This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Douglas Bernhardt is a visiting lecturer in competitive intelligence at two business schools in South Africa and provides consulting and training services for firms in Africa, Europe, and the Middle East. He previously served as Managing Director for a Geneva-based consultancy. In this article, he argues that many business strategies will not work due to over-optimistic projections rather than sustainable competitive advantages. He asserts that executives must become open-minded consumers of strategic intelligence on the external environment to better plan for the future.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
1. The Dubai Hotel implemented an empowerment strategy where employees were given significant autonomy to make decisions without proper guidance or communication from management. This led to confusion among employees about what decisions they could make independently.
2. As performance and profitability began declining, management was spending more time on minor issues rather than strategic concerns. Employee stress and turnover increased substantially.
3. The empowerment strategy was implemented too quickly without preparing employees or supervisors. This undermined the management structure and authority at the hotel, creating chaos and deteriorating work conditions.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
Ch09 managing decision making and problem solvingChandra Pandey
Bob Diamond made several important decisions to turn around Barclays Capital division. He focused on hiring top performers, emphasizing teamwork, and forming client-based teams. These decisions led to the creation of innovative products and Barclays Capital becoming a top global bank. Effective decision making, recognizing mistakes, and responding quickly were keys to Diamond's success in transforming the division.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
Leadership Grid - Power to Change by Nadeem RehmatNadeemRehmat
The document discusses the Leadership Grid theory and the 9,9 leadership style. It describes the 9 key characteristics of the 9,9 style: high concern for both people and results, promotion of openness and candor, focus on sound ideas rather than people, seeking involvement of affected parties, and building mutual trust and respect. The 9,9 style integrates these characteristics to achieve high performance through collaborative teams built on strong relationships. However, developing true 9,9 leadership requires addressing underlying attitudes and overcoming past experiences through meaningful organizational change.
Opportunity and Threat of External EnvironmentNoonamsom
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
5 stages of group development, norms (tuckman)perspectum
This document summarizes Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning. It provides details about each stage, including characteristics such as uncertainty in forming, inner conflict in storming, establishment of norms in norming, productivity in performing, and separation feelings in adjourning. The stages describe the typical progression of how groups develop and work together over time.
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Douglas Bernhardt is a visiting lecturer in competitive intelligence at two business schools in South Africa and provides consulting and training services for firms in Africa, Europe, and the Middle East. He previously served as Managing Director for a Geneva-based consultancy. In this article, he argues that many business strategies will not work due to over-optimistic projections rather than sustainable competitive advantages. He asserts that executives must become open-minded consumers of strategic intelligence on the external environment to better plan for the future.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
1. The Dubai Hotel implemented an empowerment strategy where employees were given significant autonomy to make decisions without proper guidance or communication from management. This led to confusion among employees about what decisions they could make independently.
2. As performance and profitability began declining, management was spending more time on minor issues rather than strategic concerns. Employee stress and turnover increased substantially.
3. The empowerment strategy was implemented too quickly without preparing employees or supervisors. This undermined the management structure and authority at the hotel, creating chaos and deteriorating work conditions.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
Ch09 managing decision making and problem solvingChandra Pandey
Bob Diamond made several important decisions to turn around Barclays Capital division. He focused on hiring top performers, emphasizing teamwork, and forming client-based teams. These decisions led to the creation of innovative products and Barclays Capital becoming a top global bank. Effective decision making, recognizing mistakes, and responding quickly were keys to Diamond's success in transforming the division.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
Leadership Grid - Power to Change by Nadeem RehmatNadeemRehmat
The document discusses the Leadership Grid theory and the 9,9 leadership style. It describes the 9 key characteristics of the 9,9 style: high concern for both people and results, promotion of openness and candor, focus on sound ideas rather than people, seeking involvement of affected parties, and building mutual trust and respect. The 9,9 style integrates these characteristics to achieve high performance through collaborative teams built on strong relationships. However, developing true 9,9 leadership requires addressing underlying attitudes and overcoming past experiences through meaningful organizational change.
Opportunity and Threat of External EnvironmentNoonamsom
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
5 stages of group development, norms (tuckman)perspectum
This document summarizes Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning. It provides details about each stage, including characteristics such as uncertainty in forming, inner conflict in storming, establishment of norms in norming, productivity in performing, and separation feelings in adjourning. The stages describe the typical progression of how groups develop and work together over time.
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
Chapter 8 - Organizational Behavior: Power, Politics, Conflict, and Stressdpd
The document discusses key concepts in organizational behavior including personality, perception, attitudes, power, politics, conflict, and stress. It defines these terms and explains how they relate to each other and influence workplace performance. Some of the major points covered are the five dimensions of personality, the attribution process, sources and types of power, political behaviors, managing functional and dysfunctional conflict, and causes and management of job stress.
This document provides an overview of ethical issues in business. It begins by defining business ethics as moral principles that guide how a business behaves. It then discusses various ethical issues businesses may face, such as fairness, honesty, diversity, decision-making, compliance, social media use, and harassment. The document also covers advantages of practicing business ethics like increased goodwill and productivity, as well as potential disadvantages like reduced freedom and extra costs. It concludes by emphasizing the importance of ethical leadership and behavior for businesses.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The document contains pseudocode and code examples for various algorithms:
1. An if-then-else statement that checks if x is less than 10 and prints or assigns x depending on if it is less than 5.
2. Pseudocode for calculating the average of a set of values by summing them and counting them, discarding values after "end of data".
3. Code to find the real and imaginary roots of a quadratic equation by calculating the discriminant and using appropriate formulas based on its sign.
1. The document discusses forced oscillations and resonance through examples of solving differential equations using trial solutions with undetermined coefficients.
2. Trial solutions of various forms like cos(ωt), sin(ωt) are used to find particular solutions, which are combined with the general solution to satisfy initial conditions.
3. Resonance occurs when the frequency of oscillation of the driving force matches the natural frequency of vibration, leading to an amplified response.
This section introduces differential equations and their use in mathematical modeling. It provides examples of verifying solutions to differential equations by direct substitution. Typical problems show finding an integrating constant to satisfy an initial condition. Differential equations are derived from descriptions of real-world phenomena involving rates of change. The section establishes foundational knowledge of differential equations and their solution methods.
The document summarizes the method of undetermined coefficients for solving nonhomogeneous linear differential equations. It provides examples of using the method to find the particular solution by making an educated guess of the form of the solution, substituting it into the differential equation, and solving for the coefficients. It also discusses addressing duplication with the complementary function to find the appropriate trial function.
This document discusses various types of mechanical vibrations including undamped, underdamped, critically damped, and overdamped motion. It provides examples of solving differential equations describing simple harmonic motion under different damping conditions and applying the solutions to problems involving springs, pendulums, and other oscillating systems. Specific cases are worked through to determine characteristics like frequency, period, and damping behavior.
This document provides solutions to 38 problems involving homogeneous linear differential equations with constant coefficients. Each problem is solved by:
1) Writing the characteristic equation and its roots
2) Writing the corresponding general solution
3) In some cases, imposing initial conditions to find a particular solution
The solutions are presented concisely and systematically in a computational format.
This document summarizes key points about linear differential equations:
1. Students should check that theorems in this section about general solutions of linear equations reduce to those in the previous section for n=2.
2. Examples show finding linear combinations of solutions "by inspection" or trial and error to satisfy given equations.
3. Imposing initial conditions on general solutions yields particular solutions for various differential equations.
This document introduces concepts related to second-order linear differential equations including superposition of solutions, existence and uniqueness of solutions, linear independence, the Wronskian, and general solutions. It provides 16 examples of imposing initial conditions on general solutions to obtain particular solutions. It also includes problems assessing understanding of related concepts and solving characteristic equations.
1. The set of all functions f: R → R with f(0) = 0 is a vector space, as the linear combination of such functions will also satisfy f(0) = 0.
2. The set of all odd functions is a vector space, as any linear combination of odd functions will also be odd.
3. The solution space to the differential equation y''(x) - 5y'(x) = 0 is 2-dimensional with basis {1, e^5x}, as the general solution is Ce^5x + D.
This section discusses linear combinations and independence of vectors. It explains that determining if vectors are linearly dependent or independent involves solving a linear system of equations. The document then provides examples of checking if sets of vectors are linearly dependent or independent by setting up and row reducing the associated coefficient matrix. It demonstrates that the reduced row echelon form reveals whether a nontrivial solution exists, indicating dependence or independence.
1. The document discusses bases and dimensions for vector spaces. A basis for a subspace enables visualizing the subspace as a k-dimensional hyperplane through the origin in Rn.
2. Examples are provided of determining if sets of vectors form a basis by checking if they are linearly independent. The dimension of solution spaces of homogeneous systems is also determined based on the rank of the systems.
3. Specific examples involve finding bases for solution spaces of systems of linear equations by reducing the coefficient matrices to echelon form and writing the general solutions in terms of the basis vectors.
The document discusses subspaces of vector spaces. It provides examples of subsets of Rn and determines whether each subset is a subspace by checking if it is closed under vector addition and scalar multiplication. Some subsets are shown to be subspaces, while others are not subspaces because they fail to satisfy one of the closure properties. The document also uses row reduction to determine the solution spaces of homogeneous linear systems, which must always be subspaces.
The document introduces concepts related to vector spaces including vectors, linear independence, and subspaces. It provides examples in R3 involving determining if sets of vectors are linearly dependent or independent, finding representations of vectors as linear combinations of other vectors, and solving homogeneous and nonhomogeneous systems of equations involving vector coefficients. Key concepts are illustrated through a series of problems involving vectors in R3.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
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1. CHAPTER 17: MANAGING WORK TEAMS
Test Correlation Table Question Types/Level of Difficulty
LEARNING OBJECTIVES Easy Moderate Difficult
1. Explain the importance of work TF 1, 8 3, 4, 5, 6, 7 2
teams.
MC 1, 3, 6, 7, 10, 16 4, 5, 8, 9, 11, 13, 2, 12, 15
14, 17, 18
ES 2 1 —
2. Identify four types of work teams. TF 12 9, 10, 13, 14, 16, 11, 15, 17
18
MC 20, 22, 25, 31 19, 23, 24, 28, 21, 26, 27, 29,
32, 35, 36, 37 30, 33, 34
ES — 3 —
3. State the meaning and TF 19 20 21
determinants of team effectiveness.
MC — 38, 39, 41 40, 42, 43
ES — — 4
4. Describe the internal team TF 24, 31 22, 23, 25, 26, 28, 30
processes that can affect team 27, 29
performance.
MC 49, 57, 60, 61, 44, 45, 47, 48, 46, 58, 65, 69
64, 67 50, 51, 52, 53,
54, 55, 56, 59,
62, 63, 66, 68
ES 8 5, 6 7
5. Explain how to diagnose and TF 33, 43, 44, 46, 32, 34, 35, 36, 38, 41, 48
remove barriers to poor team 47 37, 39, 40, 42,
performance. 45
MC 74, 75, 78 70, 71, 72, 76, 73, 80, 83, 88,
77, 79, 81, 82, 89, 91, 93
85, 86, 87, 90,
92
ES — 9, 11, 12, 14 10, 13
199
2. CHAPTER 17: MANAGING WORK TEAMS
True/False Questions
Learning Objective 1
1. A team is a special type of group.
ANSWER: T, Knowledge, Easy, p. 480
2. Researchers estimate that 50 percent or more of the employees work in teams at 80
percent of the Fortune 500 companies.
ANSWER: T, Knowledge, Difficult, p. 481
3. Many top managers report spending close to 10 percent of their time in team meetings.
ANSWER: F, Knowledge, Moderate, pp. 481–482
4. A committee is another name for a work team.
ANSWER: T, Knowledge, Moderate, p. 481
5. Some informal groups may actually be opposed to organizational goals.
ANSWER: T, Knowledge, Moderate, p. 483
6. Companies such as Toyota and Honda, known for their product development skills,
require as many as 1,000 engineers working in teams for one to two years to develop a
new car.
ANSWER: T, Knowledge, Moderate, p. 483
7. In a recent study, half the managers responding believed that improving teamwork
processes to focus on customers was the strategic initiative with the greatest potential
for ensuring their organizations’ success.
ANSWER: T, Knowledge, Moderate, p. 483
8. Microsoft employees dislike working in teams because face-to-face communication and
problem solving at its headquarters is seldom possible.
ANSWER: F, Knowledge, Easy, p. 483
Learning Objective 2
9. A work team may vary from short term to permanent.
ANSWER: T, Knowledge, Moderate, p. 484
10. A problem-solving work team usually consists of employees from different areas of the
organization.
ANSWER: T, Knowledge, Moderate, p. 484
200
3. CHAPTER 17: MANAGING WORK TEAMS
11. Not all problem-solving teams have indefinite life spans.
ANSWER: T, Knowledge, Difficult, p. 485
12. Quality circles are also known as TQM teams.
ANSWER: T, Knowledge, Easy, p. 485
13. Quality circles, used at Navistar International and Johnson & Johnson, look for and
propose solutions to quality-related problems continually.
ANSWER: T, Knowledge, Moderate, p. 485
14. Signicast Corporation, suppliers of metal parts for Harley Davidson and John Deere, use
task forces to solve problems.
ANSWER: T, Knowledge, Moderate, p. 485
15. A functional work team brought together as a task force to look at a specific issue or
problem would disband as soon as it had completed its specific assignment.
ANSWER: T, Knowledge, Difficult, p. 486
16. Task forces differ from multidisciplinary work teams in one important way: Task forces
are the primary vehicles for accomplishing the core work of the organization.
ANSWER: F, Knowledge, Moderate, p. 486
17. Pharmaceutical companies use product development teams, which are different from
multidisciplinary work teams.
ANSWER: F, Knowledge, Difficult, p. 486
18. A self-managing work team normally consists of employees who meet once a week to
make managerial decision for their unit.
ANSWER: F, Knowledge, Moderate, p. 486
Learning Objective 3
19. The first step in fostering team effectiveness involves stating what effectiveness means.
ANSWER: T, Knowledge, Easy, p. 488
20. Effectiveness is determined by one main set of influences: the external context in which
the team operates.
ANSWER: F, Knowledge, Moderate, p. 489
201
4. CHAPTER 17: MANAGING WORK TEAMS
21. Jeanie Duck with the Boston Consulting Group advises new teams to get past the
startup phase quickly so that the team can focus on performance.
ANSWER: F, Knowledge, Difficult, p. 489
Learning Objective 4
22. According to the stages of team development, no specified period of time is required for
a team to progress from one stage to the next.
ANSWER: T, Knowledge, Moderate, p. 492
23. All groups, according to the stages of team development, reach their performance
potential.
ANSWER: F, Knowledge, Moderate, p. 492
24. During the forming stage of team development, a work team focuses on orientation to its
goals and procedures.
ANSWER: T, Knowledge, Easy, p. 493
25. The storming stage of team development is characterized by increased tension among
members while increasing output at the same time.
ANSWER: F, Knowledge, Moderate, p. 493
26. Harmony and conformity occur in the performing stage of team development.
ANSWER: F, Knowledge, Moderate, p. 493
27. Members who have achieved trust and openness among themselves are entering the
norming stage of team development.
ANSWER: F, Knowledge, Moderate, p. 494
28. As members of a team experience turnover, some recycling through earlier
development stages rather than adjournment may occur. Staggered terms of
appointment can minimize the amount of recycling required.
ANSWER: T, Knowledge, Difficult, p. 494
29. The greater the degree to which trust, openness, freedom, and interdependence are
present, the higher is the level of group cohesiveness.
ANSWER: T, Knowledge, Moderate, p. 494
30. Feelings refer to the negative emotional experiences of the individual team members.
ANSWER: F, Knowledge, Difficult, 494
202
5. CHAPTER 17: MANAGING WORK TEAMS
31. One of the criteria for a performance norm is that rewards and punishments are used.
ANSWER: T, Knowledge, Easy, p. 495
Learning Objective 5
32. The use of subteams to compensate for the problem of having too large a team is
considered inappropriate by management experts.
ANSWER: F, Knowledge, Moderate, p. 497
33. Increasing the team size demands greater attention by the leader.
ANSWER: T, Knowledge, Easy, p. 497
34. As work teams become larger, the team's tolerance of direction from the leader
diminishes.
ANSWER: F, Knowledge, Moderate, p. 497
35. Understaffed teams tend to outperform overstaffed teams.
ANSWER: T, Knowledge, Moderate, p. 497
36. For innovative decision making, the ideal work team size is probably between five and
nine members.
ANSWER: T, Knowledge, Moderate, p. 497
37. Intrapreneurial teams frequently set up skunkworks operations in a remote location,
away from distractions.
ANSWER: T, Knowledge, Moderate, p. 498
38. Virtual work teams are typically multidisciplinary teams and rarely functional teams.
ANSWER: F, Knowledge, Difficult, p. 498
39. Sabre found that technical skills were the primary essential requirement for virtual team
members.
ANSWER: F, Knowledge, Moderate, p. 499
40. In some cultures, such as China, Malaysia, and Thailand, societal values support
avoiding open conflict and instead strive for harmony and cohesiveness.
ANSWER: T, Knowledge, Moderate, p. 500
41. U.S. and Canadian cultures are individualistic and the workers are much more
comfortable with conflict than workers from many other countries.
ANSWER: F, Knowledge, Difficult, p. 500
203
6. CHAPTER 17: MANAGING WORK TEAMS
42. In individualistic cultures, employees working in self-managing teams often report being
very satisfied with their work.
ANSWER: T, Knowledge, Moderate, p. 501
43. Team training usually involves the performance of a variety of tasks that enhance team
cohesiveness.
ANSWER: T, Knowledge, Easy, p. 502
44. The greater the degree of self-management, the less the team has authority for making
decisions.
ANSWER: F, Knowledge, Easy, p. 502
45. The more self-managing a team is, the more important it is for team members to receive
training that will enhance all their management competencies.
ANSWER: T, Knowledge, Moderate, p. 503
46. Consensus means that the team leader's decision is final.
ANSWER: F, Knowledge, Easy, p. 503
47. Both experiential training and formal training are needed to develop successful team
management.
ANSWER: T, Knowledge, Easy, p. 504
48. Team rewards are fairly easy to design because most organizations assign workers to
one primary full time team.
ANSWER: F, Knowledge, Difficult, pp. 504–505
Multiple Choice Questions
Preview
1. Until four years ago, Roche had its scientist divided into teams that were __________.
a. focused on common goals
b. competing with each other for resources
c. unable to produce a blockbuster drug
d. collaborating with other pharmaceutical companies
ANSWER: B, Knowledge, Easy, p. 480
2. Competitive teams at Roche led to all of the following except __________.
a. multidisciplinary structure
b. reluctance to share expertise
c. project commitment
d. competition for resources
ANSWER: A, Knowledge, Difficult, p. 480
Learning Objective 1
204
7. CHAPTER 17: MANAGING WORK TEAMS
Work Teams and Other Groups
3. A __________is two or more individuals who come into personal and meaningful
contact on a continuing basis.
a. group
b. team
c. unit
d. division
ANSWER: A, Knowledge, Easy, p. 480
4. Teams and groups are __________.
a. essentially the same thing
b. divided between informal and formal functions
c. both important, but for different reasons
d. defined by either work or leisure
ANSWER: C, Knowledge, Moderate, p. 480
5. Nicole Summers works in the payroll department at Emerson Electric. She is part of
a(n) __________.
a. informal group
b. work team
c. formal group
d. task force
ANSWER: C, Application, Moderate, p. 480
6. To be a team, the members must have all of the following characteristics except
__________.
a. formal leadership
b. shared goals
c. communication
d. collaboration
ANSWER: A, Knowledge, Easy, p. 480
7. A __________ consists of a small number of employees with complementary skills who
work together on a project, are committed to a common purpose, and are accountable
for performing tasks that contribute to achieving an organization’s goals.
a. formal group
b. work unit
c. work team
d. task force
ANSWER: C, Knowledge, Easy, p. 480
205
8. CHAPTER 17: MANAGING WORK TEAMS
8. A study that compared traditional repair garages to team-based garages found that
__________.
a. team workers were more satisfied
b. customers did not fully understand the team concept
c. team-based garages were faster
d. team-based garages were more profitable
ANSWER: D, Knowledge, Moderate, p. 481
9. The importance of teams is reflected in the amount of time that managers and others
spend in team meetings. All of the following statements correctly support this except:
a. many top managers report spending 50 percent or more of their time in team
meetings.
b. first-line managers and professionals may spend between 20 and 50 percent of their
time in team meetings.
c. team meetings are varied in purpose, style, length, format, and technology.
d. all of the above
ANSWER: D, Knowledge, Moderate, pp. 481–482
10. A(n) __________ consists of a small number of individuals who frequently participate
together in activities and share feeling for the purpose of meeting their mutual needs.
a. team
b. informal group
c. formal group
d. social club
ANSWER: B, Knowledge, Easy, p. 482
11. Six individuals who are employed by the City of Dayton regularly seek each other out
and almost always eat lunch together. Their interactions have become meaningful and
the individuals have developed expectations for each other's behavior. These
individuals are known as a(n) __________.
a. lunch group
b. work group
c. informal team
d. informal group
ANSWER: D, Application, Moderate, pp. 482–483
12. CommonHealth wanted to facilitate teamwork in every possible way when it renovated
its three buildings. All of the following worker-friendly spaces were provided except
__________.
a. alcoves
b. meeting rooms
c. workout rooms
d. bistros
ANSWER: C, Knowledge, Difficult, p. 482
206
9. CHAPTER 17: MANAGING WORK TEAMS
13. CommonHealth designed workspace during their renovations that included a
cappuccino bar in order to __________.
a. keep workers from leaving the building for breaks
b. encourage workers to congregate informally
c. create a formal discussion area for team members
d. energize workers who are stuck in cubicles all day
ANSWER: B, Knowledge, Moderate, p. 482
14. What airline's pilots described in the text banded together in informal groups at major
hubs across the country and agreed to refuse to fly overtime?
a. United Airlines
b. Southwest Airlines
c. Northwest Airlines
d. Continental Airlines
ANSWER: A, Knowledge, Moderate, p. 483
15. Half the managers responding to one study believed what factor presents the greatest
potential for ensuring their organizations’ success?
a. innovation and on-time delivery of services
b. communication and cooperation among employees
c. improving team processes to focus on customers
d. networking and career growth for employees
ANSWER: C, Knowledge, Difficult, p. 483
16. What challenges must management meet in order to assure the success of teams?
a. figuring out how to cope with the mountains of work involved
b. integrating the efforts of the individuals working on the projects
c. organizing employees into numerous work teams
d. all of the above
ANSWER: D, Knowledge, Easy, p. 483
17. Teams increase the speed of product development by adopting the use of what type of
development?
a. serial
b. prototyping
c. parallel
d. research
ANSWER: C, Knowledge, Moderate, p. 483
207
10. CHAPTER 17: MANAGING WORK TEAMS
18. Which of the following statements correctly describes Jostens’ success with
implementing self-managing teams?
a. Productivity increased from 6 rings per employee per day to 16 rings per employee
per day.
b. Jostens includes peer evaluations in their teamwork plan.
c. The entire process, from order receipt to shipping, was shortened from 30 calendar
days to just 10 calendar days.
d. Jostens publishes Ring Wear magazine and a Web site to enhance communication
with the team members.
ANSWER: C, Knowledge, Moderate, p. 484
Learning Objective 2
Types of Work Teams
19. All of the following are the types of work teams found in organizations except
________.
a. functional
b. informal
c. problem-solving
d. self-managing
ANSWER: B, Knowledge, Moderate, p. 484
20. Work teams differ in many respects. What are the key differences among work teams?
a. the education level of members
b. the longevity of their work
c. the membership of the team
d. both b and c are correct
ANSWER: D, Knowledge, Easy, p. 484
21. What is the unique feature characterizing NASA’s mission control team?
a. It has a membership that includes both suppliers and customers.
b. Its goal focuses on product development.
c. The work team has been in existence for several decades.
d. It is a functional work team brought together as a task force to complete a particular
mission.
ANSWER: C, Knowledge, Difficult, p. 484
22. A(n) __________ team usually consists of employees from different areas of a
department who consider how something can be done better.
a. cross-functional
b. eclectic
c. employee participation
d. problem-solving
ANSWER: D, Knowledge, Easy, p. 484
208
11. CHAPTER 17: MANAGING WORK TEAMS
23. Mark Hansen is a member of a manufacturing quality circle team. His team meets one
or two hours a week on a continuing basis to discuss ways to improve quality, safety,
and productivity. Mark would accurately describe and categorize his team as a type of
__________ team.
a. cross-functional
b. problem-solving
c. eclectic
d. employee participation
ANSWER: B, Application, Moderate, p. 484
24. A __________ is a group of employees who meet regularly to identify, analyze, and
propose solutions to various types of workplace problems.
a. quality circle
b. problem-solving work team
c. TQM team
d. both a and c are correct
ANSWER: D, Knowledge, Moderate, p. 485
25. A __________ is a team that is formed to accomplish a specific, highly important task
for an organization.
a. multidisciplinary team
b. task force
c. functional work team
d. TQM team
ANSWER: B, Knowledge, Easy, p. 485
26. What managerial competency did Signicast use when it adopted a team-based
organizational design in the manufacture of precision metal parts?
a. communication competency
b. strategic action competency
c. global awareness competency
d. self-management competency
ANSWER: B, Application, Difficult, p. 485
27. What type of team did Signicast Corporation use when it developed plans for a new
facility?
a. Signicast’s executives involved the employees in a functional work team.
b. The employees were placed in a multidisciplinary work team.
c. A problem-solving task force was developed.
d. Despite implementing the team-based approach, Signicast discontinued the use of
teams because of unanticipated negative side effects such as lingering unproductive
conflicts and turnover.
ANSWER: C, Knowledge, Difficult, p. 485
209
12. CHAPTER 17: MANAGING WORK TEAMS
28. A team brought together as a task force to look at a specific problem __________.
a. disbands when its assignment is complete
b. endures as long as the organization maintains its basic structure
c. includes a manager and subordinates
d. is essential for accomplishing the core work of the organization
ANSWER: A, Knowledge, Moderate, p. 486
29. ConAgra, a diversified international food company, uses a team whose members are
the purchasing manager and the purchasing agents in the department. Their goals
include minimizing costs and ensuring that beef supplies are available to stores when
needed. To achieve their goals, these work team members coordinate their activities
constantly, sharing information on price changes and new products. What type of team
is ConAgra likely using?
a. functional work team
b. self-managing work team
c. problem-solving work team
d. task force
ANSWER: A, Application, Difficult, p. 485
30. All of the following statements are true concerning multidisciplinary work teams except:
a. the teams may consist of employees from various functional areas and sometimes
several organizational levels.
b. the use of such teams is spreading rapidly and crosses all types of organizational
boundaries.
c. product development teams are a common type of multidisciplinary work team.
d. the main disadvantage of this kind of team is the deliberate and slow rate of activity
that often occurs.
ANSWER: D, Knowledge, Difficult, p. 486
31. A(n) __________ team exists only for the period of time required to bring a product to
market.
a. customer needs
b. functional
c. product development
d. new production
ANSWER: C, Knowledge, Easy, p. 486
32. __________ is not one of the competitive advantages of multidisciplinary work teams.
a. Creativity
b. Speed
c. Production
d. Differentiation
ANSWER: D, Knowledge, Moderate, p. 486
210
13. CHAPTER 17: MANAGING WORK TEAMS
33. Tracie Corbin is a member of a work team that schedules members’ work and vacations,
rotates job tasks and makes assignments, and sets production goals. What type of
team is Tracie likely a part of?
a. self-managing work team
b. cross-organizational team
c. problem-solving team
d. functional team
ANSWER: A, Application, Difficult, pp. 486–487
34. The use of self-managing work teams has fundamentally changed how work is
organized, making an enormous impact on how businesses are run. All of the following
correctly describe the impact of self-managing work teams except:
a. each member frequently will learn and rotate the multiple skills and assignments
performed by the team.
b. these teams may rotate team leadership.
c. typically these teams require one or more managerial levels to be added to the
organization.
d. teams have a strong commitment to the organization’s mission.
ANSWER: C, Knowledge, Difficult, pp. 486–487
35. A __________ team normally consists of employees who work together daily to produce
an entire good or service.
a. cross-organizational
b. quality circle
c. life cycle
d. self-managing
ANSWER: D, Knowledge, Moderate, p. 486
36. What type of team does Lockheed Martin use to design new technology, meet with
customers and suppliers, and develop new products for the U.S. Navy?
a. problem-solving
b. high performance
c. multidisciplinary
d. temporary
ANSWER: C, Application, Moderate, p. 486
37. When truly empowered, a self-managed team does all of the following except:
a. sees the final outcome of its efforts.
b. makes its own decision on when to disband.
c. has a strong commitment to the organization's mission.
d. has autonomy over its own activities.
ANSWER: B, Knowledge, Moderate, p. 487
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14. CHAPTER 17: MANAGING WORK TEAMS
Learning Objective 3
A Framework for Team Effectiveness
38. Which of the following is not a key component of a model of work team functioning?
a. external context in which the team operates
b. informal behaviors
c. team design
d. internal team processes
ANSWER: B, Knowledge, Moderate, p. 489
39. According to the model of work team functioning, effectiveness is determined by
__________.
a. the external context in which the team operates
b. the design of the team
c. the internal team processes
d. the interaction of all of the above determine team effectiveness.
ANSWER: D, Knowledge, Moderate, p. 489
40. The first step in fostering team effectiveness involves __________.
a. knowing about the various complaints that team members are likely to have
b. stating what effectiveness is
c. knowing how to reward team members for getting their work done
d. stating how the team will be disbanded when the goal is met
ANSWER: B, Knowledge, Difficult, p. 488
41. All of the following are typical effectiveness criteria for teams except __________.
a. speed
b. creativity
c. discipline
d. accuracy
ANSWER: C, Knowledge, Moderate, p. 488
42. The second step in achieving team effectiveness involves __________.
a. knowing how to assess the effectiveness of each team member
b. knowing the factors that determine how well the team is doing with respect to the
effectiveness criteria
c. knowing the internal conflicts among team members
d. knowing the leader of the team and how decisions are made
ANSWER: B, Knowledge, Difficult, p. 489
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15. CHAPTER 17: MANAGING WORK TEAMS
43. Internal team problems would include __________, according to the model of team
function.
a. too much conflict
b. lack of a leader
c. a heavy work load
d. changing technology
ANSWER: A, Knowledge, Difficult, p. 489
Learning Objective 4
Internal Team Processes
44. __________ refer(s) to the activities that enable a team to cooperate and coordinate the
efforts of team members, including the development of the team over time, personal
feelings, and behavioral norms.
a. Formation processes
b. External supports
c. Internal processes
d. Team culture
ANSWER: C, Knowledge, Moderate, p. 489
45. Bobby Bradford has just received the results from the Team Assessment Survey that
each team member was required to complete. Bobby should take all of the following
actions except __________.
a. compute the team’s average score for each question
b. provide feedback to the team
c. identify the team member with the lowest score
d. after awhile, reassess the members to measure if satisfactory progress has been
made
ANSWER: C, Application, Moderate, p. 491
46. Ayako Liyama of Northern States Power Company has just administered the Team
Assessment Survey to each of the individual team members in his group. All of the
following are likely benefits of this survey except:
a. Liyama and the individual team members can learn how to manage more effectively
the work team’s internal process
b. Liyama can use the survey to pinpoint problems that the team needs to address
c. Liyama can provide feedback acknowledging what the team seems to be doing well
and identifying the things that need to be improved
d. all of the above
ANSWER: D, Application, Difficult, p. 491
213
16. CHAPTER 17: MANAGING WORK TEAMS
47. All of the following statements are true concerning the developmental stages that teams
commonly go through except:
a. work teams’ time together is a key factor in determining team functioning.
b. work teams develop from immaturity to maturity.
c. work teams are measured on a scale of low responsibility to high responsibility.
d. work teams develop from first encounter to adjournment.
ANSWER: C, Knowledge, Moderate, pp. 491–492
48. Angela Cunningham is a member of a work team and has begun to develop a sense of
belonging and commitment. She feels that the rules of behavior are widely shared and
enforced by the member of the work team. What stage of team development has
Cunningham’s team reached?
a. forming stage
b. performing stage
c. norming stage
d. storming stage
ANSWER: C, Application, Moderate, p. 493
49. What is the earliest stage of team development?
a. forming stage
b. norming stage
c. storming stage
d. performing stage
ANSWER: A, Knowledge, Easy, pp. 492–493
50. According to the stages of team development, a team that focuses on becoming
oriented to its goals and procedures is in the __________ stage.
a. storming
b. norming
c. forming
d. performing
ANSWER: C, Knowledge, Moderate, p. 493
51. The __________ stage, the second step in the stages of team development, is when
competitive or strained behaviors of team members emerge.
a. norming
b. forming
c. performing
d. storming
ANSWER: D, Knowledge, Moderate, p. 493
214
17. CHAPTER 17: MANAGING WORK TEAMS
52. A production team has recently been formed at Goodman Manufacturing. The team
seems more focused on interpersonal fighting than on the assigned production tasks.
According to the stages of group development, the team is in the __________ stage.
a. developing
b. forming
c. storming
d. infighting
ANSWER: C, Application, Moderate, p. 493
53. During the __________ stage of team development, team members become
increasingly positive about the team as a whole, the other members as individuals, and
what the group is doing.
a. socializing
b. performing
c. advancement
d. norming
ANSWER: D, Knowledge, Moderate, p. 493
54. A production team was formed last month at Carolina Textile Mills. The team went
through a period of infighting and now is beginning to sort out task-related and member
roles. According to the team development model, the team is in the __________ stage.
a. performing
b. optimizing
c. norming
d. resolving
ANSWER: C, Application, Moderate, p. 493
55. If a team reaches the __________ stage of team development, members usually have
come to trust and accept each other.
a. forming
b. norming
c. reforming
d. performing
ANSWER: D, Knowledge, Moderate, p. 493
56. A production team was formed last year at Spartanburg Manufacturing. The team went
through a period of infighting and then a period where these conflicts were resolved.
Presently, the team seems to focus on getting things done and building interpersonal
relationship. According to the group development model, the team is now in the
__________ stage.
a. performing
b. norming
c. forming
d. none of the above
ANSWER: A, Application, Moderate, p. 493
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18. CHAPTER 17: MANAGING WORK TEAMS
57. During the __________ stage of team development, the team is involved with
terminating task behaviors and disengaging from relationships.
a. disengaging
b. adjourning
c. dissolving
d. resolving
ANSWER: B, Knowledge, Easy, p. 494
58. Dr. Dana Valich is a member of a work team at a large HMO. He has just presented a
“wild” idea about patient services and was put down by other members of the team he
thought had come to trust and accept him. Clearly, Dr. Valich thought this team was in
what stage of team development?
a. norming stage
b. storming stage
c. performing stage
d. adjourning stage
ANSWER: C, Application, Difficult, pp. 493–494
59. Which of the following is not a feeling likely to influence work team effectiveness and
productivity?
a. trust
b. openness
c. freedom
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 494
60. __________ refers to the emotional climate of a group.
a. Cohesiveness
b. Feelings
c. Behavioral norms
d. Groupthink
ANSWER: B, Knowledge, Easy, p. 494
61. The greater the degree to which trust, openness, freedom, and interdependence are
present, the higher is the level of group __________. With this attribute, groups can
work effectively for or against organizational goals.
a. cohesiveness
b. competition
c. self-fulfilling prophesy
d. independence
ANSWER: A, Knowledge, Easy, p. 494
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19. CHAPTER 17: MANAGING WORK TEAMS
62. __________ are the informal rules of behavior that are widely shared and enforced by
the members of a team.
a. Cohesiveness
b. Group social structures
c. Interactions
d. Behavioral norms
ANSWER: D, Knowledge, Moderate, p. 495
63. A performance norm exists when all of the following criteria have been met except:
a. there is a standard of appropriate behavior for the team.
b. members generally agree on the standard.
c. members are aware that the team supports the particular standard through a system
of rewards and punishments.
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 495
64. A team member is engaged in __________ when not contributing fully to team
performance but still shares in team rewards.
a. anarchy
b. antisocial behavior
c. free riding
d. regressive behavior
ANSWER: C, Knowledge, Easy, p. 495
65. As it acquires companies, Michael Foods likes to do all of the following except:
a. allow the acquired company to remain autonomous.
b. create an environment of open communication.
c. preserve the entrepreneurial qualities of the acquired company.
d. transfer its business practices to the new division.
ANSWER: D, Knowledge, Difficult, pp. 494–495
66. A new culture arose when Michael Foods fully integrated the Papetti group that they
had acquired. One of the first goals was to __________.
a. get rid of managers who were resistant to change
b. identify the best practices in each division
c. bring the two divisions together in one production facility
d. all of the above
ANSWER: B, Knowledge, Moderate, p. 495
67. __________ is an agreement-at-any-cost mentality that results in ineffective team
decision making and possibly poor solutions.
a. Accentuation
b. Teamthink
c. Groupthink
d. Zero-sum thinking
ANSWER: C, Knowledge, Easy, p. 496
217
20. CHAPTER 17: MANAGING WORK TEAMS
68. __________ occurs when team members value different points of view and seek to
draw them out to facilitate creative problem solving.
a. Groupthink
b. Productive controversy
c. Team effectiveness
d. Team performing
ANSWER: B, Knowledge, Moderate, p. 496
69. Falling between the extremes of all-out warfare and groupthink are teams with norms
that support productive controversy. When is productive controversy not likely to
occur?
a. when team members value different points of view
b. when members facilitate creative problem solving
c. when members establish ground rules to keep them focused on people rather than
task issues
d. when members follow procedures that equalize sharing of power and responsibility
ANSWER: C, Knowledge, Difficult, p. 496
Learning Objective 5
Diagnosing the Causes of Poor Team Performance
70. Important features of the external system are all of the following except __________.
a. culture
b. diagnosis of problems
c. team member selection
d. reward system
ANSWER: B, Knowledge, Moderate, p. 497
71. Design choices involved in creating a work team include all of the following except
__________.
a. team goals
b. team location
c. team termination
d. team membership
ANSWER: C, Knowledge, Moderate, p. 497
72. What is the optimal team size for innovative decision making?
a. less than 5 members
b. 5 to 9 members
c. 15 to 20 members
d. 25 members or more
ANSWER: B, Knowledge, Moderate, p. 497
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21. CHAPTER 17: MANAGING WORK TEAMS
73. As a team’s size increases, changes occur in the decision-making process. Which of
the following is not one of the effects of increasing team size?
a. demands on leader time and attention are greater
b. the team’s tolerance of direction from the leader is greater
c. the team’s decision making becomes more decentralized
d. the team atmosphere is less friendly
ANSWER: C, Knowledge, Difficult, p. 497
74. The purpose of __________ is to encourage all team members to share ideas when
analyzing problems, information, and alternative solutions.
a. subteams
b. proximity
c. empowerment
d. a standard operating procedure
ANSWER: A, Knowledge, Easy, p. 497
75. __________ refers to the location of a team’s members relative to the organization and
relative to each other
a. Subteams
b. Proximity
c. Team empowerment
d. Spatial culture
ANSWER: B, Knowledge, Easy, p. 498
76. Two aspects of team location are proximity to other work teams and __________.
a. proximity to the competitors
b. proximity to the task
c. proximity to each other
d. proximity to global opportunities
ANSWER: C, Knowledge, Moderate, p. 498
77. Which of the following companies described in your textbook benefits from teams
sharing close proximity to each other?
a. Lincoln Power Systems
b. Black and Decker
c. Microsoft
d. none of the above
ANSWER: C, Knowledge, Moderate, p. 498
219
22. CHAPTER 17: MANAGING WORK TEAMS
78. Verifone, a worldwide supplier of transaction automation software and communications
systems, uses work teams that meet and do tasks without everyone being physically
present in the same place or even at the same time. What type of work team does
Verifone likely employ?
a. proximity-based team
b. virtual work team
c. e-team
d. technical work team
ANSWER: B, Application, Easy, p. 498
79. Because Sabre's virtual team members do not see each other very often, the company
has designed their jobs with all of the following except:
a. classroom training before a team's launch.
b. a small group of senior team managers who meet frequently.
c. setting of objectives and clarification of roles.
d. CD-ROM training modules.
ANSWER: B, Knowledge, Moderate, p. 499
80. Sabre invested in development of new measures for team effectiveness, which include
__________.
a. customer satisfaction ratings
b. electronic monitoring of team discussions
c. 360-degree performance assessments
d. all of the above
ANSWER: D, Knowledge, Difficult, p. 499
81. Eric Sorensen is developing rules and establishing practices for managing a new virtual
work team at his new company Soccer for Stars. Eric should adopt all of the following
practices except __________.
a. use a variety of communication technologies
b. pay attention to the quality of the communication transmissions
c. monitor the discussions of each member
d. encourage team members to discuss cultural differences
ANSWER: C, Application, Moderate, p. 500
82. Tonia Brown has been a member of a virtual work team for several years. Which of the
following principles should Tonia’s team adopt?
a. Resist the temptation to hold a face-to-face meeting.
b. Assemble the team members to visit others only when all members are present.
c. If meetings are necessary, limit them to only one or two a year.
d. Schedule periodic face-to-face meetings to refresh connections.
ANSWER: D, Application, Moderate, p. 500
220
23. CHAPTER 17: MANAGING WORK TEAMS
83. The __________ is likely to influence whether informal groups form to either embrace or
undermine organizational goals and authority relationships.
a. activities of the group
b. group social structure
c. co-optation system
d. organizational culture
ANSWER: D, Knowledge, Difficult, pp. 500–501
84. Differences in norms for team behavior often reflect differences in national culture. All of
the following countries have strong societal values that support striving for harmony and
avoiding open conflict except __________.
a. China
b. Canada
c. Malaysia
d. Thailand
ANSWER: B, Knowledge, Difficult, p. 500
85. Of the managerial competencies listed, __________ is essential for working in all types
of teams.
a. self-awareness
b. communication
c. strategic action
d. planning and administration
ANSWER: B, Knowledge, Moderate, p. 501
86. To be a successful job candidate hired for the GE/Durham plant, 11 skills are required
and include all of the following except __________.
a. FAA certification
b. coaching
c. flexibility
d. all of the above
ANSWER: D, Knowledge, Moderate, p. 501
87. Which of the following is true concerning NASA’s team training?
a. The teams work together for six months before their space mission.
b. Due to the scientific nature of their work, formal training is emphasized more than
informal team training.
c. NASA understands that individual needs come before effective teamwork.
d. None of the above correctly describe NASA’s team training program.
ANSWER: D, Knowledge, Moderate, pp. 501–502
221
24. CHAPTER 17: MANAGING WORK TEAMS
88. Work teams of all types are being empowered to perform tasks that previously were not
employees’ responsibility. Which of the following tasks requires the highest level of
team self-management and the most advanced competency for handling the task?
a. sharing leadership tasks
b. scheduling vacations and shifts
c. monitoring spending
d. dismissing team members
ANSWER: D, Application, Difficult, p. 502
89. Work teams of all types are being empowered to perform tasks that previously were not
the responsibility of employees. Which of the following tasks requires the lowest level of
team self-management and the least advanced competency for handling the task?
a. selection of new members
b. production scheduling
c. cross-training of team members
d. disciplining members
ANSWER: C, Application, Difficult, p. 502
90. __________ is an interactive, computer-based system that combines communication,
computer, and decision-making technologies to support group meetings.
a. GSA
b. GDSS
c. TQM
d. None of the above
ANSWER: B, Knowledge, Moderate, p. 503
91. Employees of Chrysler’s Evart Glass Plant were required to participate in a one-day
camplike program as a part of team training and team building. What teamwork lesson
was taught by having the members juggle several objects such as tennis balls,
simultaneously, as a team?
a. Each member has different strengths and bringing these strengths together leads to
task success.
b. Things that may seem impossible can be achieved when people work together.
c. Although everyone has a different role, each person touches and affects the
outcome.
d. Teams must find and use each individual’s hidden strengths.
ANSWER: C, Application, Difficult, p. 504
92. As a team leader choosing ways to reward your work team, you should ask all of the
following questions except:
a. How can nonmonetary rewards be used to recognize excellent team performance?
b. Should all members of the team receive equal rewards?
c. Who should be responsible for the allocation of rewards among team members?
d. All of the above should be asked.
ANSWER: D, Application, Moderate, p. 505
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25. CHAPTER 17: MANAGING WORK TEAMS
93. Which of the following correctly describes the reward systems for teams?
a. In the United States, the formal compensation systems in most organizations have
been designed to reward team performance.
b. Bonuses should be distributed based on the team success, and commissions should
reward individual performance.
c. Close to half of all companies currently offer “small group incentives.”
d. Most experts agree that different team structures call for different reward systems.
ANSWER: D, Knowledge, Difficult, p. 505
Essay Questions
Learning Objective 1
1. Explain the importance of work teams.
The popularity of team-based organizational structures reflects the belief that teamwork
offers the potential to achieve outcomes that couldn’t be achieved by individuals
working in isolation. Several strategic objectives lead organizations to design their
structures around work teams, including customers’ demands for innovation, faster
response times, better quality, and lower prices.
Moderate, pp. 480–484
2. What is a group? Briefly describe the two types of groups within an organization.
a. A group is two or more individuals who come into personal and meaningful contact
on a continuing basis.
b. A formal group consists of people who jointly have and work toward goals that relate
directly to the achievement of organizational goals.
c. An informal group consists of a small number of individuals who frequently
participate together in activities and share feelings for the purpose of meeting their
mutual needs.
Easy, pp. 480–483
Learning Objective 2
3. Briefly describe three of the four most common types of organizational teams.
a. Functional work teams include members from a single department who jointly
consider issues and solve problems common to their area of responsibility and
expertise.
b. Problem-solving work teams usually consist of employees from different areas of a
department who consider how something can be done better.
c. Multidisciplinary work teams may consist of employees from various functional areas
and sometimes several organizational levels who collectively work on specific tasks.
d. Self-managing work teams normally consist of employees who work together daily to
make an entire product or deliver an entire service.
Moderate, pp. 484–487
Learning Objective 3
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26. CHAPTER 17: MANAGING WORK TEAMS
4. State the meaning and determinants of team effectiveness.
The primary components of a model of work team functioning are the external context in
which the team operates, team design, internal team processes, and criteria for
assessing the team’s effectiveness. These four components are highly interrelated and
must be considered together in order to understand fully how a particular team
functions.
Effectiveness criteria measure the outcomes achieved by individual members and the
team as a whole. A particular work team may be effective in some respects and not in
others. A team's external context comprises outside conditions and influences that exist
before and after the team is formed. Its components include the societal and
organizational culture, member selection, team training, and reward system.
Difficult, pp. 488–489
Learning Objective 4
5. Describe the internal team processes that can affect team performance.
Teams tend to develop over time, moving through several developmental stages.
These stages include forming, storming, norming, performing and adjourning. Teams
may move through these stages in a variety of ways. In effective teams, members
develop feelings of trust, openness, freedom, and interdependence. These feelings
allow team members to cooperate and coordinate their actions. Behavioral norms also
develop within a work team. They function to regulate and standardize behaviors within
the team. Norms concerning how to handle conflict and controversy are especially
important for effective team decision making.
Moderate, pp. 489–497
6. Describe three of the five stages of team development.
a. Forming occurs when a group focuses on orientation of its members to its goals and
procedures.
b. Storming occurs when competitive or strained behaviors emerge, usually the result
of resistance to or impatience with the lack of group progress.
c. Norming occurs when members of the group become increasingly positive about the
group as a whole, the other members as individuals, and what the group is doing.
d. Performing occurs when members usually have come to trust and accept each other
and a diversity of viewpoints is supported and encouraged. This is a stage that not
all groups fully reach.
e. Adjourning involves the termination of task behaviors and disengaging from
relationships.
Moderate, pp. 493–494
224
27. CHAPTER 17: MANAGING WORK TEAMS
7. Identify four characteristics that lead to high levels of team performance.
a. Members direct their energies toward the twin goals of getting things done (task
behaviors) and building constructive interpersonal ties and processes (relationship
behaviors).
b. Members use procedures for making decisions, including how to share leadership.
c. Members trust each other and are open among themselves.
d. Members receive help from and give help to one another.
e. Members are free to be themselves while feeling a sense of belonging with others.
f. Members accept and deal with conflicts.
g. Members diagnose and improve their own functioning.
Difficult, p. 493–494
8. Identify the four feelings most likely to influence work team effectiveness and
productivity and determine its significance.
The feelings are trust, openness, freedom, and interdependence. The greater the
degree to which the four feelings are present, the greater is the level of group
cohesiveness.
Easy, p. 494
Learning Objective 5
9. Explain how to diagnose and remove barriers to poor team performance.
When teams are ineffective, the source of the problem may be internal team processes.
However, poor internal processes may be caused by factors in the team’s external
system. Managers who accurately diagnose the causes of work team problems will be
able to take appropriate corrective actions.
Moderate, p. 497
10. Identify what the external system comprises.
The external system comprises outside conditions and influences that exist before and
after the team is formed. These external influences may include team design, culture,
team member selection, team training, and the reward system.
Difficult, p. 497
225
28. CHAPTER 17: MANAGING WORK TEAMS
11. Identify three effects caused by increasing the team size.
a. Demands on leader time and attention are greater. The leader becomes more
psychologically distant from the other team members.
b. The team’s tolerance of direction from the leader is greater, and the team's decision
making becomes more centralized.
c. The team atmosphere is less friendly, the communications are less personal, more
cliques form within the team, and in general, team members are less satisfied.
d. The team’s rules and procedures become more formalized.
e. The likelihood of some members being free riders increases.
Moderate, p. 497
12. Identify four general guidelines that all virtual work teams should follow to function
effectively.
a. Whenever possible, use a variety of communication technologies
b. Pay attention to the quality of the communication transmissions.
c. Encourage the team members to discuss culture differences.
d. Be sure that someone is responsible for facilitating the communication process.
e. Encourage team members to interact one on one, without feeling obligated to copy
every e-mail message to the entire team.
f. Train team members to match their choice of technology to the task.
Moderate, p. 500
13. Managers should consider several questions when designing work team rewards.
Identify four of these questions or choices managers must face.
a. How can nonmonetary rewards be used to recognize excellent team performance?
b. What portion of a person's total monetary rewards should be linked to performance
of the team?
c. If rewards are to be linked to results, which effectiveness criteria should be used to
evaluate team results? Individual results?
d. How should rewards be distributed among members of a team? Should all
members of the team receive equal rewards?
e. Who should be responsible for the allocation of rewards among team members?
f. For global teams, how should cultural differences among members of the team and
the pay systems used in different countries be addressed?
Difficult, p. 505
226
29. CHAPTER 17: MANAGING WORK TEAMS
14. Describe how Chrysler’s Evart Glass Plant division developed its use of teams and
identify what competency its training emphasized.
Because most organizations cannot afford to give work team members a year or two of
training before the teams begin working on their tasks, many organizations use
experientially based, adventure training to develop team cohesiveness. Evart Glass
Plant, a division of Chrysler Corporation, involved its entire 250-person staff in such
training as a way to prepare them for working in self-managed work teams. The training
teams were cross-functional and included union members and managers alike.
Challenging activities requiring team efforts were designed to teach lessons in teamwork
and to develop planning and administration competencies such as problem-solving,
organizing projects, and time management.
Moderate, pp. 503–504
227