In the storming stage, _________.

(p. 223)
A. teams may disband permanently or take a temporary break

B. the group members will not know each other and even if they do, there is a feeling of
uncertainty and tentativeness
C. members feel part of a working team and a sense of relief that everything will work out
D. feelings emerge such as resistance to the task or approach being taken by the group
Difficulty: Medium
35. Lisa's team is establishing and adhering to patterns of behavior where members feel an ability
(p. 224) to constructively criticize each other. This is characteristic of the _____ stage of team
development.
A. forming
B. storming
C. norming
D. performing
Difficulty: Hard
36. What is the team member/leader's role in the norming stage?

(p. 224)
A. Encouraging team members to take on more responsibility and work together to create
means acceptable for solving problems
B. Encouraging the team members to debrief the project
C. Encouraging the group to establish its mission and purpose, set up a work schedule, and
establish some initial norms for working together
D. Promoting an environment of open communication to ensure that the inevitable conflict is
healthy
Difficulty: Medium
37. In the _____ stage, teams have worked through their differences, their membership is stable,
(p. 224) the task is clear, and eyes are on the prize.
A. adjourning
B. performing
C. storming
D. norming
Difficulty: Medium
38. In the performing stage, a team member/leader's role is to:

(p. 224)

B. discuss the lessons learned that members can take with them to new projects.
C. encourage the group to develop communication channels.
D. encourage members to provide support to and serve as resources for each other.
Difficulty: Medium
39. The task at the _______ stage of team development is to tie up loose ends and complete final
(p. 224) follow-up on projects.
A. norming
B. storming
C. adjourning
D. performing
Difficulty: Medium
40. In the adjourning stage, a team member/leader's role is to:

(p. 224)

B. help group members focus on the task and not on personal differences.
C. encourage the group to establish its mission and purpose.
D. encourage the team members to debrief the project.
Difficulty: Medium
41. At the adjourning stage of team development, ___________.

(p. 224)
A. members are likely to feel disappointment if the experience was negative

B. groups experience differences over factors such as direction, leadership, and work style
C. members engage in constructive self-change for the good of the group
D. teams may disband permanently or take a temporary break
Difficulty: Medium
42. High-performance teams are characterized by:

(p. 225)
A. members who have only individual accountability.

B. members who have a breadth of specialty rather than people skills.
C. extensive communication mechanisms.
D. an optimal team size of 15 to 20.
Difficulty: Medium
43. As a team leader and team member, Frank has observed that all of the following are helpful in
(p. 227) the teaming experience, EXCEPT:
A. being willing to work toward a common purpose.

B. focusing only on the status of the project, rather than the process.
C. focusing on issues rather than personalities.
D. giving and being willing to receive feedback.
Difficulty: Medium
44. A team member can become distracted by a work or personal problem that prevents him/her
(p. 230) from following through on commitments made to the team. This team member is best
described as a(n):
A. absentee member.
B. social loafer.
C. procrastinator.
D. arbitrator.
Difficulty: Medium
45. Which of the following, if followed by a manager, is likely to yield good results?
(p. 231)
A. Keeping the common goal in the forefront

B. Focusing on strengths and never admitting the weaknesses
C. Emphasizing individual credit of team members
D. Calling all the shots and directing others to follow
Difficulty: Medium
46. Write a short note on a task force in the workplace.
(p. 218)
This is an ad hoc, temporary project team assembled to develop a product/service/system or

to solve a set of problems. Companies are always faced with the challenge of getting day-to-
day work done while utilizing available resources to work on various change processes or
product innovations. Often task force members are individuals who have demonstrated
interest or skill in the area being examined by the task force, so the members are enthusiastic
about the project and its potential. The task force process is very common in business today. It
is lower in cost than hiring an outside consultant or group of contract workers and allows for
management to allocate resources at will to various projects as the needs of the company and
the interests of its employees change.

Difficulty: Medium
47. List the benefits of teams in the workplace.

(p. 219)
Some of the benefits of teams in the workplace are: 1) Increased creativity, problem solving
and innovation 2) Higher-quality decisions 3) Improved processes 4) Global competitiveness
5) Increased quality 6) Improved communication 7) Reduced turnover and absenteeism and
increased employee morale.

Difficulty: Medium
48. Explain the characteristics of the forming stage of team development.

(p. 223)
In this stage, a team is established to accomplish a particular task. Typically the group
members will not know each other, and even if they do, there is a feeling of uncertainty and
tentativeness because people haven't had a chance yet to get to know one another and set
group objectives. In the forming stage, members will engage in behaviors such as defining the
initial assignment, discussing how to divvy up the necessary tasks, understanding the broad
scope and objectives of the project, and learning about the resources (time, equipment,
personnel) available to the team as it works to complete the project. In this stage, some
members test leadership roles, discover personality similarities and differences, and make
some initial disclosures, but relatively little progress usually occurs on the task.

Difficulty: Medium
49. Discuss the characteristics associated with a high-performance team.
(p. 225-
226)
Most high-performance work teams possess the following characteristics:
1) Common purpose and goals: They have a clearly defined mission, purpose and goals.
2) Intention: They are planned or structured to achieve a specific goal or address a specific
challenge.
3) Clear roles: They have clarity about roles and responsibilities.
4) Communication processes: They have extensive communication mechanisms.
5) Supportive leadership: They have proactive, coaching team leaders.
6) Small size: They have about 6 to 10 members in the team.
7) High levels of technical and interpersonal skills: They are teams composed of members
who have a breadth of both specialty and people skills.
8) Open relationships and trust: They support development of mutual trust and respect among
members.
9) Accountability: They have individual and mutual accountability.
10) Reward structures: They have rewards for team accomplishments in addition to individual
recognition.

Difficulty: Medium
50. Briefly describe how to deal with a social loafer.

(p. 230)
It is not uncommon for one or more persons on a team to be able to hide the fact that they are
not contributing. This typically happens when the team members' work ethics differ and one or
more team members take on additional responsibility to ensure the work gets done, effectively
covering for the less productive team members. A strategy for dealing with this is to raise the
issue at the onset of the project. Divide the responsibilities and set up checkpoints to ensure
each member is contributing equally. If a discrepancy appears, try to quantify it and reallocate
the workload so all members are contributing roughly equally.

Difficulty: Medium
c10 Summary
Category # of Questions
DeJanasz - Chapter 10 50
Difficulty: Easy 18
Difficulty: Hard 2
Difficulty: Medium 30

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Interpersonal Skills in Organizations

4th Edition Janasz Test Bank

1. The term "group" is synonymous with the term "team".

6. Social loafing promotes synergy among team members.

16. Which of the following statements is true of a group?

19. Which of the following statements is true of a task force?

A. They are more expensive to form than hiring outside consultants.

25. Which of the following is true of teamwork?

A. It results in a disorderly approach to problem solving.

26. Identify the correct statement about group-hate.

29. The lack of individual accountability in teams can lead to:

32. What is the team member/leader's role in the forming stage?

A. Encouraging the group to establish its mission and purpose

34. In the storming stage, _________.

A. teams may disband permanently or take a temporary break

36. What is the team member/leader's role in the norming stage?

A. begin taking sides.

40. In the adjourning stage, a team member/leader's role is to:

A. begin taking sides.

41. At the adjourning stage of team development, ___________.

A. members are likely to feel disappointment if the experience was negative

42. High-performance teams are characterized by:

A. members who have only individual accountability.

A. being willing to work toward a common purpose.

A. Keeping the common goal in the forefront

46. Write a short note on a task force in the workplace.

47. List the benefits of teams in the workplace.

49. Discuss the characteristics associated with a high-performance team.

50. Briefly describe how to deal with a social loafer.

1. The term "group" is synonymous with the term "team".

6. Social loafing promotes synergy among team members.

16. Which of the following statements is true of a group?

A. They are more expensive to form than hiring outside consultants.

25. Which of the following is true of teamwork?

A. It results in a disorderly approach to problem solving.

26. Identify the correct statement about group-hate.

29. The lack of individual accountability in teams can lead to:

32. What is the team member/leader's role in the forming stage?

A. Encouraging the group to establish its mission and purpose

34. In the storming stage, _________.

A. teams may disband permanently or take a temporary break

36. What is the team member/leader's role in the norming stage?

38. In the performing stage, a team member/leader's role is to:

A. begin taking sides.

40. In the adjourning stage, a team member/leader's role is to:

A. begin taking sides.

41. At the adjourning stage of team development, ___________.

A. members are likely to feel disappointment if the experience was negative

42. High-performance teams are characterized by:

A. members who have only individual accountability.

A. being willing to work toward a common purpose.

A. Keeping the common goal in the forefront

This is an ad hoc, temporary project team assembled to develop a product/service/system or

DeJanasz - Chapter 10 #46

47. List the benefits of teams in the workplace.

DeJanasz - Chapter 10 #47

48. Explain the characteristics of the forming stage of team development.

DeJanasz - Chapter 10 #48

Most high-performance work teams possess the following characteristics:

DeJanasz - Chapter 10 #49

50. Briefly describe how to deal with a social loafer.

DeJanasz - Chapter 10 #50

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