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Organizational Behaviour Chapter 8

46 Questions  I  By Krista_500
Organizational Behaviour Chapter 8

  
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1.  Produces minimal interdependence, such as when team members share machinery, administrative support, budget, or some other resource from a common source.
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2.  Multiskilled teams that are usually located away from the organization and relatively free of its hierachy; often initiated by an entrepreneurial team leader who borrows people and resources, bootlegging, to design a product or service.
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3.  Provides recommendations to decision makers. Includes committees, work councils, review panels. May be temporary, but often permanent, some with frequent rotation of members.
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4.  Occurs when the team is about to disband. Team members shift their attention away from task orientation to a relationship focus.
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5.  A logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations.
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6.  Effective team members actively manage the team's work so it is performed efficiently and harmoniously.
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7.  Marked by interpersonal conflict as members become proactive and compete for various team roles. Members try to establish norms of appropriate behaviour and performance standards.
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8.  A variation of traditional brainstorming that tries to combine the benefits of team decision making without potential problems.
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9.  Smaller groups tend to have more cohesion than smaller teams. Groups should be large enough to provide the necessary competencies and perspectives to perform the work, yet small enough to maintain efficient coordination and meaningful involvement of each member.
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10.  Based on mutual understanding and an emotional bond among team members.
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11.  Resources including time and energy expended toward team development and maintenance rather than the task.
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12.  The extent that team members must share materials, information, or expertise in order to perform their jobs.
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13.  Teams tend to have more cohesion when becoming part of the team is restricted. It is better for the team to be elite, but severe initiations can also weaken team cohesion.
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14.  Teams have diverse knowledge, skills, and perserspectives are generally more effective in situations involving complex problems requiring innovative solutions. They usually have a broader knowledge base and provide better representation of the team's constituents. They also take longer to become a high-performing team, are more susceptible to faultlines, and increases the risk of dysfunctional conflict.
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15.  May be informal groups, but increasingly formal teams bound together by shared expertise and passion for a particular activity or interest. Main purpose is to share information. Often relies on information technologies as main source of interaction.
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16.  Members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks; may be a temporary task or permanent service team. More necessary because of organizational learning and globalization. Requires strong self-leadership skills and emotional intelligence.
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17.  Groups of two more people who interact and influence each other mutually accountable for achieving common goals, and perceive themselves as a social entity within an organization. Exists to fulfull some purpose.
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18.  A period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership. People tend to be polite, will defer to authority, and try to find out what is expected of them and how they will fit into the team.
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19.  When work is exhanged back and forth among individuals. Produces the highest degree of interdependence. Employees should almost always be organized into teams to facilitate coordinator in their interwoven relationship.
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20.  A principle that says adding more people to a late software project only makes it later.
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21.  A time constraint in team decision making due to the procedural requirement that only one person may speak at a time.
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22.  Effective team members transmit informational freely, efficiently, and respectfully.
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23.  A set of behaviours that people are expected to perform because they hold certain positions in a team and organization. Formally and informally assigned to specific people in teams. People vary their formal set of behaviours to suit their personality and values. Informal positions are shared among team members.
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24.  The degree of attraction people feel toward the team and their motivation to remain members. People who belong to these teams are motivated to maintain their membership. They develop better interpersonal relationships, thereby reducing dysfunctional conflict. When conflict does arise, members tend to resolve these differences swiftly and effectively.
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25.  The tendency of highly cohesive groups to value the consensus at the price of decision quality.
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26.  Occurs when people exert less effort and usually perform at lower level when working in group than when working alone.
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27.  Organized around work processes that complete an entire piece of work requiring several interdependent tasks. Has substantial autonomy over the execution of those tasks. They usually control inputs, flow, and outputs with little or no supervision. Operate best when they are responsible for an entire work process. Demands high degree of interdependence among employees within the team. More successful with technology support coordination and communication among team members.
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28.  The informal rules and shared expectations that groups establish to regulate the behaviour of their members. Three influences as to how they develop are when the team is formed and they initially greet each other, during a critical event in the team's history, and experiences and values members bring to the team.
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29.  Occurs when individuals are reluctant to mention ideas that seem silly because they believe, and often correctly, that other team members are silently evaluating them.
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30.  Employees have similar or complementary skills located in the same unit of a functional structure; usually minimal task interdependence because each person works with employees in other areas.
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31.  A psychological state comprising the intention to accept vulnerability based on positive expectations of the intent or behaviour of another person.
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32.  Formal activities intended to improve the development and functioning of a work team.
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33.  Independence is higher, and the output of one person is the direct input for another person or unit. The relationship among employees on an assembly line is an example.
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34.  People feel more cohesion to teams that fulfill their needs and goals. Individuals are most likely to attach their social identity to well accomplished teams.
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35.  Effective team members are willing and able to work together rather than alone.
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36.  The teams develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based model.
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37.  Typically multiskilled employees with diverse competencies. Team members collectively produce or make ongoing decisions. They typically have an assembly line type of interdependence, whereas leadership teams tend to have tight interactive or reciprocal interdependence.
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38.  Effective team members help co-workers to maintain a positive and healthy psychological comfort.
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39.  Occurs when people focus their discussion on the issue while maintaining respectfulness for people having other points of view. Can sometimes slide into personal attacks.
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40.  Usually multiskilled, temporary teams whose assignment is to solve a problem, realize an opportunity, or design a product or service.
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41.  Based on the predictibility of another team member's behaviour.
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42.  People with the same backgrounds and values are more comfortable and attractive to each other. Diversity tends to undermine cohesion, but this depends on the type of diversity.
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43.  Cohesion can dissipate when threats are severe because the threats are stressful and cause teams to make less effective decisions.
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44.  Team members have learned to efficiently coordinate and resolve conflicts. In high-performance teams, members are highly cooperative, have a high level of trust in each other, are committed to group objectives, and identify with the team.
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45.  Team members using the skills and motivation to resolve dysfunctional disagreements among team members.
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46.  A freewheeling, face-to-face meeting where team members aren't allowed to criticize, but are encourage to speak freely, generate as many ideas as possible, and build on the ideas of others.
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