1. Multiple Choice Questions
Which one of the following characteristics is part of the
definition of a group?
interdependent effort
personal accountability
individual goals
independent behavior
unstable relationship
Sharon Moro, office manager at Willow Manufacturing stated,
“We’d had manufacturing work cells in place for at least two
years, but change didn’t really happen until we added
teamwork.” To effectively integrate teamwork into their
corporate strategy, all of the following actions were undertaken
by Willow except:
Old ways were readily discarded.
Employees believed in what they were doing.
An environment for team contribution was created.
Individual employee success was recognized and celebrated.
Everyone’s input was sought and valued.
While business firms have traditionally been organized around
________, athletic groups have long recognized the importance
of ________.

2. individuals; teamwork
teams; individuals
management; individuals
groups; teamwork
work groups; individuals
All of the following statements help to explain the current
popularity of teams except:
Teams can quickly assemble, deploy, refocus and disband.
Teams are more flexible and responsive to changing events.
Teams are a way to better utilize employee talents.
Teams expertly focus on individual performance.
Teams typically outperform individuals when tasks require multiple
skills, judgment, and experience.
You are a member of a work team whose goal is to improve the
efficiency of the production process. Your team is best
described as:
Production-oriented.
Goal-oriented.
Self-managed.
Cross-functional.

3. Problem-solving.
Work groups of employees and supervisors that meet regularly
to discuss their quality problems and recommend solutions is a
form of participative management called:
Department teams.
Quality circles.
Cooperative groups.
Goal-oriented teams.
Evaluation teams.
Self-managed work teams are generally:
Those who meet weekly to discuss ways of improving quality, efficiency,
and work environment.
Comprised of people from different levels of the organization.
Groups of employees who take on the responsibilities of their former
supervisors.
Employees who take on responsibilities for other employees unable to
make decisions.
From different work areas, but at similar hierarchical levels, who work
together to accomplish tasks.
____________ teams are employees from about the same
hierarchical level, but from different work areas, who come
together to accomplish a task.

4. Re-engineering
Self-managed
Problem-solving
Work-related
Cross-functional
______________________ teams are an effective way to allow
people from diverse areas within an organization to exchange
information, develop new ideas and solve problems, and
coordinate complex projects.
Cross-functional
Quality circle
Multifaceted
Self-managed
Problem-solving
Virtual teams are characterized by:
Use of computer technology to communicate with individuals at
different worksites.
Employees who are given the authority to implement any of their
suggested actions.
Groups of employees who take on the added responsibilities of their
former managers.
Individuals from different work areas who come together to accomplish
a task.

5. Employees who meet regularly to take corrective actions to problems
being experienced.
Virtual teams generally can perform the same functions and do
the same things that other teams have traditionally
accomplished. Many times, they can even be more efficient at
tasks due to the establishment of systems and procedures, and
acceptance of these by team members. Before this can happen,
however, virtual teams must set the stage for effective
interaction through all of the following except:
Ensure that the tone of introductory messages facilitates trust.
Be aware of any pessimists who may exist among them.
Share some personal information about them.
Recognize that eagerness and enthusiasm has no impact on team
function.
Assign clear roles for their members.
Which of the following is not useful in building trust?
Demonstrate that you’re working for others’ interests as well as your
own.
Demonstrate competence.
Keep your feelings to yourself.
Show consistency in the basic values that guide your decision making.

6. Maintain confidences.
The stages of group development are:
Initiation, evolution, maturation, and decline.
forming, storming, norming, performing, adjourning.
Introduction, high productivity, decline.
Initiating, storming, norming, performing, adjourning.
Idea generation, implementation, and termination.
In the second stage of group development:
The job task is performed.
Intergroup conflict often occurs.
Close relationships are developed.
The group demonstrates cohesiveness.
Group objectives are clearly formulated.
After which stage of a group’s development has the group formed
a common set of expectations of member behaviors?
planning
forming

7. storming
norming
performing
According to the punctuated-equilibrium model, all of the
following are true about groups except:
The transition initiates major changes.
The first phase of group activity is one of inertia.
The group’s last meeting is characterized by markedly accelerated
activity.
The first meeting sets the group’s direction.
A transition takes place at the end of the first phase which occurs
exactly when the group has used up one third of its allotted time.
In order to reinforce team effort and commitment, managers
should consider the use of:
Individual piece rate plans.
Recognition and small financial rewards.
Flexible benefits.
Fixed hourly wages.
Individual performance evaluations.

8. Successful teams translate their _______ into specific,
measurable, and realistic performance goals.
skills
norms
common purpose
knowledge
roles
_____________ is reliability, predictability, and good judgment
in handling situations.
Integrity
Consistency
Openness
Competence
Loyalty
_______________ is a characteristic of high performance
teams where members believe in the integrity, character, and
ability of each other.
Loyalty
Trust
Worthiness
Openness
Reliability

9. All of the following are advantages of diversity except:
Increased flexibility.
Multiple perspectives.
Increased creativity.
Greater openness to new ideas.
Increased cohesiveness.
The strongest case for diversity on work teams centers around:
Quickly solving problems by eliminating ambiguity.
The fact that complexity becomes a non-issue since the team is
heterogeneous.
The fact that miscommunication is unlikely to occur.
Eliminating confusion and miscommunication.
Bringing multiple perspectives to discussion and thus increasing unique
solutions.
When managing a diverse team, it is important to keep in mind
that:
Diverse groups are generally less creative.

10. The lack of a common perspective means that more time is spent on
discussing issues.
It will be easier to reach agreement on specific actions.
The group may be less open to new ideas because of its diversity.
Communication should be easier because the group is diverse.
The challenge of creating team players will be greatest where
the national culture is:
pluralistic
competitive
cooperative
individualistic
collectivist
The challenge of creating teams is less demanding for
management when teams are introduced where employees
have strong _________ values.
individualistic
collectivist
cooperative
competitive
pluralistic

11. When designing reward systems for teams, it is best to
encourage cooperative efforts rather than ____________ ones.
pluralistic
individualistic
competitive
cooperative
collectivist
If companies value teamwork, then promotions, pay raises, and
other forms of recognition should be given to individuals for
how effectively the work as:
leaders
managers
team members
group members
individuals