Group Communication Trivia Quiz!

Encouraging visioning, creativity, and brainstorming is most likely to motivate an intuitive because these activities align with their preference for exploring possibilities, generating ideas, and thinking outside the box. Intuitives are often future-oriented and enjoy conceptual thinking, so providing them with opportunities to imagine and innovate can stimulate their motivation and engagement. This strategy allows them to tap into their natural inclination for imaginative problem-solving and can inspire them to come up with unique and innovative solutions.

Introverts tend to process information internally and prefer to think before speaking. Providing thinking time before and during discussions allows introverts to gather their thoughts and contribute in a more meaningful way. This strategy respects their need for reflection and gives them the opportunity to fully engage in the discussion. It also helps introverts feel more comfortable and confident in expressing their ideas and opinions.

Recognizing and celebrating group accomplishments can help promote a sense of progress in the group because it acknowledges and rewards the efforts and achievements of the members. This can boost morale, motivation, and a sense of pride within the group, making them feel that their work is valued and that they are making progress towards their goals. It also fosters a positive and supportive environment, encouraging collaboration and teamwork among the members.

One of the strategies that is most likely to motivate group members with strong inclusion needs is to tell them how valuable they are to the group. This is because individuals with strong inclusion needs often seek validation and recognition from others. By acknowledging their importance and contribution to the group, they are more likely to feel valued and motivated to actively participate and contribute further. Spending time with them in social settings or giving them special, individual assignments may also be effective strategies, but explicitly expressing their value to the group is likely to have a stronger impact on their motivation.

"It" statements are meant to provide objective feedback about the task or group's work, rather than personal opinions about individual members. The focus is on the task and the objective information about the group's work, rather than personal opinions or evaluations of individual members.

Kenneth Thomas describes 4 categories of intrinsic motivation needed to energize and reinforce work: meaningfulness, choice, competence, and progress. These categories reflect the factors that drive individuals to engage in their work and find satisfaction in it. Meaningfulness refers to the sense of purpose and value that individuals derive from their work. Choice refers to the autonomy and freedom individuals have in making decisions related to their work. Competence relates to the feeling of mastery and skill development in one's work. Progress refers to the sense of growth and advancement individuals experience in their work. Together, these categories contribute to intrinsic motivation and overall job satisfaction.

In order to achieve an optimal group experience, a group should negotiate all of the above dialectic tensions to achieve a both/and resolution. This means that the group should find a balance between individual goals and group goals, task dimensions and social dimensions, engagement and disengagement, as well as leadership and followership. By negotiating these tensions and finding a resolution that incorporates both aspects, the group can create a harmonious and effective environment for all members.

Seeking and taking advantage of new opportunities can help motivate other members by promoting a sense of choice in the group. By actively looking for and embracing new opportunities, it shows that there are options and possibilities available to the group. This can create a sense of excitement and motivation among the members, as they feel empowered to make choices and explore different paths. It also encourages a growth mindset and a willingness to take risks, which can further drive motivation and engagement within the group.

The correct answer explains why the probability of achieving a goal is as important as the goal itself. The Expectancy-Value Theory suggests that individuals are motivated not only by the value or desirability of a goal, but also by their belief in their ability to achieve that goal. This theory emphasizes that individuals are more likely to be motivated and put effort into achieving a goal if they believe that their efforts will lead to successful outcomes. Therefore, the probability of achieving a goal becomes a crucial factor in determining motivation and effort.

Physiological and safety needs can be classified as satisfiers rather than motivators because they are considered basic needs that must be met in order for an individual to feel satisfied and motivated. These needs are essential for survival and provide a foundation for higher-level needs. Once these needs are satisfied, individuals can then focus on fulfilling higher-level needs such as belongingness, esteem, and self-actualization. Therefore, physiological and safety needs are necessary for satisfaction and motivation, but they do not necessarily drive individuals to strive for higher-level needs.

A reprimand can best be described as a form of feedback that identifies deficiencies. It is a way of addressing and communicating to someone that they have made a mistake or have not met expectations. Rather than being a punishment or a personal attack, a reprimand is meant to point out areas where improvement is needed and provide guidance on how to correct those deficiencies. It is not limited to being taken only by the leader, as anyone in a position of authority or responsibility can issue a reprimand. It is also not necessarily the last step before expulsion, as it can be used as a corrective measure to prevent further issues.

The correct answer is b. predictable; immediate; consistent; impersonal. This answer reflects the criteria for punishing a group member as suggested by the textbook. Punishments should be predictable, meaning that the group member should be aware of the consequences of their actions. They should also be immediate, so that the punishment follows closely after the behavior. Consistency is important to ensure that all group members are treated equally and fairly. Lastly, punishments should be impersonal, meaning they are not influenced by personal biases or emotions.

The most visible symptom of an unmotivated group is apathy. Apathy refers to a lack of interest, enthusiasm, or concern. In an unmotivated group, members may display a lack of engagement, show little or no interest in the task at hand, and exhibit a general indifference towards the group's goals or objectives. This can be observed through their passive participation, lack of initiative, and minimal effort put into their work. Apathy is a clear indication that the group lacks motivation and may require interventions to increase engagement and motivation levels.

The correct answer is a. fair; equitable; competitive; appropriate. This answer reflects the criteria suggested by the textbook for developing a reward system for groups. Fairness ensures that rewards are distributed impartially, while equity ensures that rewards are distributed based on individual contributions. Competitiveness encourages individuals to strive for higher performance, and appropriateness ensures that the rewards are suitable for the group and its goals.

Controlling feedback refers to providing guidance and direction to members on what actions or tasks they need to perform. It does not involve evaluating their performance or focusing on group work and success. Therefore, option a, which states that controlling feedback tells members what to do, is the correct answer.

Punishment as a motivational tool is not effective because it does not actually motivate individuals. Instead, it may create fear or resentment, leading to decreased motivation and productivity. Punishment focuses on negative consequences rather than positive reinforcement, which is more likely to encourage desired behavior. Therefore, using punishment as a motivational tool is not recommended.

The survey examining employee turnover found that the chief reason people give for leaving a job is related to the need for praise and recognition. This suggests that employees value acknowledgement and validation for their work, and when they feel their efforts are not being recognized or appreciated, they are more likely to leave their job. This highlights the importance of providing regular feedback, praise, and recognition to employees to increase job satisfaction and reduce turnover.

Safety needs would be classified as a satisfier rather than a motivator. Satisfiers are needs that, once fulfilled, do not necessarily motivate individuals to strive for higher levels of achievement. Safety needs refer to the need for physical and emotional security, stability, and protection from harm. Once these needs are satisfied, individuals may feel a sense of contentment and stability, but they may not be motivated to pursue higher-level needs such as belongingness, esteem, or self-actualization.

Allowing the group to create its own agenda may not be an effective tool for motivating virtual groups because it can lead to disorganization and lack of focus. Without a clear agenda, the group may struggle to stay on track and accomplish their goals. Providing structure and guidance in the form of a pre-determined agenda can help keep the group motivated and ensure that their time is used efficiently.

Extrinsic rewards are external rewards given to individuals by someone in a position of authority, such as a supervisor. These rewards can include things like bonuses, promotions, or recognition. This statement accurately reflects that extrinsic rewards are granted by supervisors rather than group members. It implies that these rewards are not given by fellow group members, but rather by someone in a higher position of power within the organization.

A perceiver, as indicated by their Myers-Briggs type, tends to be open-minded and flexible in their thinking. They value the exploration of different possibilities and are comfortable with ambiguity. Therefore, the belief that "groups need the freedom to examine multiple options during a discussion" aligns with a perceiver's mindset. They understand that considering different perspectives and alternatives can lead to better decision-making and problem-solving within a group dynamic.

Leaders with referent and persuasive power are more likely to motivate their members. Referent power is based on the leader's personal qualities and the respect and admiration they have earned from their followers. This type of power allows leaders to inspire and motivate others through their own positive example. Persuasive power, on the other hand, is the ability to influence and convince others through effective communication and reasoning. Leaders with both referent and persuasive power are able to inspire and motivate their members by setting a positive example and effectively communicating their vision and goals.

The group dialectic of "engaged ? disengaged" is the most applicable in Chapter 6, "Group Motivation". This dialectic refers to the dynamic between group members who are actively involved and committed to the group's goals and those who are uninvolved or detached. In the context of group motivation, it is important to understand the factors that contribute to members' engagement or disengagement, as it can greatly impact the group's overall effectiveness and success.

By deliberately limiting its membership to carefully selected, notable individuals, a group can meet the esteem needs of its members. Esteem needs refer to the desire for recognition, respect, and admiration from others. By associating with notable individuals, members of the group can feel a sense of prestige and importance, which fulfills their esteem needs. This exclusivity and association with successful individuals can boost their self-esteem and provide them with a sense of accomplishment and social status.

In terms of Thomas's 4 categories of motivators, promoting a sense of meaningfulness can be achieved by volunteering for worthwhile group tasks that interest you. This aligns with the idea that individuals are motivated when they find value and purpose in their work. By choosing tasks that are meaningful to you and align with your interests, you are more likely to feel a sense of fulfillment and motivation.

The given answer is e. Will the reprimand help you achieve your personal goals? This is because the other questions focus on gathering information and considering the impact on the group as a whole, while this question is more self-centered and personal. It suggests that personal goals should not be the main factor in deciding whether or not to reprimand a group member or the group as a whole.

Expectancy-Value Theory would explain why even when a goal is highly valued, individuals may not be highly motivated to pursue it if the chance of reaching it is very small. According to this theory, motivation is influenced by both the expectancy of achieving the goal and the value placed on that goal. If the expectancy of success is low, individuals may perceive the effort as not worth the potential outcome, leading to low motivation. In this case, the low chance of reaching the goal diminishes the perceived value and thus reduces motivation to pursue it.

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