True / False
True / False
True / False
True / False
1. Computer programmers working on separate projects in the same department of a company are considered a team.
a. True
b. False
2. Rewards that depend on team performance rather than individual performance are the key to rewarding team behaviors
and efforts.
a. True
b. False
4. In the storming stage of team development, team members will have accepted team goals, be operating as a unit, and, as
indicated by the increase in performance, be working together effectively.
a. True
b. False
6. If employees can work effectively on their own, they can always work effectively in teams and do not require training.
a. True
b. False
7. Firms must provide team members with the technical training they need to do their jobs, particularly if they are being
cross-trained to perform all of the different jobs on a team.
a. True
b. False
9. In gainsharing programs, companies share the financial value of performance gains, such as productivity increases, cost
savings, or quality improvements, with their workers.
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a. True
b. False
10. Gainsharing works best in unstable environments where employees are required to learn additional skills or
knowledge.
a. True
b. False
Multiple Choice
12. Onyx Inc., a manufacturer of home appliances, received consumer complaints about its product demonstration and
installation services. Marshall, the company’s chief executive officer, ordered investigation to determine the reasons for
these complaints. It was found that employees who were hired to demonstrate and install the products lacked experience.
Marshall immediately formed a team who were trained by technicians to improve their skills. Subsequently, all the
consumers who had previously filed complaints were given effective demonstration. Eventually, the customer service
desk started receiving appreciations and the sales improved. In this scenario, the work team improved _____.
a. manufacturing skills
b. customer satisfaction
c. design skills
d. product diversification
14. Carmine Inc. is a software firm that caters to the requirements of its clients. The company follows an employee-
friendly workplace culture. Team members can access all vital and confidential data that is normally accessible only by
managers. This helps in motivating the teams and keeping them well informed. This scenario illustrates that teamwork
increases _____.
a. employee job satisfaction
b. service quality
c. organizational information security
d. grapevine communication
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15. In the context of work teams, which of the following increases employee job satisfaction?
a. Working under an autocratic leadership
b. Being trained to meet the needs of specific customers
c. Taking direct responsibility for the quality of a company’s
products
d. Being involved in decision-making processes
18. The finance team of a company conducts a meeting to discuss the worthiness of investing its funds in the local share
market. Although most of the team members support the idea, one member, Mikhail, feels that the proposed investment is
risky as the stock prices of many companies in the market has been erratic. However, Mikhail does not voice his opinion
fearing that his dynamics with the team would be affected. The phenomenon that reflects Mikhail’s psychology is called
_____.
a. groupthink
b. reverse psychology
c. apophenia
d. conservative bias
20. Which of the following kinds of teams have the most autonomy?
a. Semi-autonomous work groups
b. Self-designing teams
c. Employee involvement teams
d. Traditional work groups
21. Gillian, a salesman, has completed his day’s tasks and is about to leave. Marsha, his supervisor, realizes that there is a
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task pending and assigns it to Gillian. Gillian refuses to complete the task by stating that he has finished his share of work.
He suggests Marsha to assign the task to someone else. Marsha states that if he refuses to complete the task, he would
have to look for a different job. Gillian now becomes more cooperative and agrees to work on the task. Which of the
following kinds of team does this case exemplify?
a. A semi-autonomous work group
b. A self-designing team
c. An employee involvement team
d. A traditional work group
23. Which of the following is a difference between employee involvement teams and semi-autonomous work groups?
a. Members of employee involvement teams can change the designs of teams, whereas members of semi-
autonomous groups cannot change the designs of teams.
b. Employee involvement teams do not have the authority to make decisions, whereas semi-autonomous groups
have the authority to make decisions.
c. Employee involvement teams provide advice and suggestions to management, whereas semi-autonomous
groups do not provide advice and suggestions to management.
d. Members of employee involvement teams are selected based on their experience, whereas members of semi-
autonomous groups are selected based on their expertise.
24. Which of the following statements is true of the members of self-managing teams?
a. They manage and control all of the major tasks directly related to production of a product or service without
first getting approval from management.
b. They offer advice and suggestions to management concerning specific issues, but they do not have the
authority to make decisions.
c. They are responsible for doing the work or executing a task, but they do not have direct responsibility or
control over their work.
d. They can control and change the design of the teams themselves, the tasks they do and how and when they do
them, and the membership of the teams.
26. Which of the following statements is true of the members of virtual teams?
a. They often meet face-to-face.
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30. Which of the following is true of the right team size for good performance?
a. A team must be small enough to encourage minority domination.
b. A team must be small so that it can gain the advantages of team decision making.
c. A team must be large so that the team can be splintered into smaller subgroups.
d. A team must be large enough to take advantage of team members’ diverse skills and
knowledge.
32. Which of the following signs indicates that a team’s size needs to be changed?
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36. In which of the following ways can teams have healthy conflicts?
a. By forcing a consensus to resolve issues
b. By establishing individual goals
c. By using limited and subjective data
d. By focusing on issues rather than personalities
37. Vanessa is appointed as the project manager for a project on new product development at Glacier Inc. After selecting
employees from different functional areas to work as a team, she conducts a meeting with the new team members so that
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they can get to know each other. Following a brief interaction session, Vanessa presents the team norms to them. This
scenario illustrates that Vanessa’s team is in the _____ stage of team development.
a. storming
b. norming
c. performing
d. forming
38. Which of the following statements is true of the norming stage of team development?
a. Team members are likely to disagree about what the group should do in the norming stage of team
development.
b. Team members try to establish a favorable role for themselves on the team in the norming stage of team
development.
c. Team members begin to settle into their roles as team members in the norming stage of team development.
d. Team members meet each other for the first time in the norming stage of team development.
39. Which of the following is a declining stage when teams are not effectively managed?
a. De-performing
b. De-forming
c. De-porting
d. De-merging
40. Which of the following is necessary for stretch goals to effectively motivate teams?
a. Teams must be empowered with control of resources, such as budgets, workspaces, and computers.
b. Teams must include employees from a single functional area.
c. Teams must go through the process of multilevel reviews and sign-offs to get management approval before
making changes.
d. Teams must have a low degree of autonomy over how they achieve their goals.
Completion
42. _________ is the degree to which workers in a team have the discretion, freedom, and independence to decide how
and when to accomplish their jobs.
A. Synergy
B. Cohesiveness
C. Groupthink
D. Autonomy
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43. For most teams, the right size is somewhere between _________ members.
A. ten and thirteen
B. three and five
C. six and nine
D. two and six
44. _________ is the stage of team development when team members jockey for position and try to establish a favorable
role for themselves on the team.
A. Storming
B. Norming
C. Performing
D. Forming
45. _________ means giving teams the ability to change organizational designs, policies, and practices if doing so helps
them meet their stretch goals.
A. Social loafing
B. Bureaucratic immunity
C. Structural accommodation
D. Competency mapping
46. _________ means that teams no longer have to go through the frustratingly slow process of multilevel reviews and
sign-offs to get management approval before making changes.
A. Social loafing
B. Bureaucratic immunity
C. Structural accommodation
D. Minority domination
47. A(n) _________ is a team intentionally composed of employees from different functional areas of an organization.
48. A(n) _________ is a team created to complete specific, one-time projects or tasks within a limited time.
49. In the _________ stage of team development, team members often become intensely loyal to one another and feel
mutual accountability for team successes and failures.
50. _____ represents the variances or differences in ability, experience, personality, or any other factor on a team.
51. In the context of team compensation and recognition, _________ programs pay employees for learning additional
skills or knowledge.
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