BUS 520 Week 11 Final Exam Strayer LatestPurchase this tutorial here:https://www.homework.services/shop/bus-520-week-11-final-exam-strayer-latest/BUS 520 WK 11 Final Exam All Possible Questions

True/False

Scholars note that the same heart surgeons have lower death rates for similar procedures when performed in hospitals where they do more operations.

The catchwords for an effective team are empowerment, participation, and diversity.

A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.

Teams that recommend things consist of people with formal responsibility for leading other groups.

Teams that recommend things typically work with a target completion date and disband once their purpose has been fulfilled.

Teams that run things may exist at all levels of responsibility, from the individual work unit composed of a team leader and team members to the top management team composed of a CEO and other senior executives.

Teams that make or do things are functional groups and work units that perform ongoing tasks such as marketing departments.The head of a formal group serves a linchpin role that ties the group horizontally and vertically with the rest of the organization.Temporary work groups often appear on organizational charts as departments, divisions, and teams.Cross-functional teams, or task forces, are created for special problem-solving efforts.Informal teams have the potential to speed up the workflow by enabling people to assist each other in ways that formal lines of authority fail to provide.The informal structures and their embedded social relationships that are active in an organization are identified by social network analysis.Cross-functional teams bring together persons from different organizations and industries to work on a common task.

The functional silos problem occurs when members of functional units focus on external issues and do not focus to a sufficient degree on their own areas of responsibility.

Virtual teams have members who convene and work together electronically via computers.Employee involvement teams describe a wide variety of teams whose members meet regularly to collectively examine important workplace issues.

Employee involvement teams discuss ways to enhance product or service quality, better satisfy customers, improve productivity, and enhance the quality of work life.

A quality circle is a small group of persons who meet periodically to discuss problems relating to quality, productivity, or cost, and to develop solutions for them.Virtual teams are ones whose members meet at least part of the time electronically and with computer support.

A potential advantage of virtual teams is that members have very little, if any, direct personal contact.A potential advantage of virtual teams is that computer mediation focuses interaction and decision making on facts and objective information rather than on emotional considerations.Self-managing teams are small groups that are empowered to make the decisions needed to manage themselves on a day-to-day basis.

Self-managing teams are also known as self-directed teams.

Members of a true self-managing work team make decisions on establishing strategy and providing resources to achieve it.

Members of a true self-managing work team make decisions on selecting new team members, training them for job skills, and evaluating performance.

Self-managing teams differ from the more traditional work group in that team members assume duties otherwise performed by a manager or first-line supervisor.Multiskilling occurs when team members are trained in performing more than one job on the team.

The potential benefits of self-managing teams include productivity and quality improvements, production flexibility, and faster response to technological change, but not reduced absenteeism and turnover or improved work attitudes and quality of work life.

Self-managing teams have structural and management implications for organizations because they largely eliminate the first-line supervisors.

An effective group is one that achieves high levels of task performance, member satisfaction, and team viability.The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future.The team viability criterion of group effectiveness refers to groups with members who believe that their participation and experiences are positive and meet important personal needs.Synergy is the creation of a whole that is greater than the sum of its parts.Social loafing, also known as the Ringlemann effect, occurs when people work less hard in a group than they would individually.The performance advantages of teams over individuals are most evident in three situations: 1) when there is no clear expert for a particular task, 2) when the problems are complex and require a division of labor, and 3) when a riskier decision need be made.Research shows that teams tend to make less risky decisions than individuals.Ringlemann identified two reasons why people may not work as hard in groups as they would individually: (a) their individual contributions are less noticeable in the context of a group; and (b) group goals are often less well defined than individual goals.In general, social facilitation theory indicates that working in the presence of others creates an emotional arousal or excitement that stimulates behavior and therefore affects performance.A team member might withdraw or tend toward social loafing when asked to do something he/she isnt very good at.Formal work units, but not temporary task forces or virtual teams, pass through a series of life cycle stages.The five stages of team development are forming, storming, norming, performing, and adjourning.In the storming stage of team development, members are interested in getting to know each other and discovering what is considered acceptable behavior, in determining the real task of the team, and in defining team rules.The storming stage of team development is a period of high emotionality and tension among the team members.

During the norming stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the team and to achieve a desired status position.In the norming stage of team development, the group really begins to come together as a coordinated unit.In the norming stage of team development, holding the team together may become more important to some members than working on the teams tasks.The norming stage of the team development process is sometimes called total integration.The willingness of a team to disband when the job is done and to work well together in future responsibilities is an important long-run test of team success.A study reported by Rutgers University professor Donald McCabe found that 86 percent of MBA students reported cheating by plagiarizing, downloading essays from the Web, and more.The technical demands of a task include relationships, ego involvement, controversies over ends and means, and the like.Tasks that are complex in social demands require unique solutions and more information processing, whereas task that are complex in technical demands involve difficulties in reaching agreement on goals or methods for accomplishing them.CEO and founder of Amazon.com, Jeff Bezos simple rule when it comes to the size of a product development team is No team should be larger than two pizzas can feed.The optimal size for teams is between five and seven members.Members of a homogenous group vary with respect to age, gender, race, ethnicity, experience, culture, and similar characteristics.FIRO-B theory suggests that groups whose members have compatible needs are likely to be more effective than groups whose members have incompatible needs.Homogeneous teams have members who are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture.

Members of homogeneous teams experience difficulty in building social relations and engaging in the interactions needed for teamwork.

Heterogeneity may limit the team in terms of ideas, viewpoints, and creativity.Heterogeneous teams have members who are diverse in demography, experiences, life styles, and cultures, among other variables.

Status congruence occurs when a persons position within the group is equivalent in status to positions held outside of the group.The diversity-consensus dilemma is the tendency for diversity in groups to make working together more difficult, even though diversity itself expands the skills and perspectives available for problem solving.Even though homogeneous teams may struggle in the short run to resolve issues, they are also likely to develop enhanced performance potential once things are worked out.

Researchers have found that females score higher than males on social sensitivity.

Multiple Choice

Team members and leaders can do all of the following to help their teams achieve high performance EXCEPT:a) putting personal talents to work.b) building disagreement so that the team gets multiple opinions.c) persuading others to cooperated) accepting suggestions.e) communicating ideas.Teams that __________ typically work with a target completion date and disband once their purpose has been fulfilled.a) recommend thingsb) run things

c) study thingsd) make or do thingse) review thingsTeams that __________ may exist at all levels of responsibility, from the individual work unit composed of a team leader and team members to the top management team composed of a CEO and other senior executives.a) review things

b) recommend thingsc) run thingsd) evaluate thingse) make or do things

Members of teams that __________ must have good long-term working relationships with one another, solid operating systems, and the external support needed to achieve effectiveness over a sustained period of time.a) plan thingsb) reengineer thingsc) recommend thingsd) make or do thingse) review thingsGroups that form spontaneously through personal relationships or special interests, and not by any specific organizational endorsement, are called __________.a) informal groupsb) virtual groupsc) temporary groupsd) interim groupse) ad hoc groupsThe potential benefits of informal groups include all of the following EXCEPT:a) informal groups have the potential to speed up the workflow.b) informal groups enable people to assist each other in ways that formal lines of authority fail to provide.c) informal groups enable members to establish important goals for the formal work unit.d) informal groups help individuals satisfy needs that are unmet in a formal group.e) informal groups can provide their members with social satisfaction, security, and a sense of belonging.__________ consist of persons with natural affinities for one another, and who tend to work together, sit together, take breaks together, and even do things together outside of the workplace.a) Interest groupsb) Affiliation groupsc) Friendship groupsd) Connection groupsd) Familiarity groups__________ teams bring together people from different functional departments or work units to work on a common task.a) Cross-functionalb) Self-directedc) Virtuald) Self-managede) Employee involvement

The __________ occurs when members of functional units stay focused on matters internal to the function and minimize their interactions with members of other functions.a) limited perspective problem

b) restriction of perspective problemc) functional niche problemd) functional silos probleme) limited vision problemThe __________ is another name for the functional silos problem.a) individual unit problem.b) serviceable group problemc) functional chimney problemd) hyper-focused team probleme) exclusive over-assemblage problem

Members of __________ can solve problems with a positive combination of functional expertise and integrative or total systems thinking.a) cross-functional teams

b) self-directed teamsc) cross-departmental teamsd) virtual teamse) statutory teams

Most self-managing teams include between __________ members.a) 1 and 4b) 5 and 15c) 20 and 35d) 50 and 65e) 80 and 100

The potential advantages of virtual teams include all of the following EXCEPT:a) virtual teams bring cost effectiveness to teamwork where members are unable to meet easily face-to-face.b) virtual teams can bring speed to teamwork where members are unable to meet easily face-to-face.c) virtual teams bring the power of the computer to bear on typical team needs for information processing and decision making.d) virtual team members may have very little, if any, direct personal contact.e) computer mediation focuses interaction and decision making on facts and objective information rather than on emotional considerations.Teams whose members convene and work together electronically via networked computers are called __________.a) project teamsb) cybernetic teamsc) virtual teams.d) implicit teamse) networked teamsThe term __________ applies to a wide variety of teams whose members meet regularly to collectively examine important workplace issues.a) employee engagement team

b) employee connection teamc) employee participation teamd) employee empowerment teame) employee involvement team

Members of a true self-managing work team make decisions on all of the following EXCEPT:a) establishing strategy and providing resources to achieve it.b) scheduling work and allocating tasks.c) training for job skills and evaluating performance.d) selecting new team members.e) controlling the quality of work.

Self-managing teams are also known as __________.a) virtual teamsb) self-directed work teamsc) task teamsd) silo teamse) employee teams

The potential benefits of self-managing teams include all of the following EXCEPT:a) productivity and quality improvements.b) production flexibility and faster response to technological change.c) reduced absenteeism and turnover.d) difficulty for some members to adjust to self-managing responsibilities.e) improved work attitudes and quality of work life.

Self-managed teams have structural and management implications for organizations because they largely eliminate __________.a) a firms staff functions

b) the line employeesc) the top management teamd) the CEOe) the first-line supervisorsWhich one of the following characteristics truly differentiates self-managing teams from the more traditional work group?a) Team members typically work in isolation from the rest of the company.

b) Team members are typically asked to work on more challenging tasks than traditional work groups.c) Team members assume duties otherwise performed by a manager or first-line supervisor.d) Team members are typically paid more than the team members of traditional work teams.e) Team members are typically more experienced than the team members of traditional work teams.To create a successful virtual team, managers should do which of the following?a) Select team members high in initiativeb) Begin with social messagingc) Assign clear goals and rolesd) Gather regular feedback from memberse) Managers should do all of the above

A(n) __________ team is one that achieves high levels of task performance, member satisfaction, and team viability.a) functionalb) serviceablec) operatived) effectivee) practicalWhen a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated.a) task performanceb) member satisfactionc) team viabilityd) team changeabilitye) team excellenceWhen a teams members believe that their participation and experiences are positive and meet important personal needs, the __________ characteristic of team effectiveness is being demonstrated.a) task performanceb) member commitmentc) member satisfactiond) team viabilitye) team changeability

The __________ characteristic of team effectiveness is being demonstrated when the members of a team are sufficiently satisfied to continue working well together on an ongoing basis and/or look forward to working together again at some future point in time.a) member satisfactionb) team endurancec) team excellenced) team viabilitye) team changeabilityWhen teams accomplish more than the total of their individual members capabilities, __________ occurs.a) exchangeb) associationc) synergyd) harmonye) unionWhen people work less hard in teams than they would individually, __________ occurs.a) social slackingb) organizational shirkingc) individual loafingd) organizational evadinge) social loafingThe performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:a) when a conservative decision is required.b) when there is no clear expert for a particular task.c) when problems are complex.d) when a division of labor is required.e) when a sharing of information is required.An example of social facilitation occurs when __________.a) a team achieves more together than they would have individuallyb) people work less hard in teams than they would individuallyc) an athlete performs in front of an enthusiastic hometown audienced) a lack of preparedness motivate a novice, nervous speaker to perform bettere) people work together via computer networksThe study of social loafing by Price, Harrison, and Gavin designed natural teams consisting of __________.a) tug-of-war teamsb) students working together in course study groups for a semesterc) 150 mid-level managersd) representatives from 35 industriese) 12 virtual team membersWhether part of a formal work unit, a temporary task force, or a virtual team, the group itself passes through a series of __________.a) decision-making stepsb) life cycle stagesc) cultural transformationsd) entrepreneurial venturese) environmental challengesWhich of the following sequences accurately describes the order of the stages of team development?a) Introduction, growth, settling-in, maturation, and dismissalb) Start-up, growth, leveling-off, settling-in, and disbandingc) Forming, storming, norming, performing, and adjourningd) Launch, growth, leveling-off, maturing, and declinee) Introduction, orientation, settling-in, maturation, and declineThe five stages of team development include all of the following EXCEPT:a) forming.b) norming.c) adjourning.d) journeying.e) storming.Which stage of team development has a primary concern with the initial entry of members to the team?a) Formingb) Stormingc) Normingd) Performinge) AdjourningWhich of the following statements does NOT accurately describe the forming stage of team development?a) Members are interested in getting to know each other.b) Members are interested in discovering what is considered acceptable behavior.c) Members are interested in maintaining the sense of harmony that has been established.d) Members are interested in determining the real task of the team.e) Members are interested in defining team rules.

During which stage of team development does hostility and infighting occur with the team typically experiencing many changes?a) Formingb) Stormingc) Normingd) Performinge) AdjourningWhich of the following statements does NOT accurately describe the storming stage of team development?a) Hostility and infighting seldom occur.b) The team typically experiences many changes, and coalitions or cliques may form.c) Members expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals.d) Individuals begin to understand one anothers interpersonal styles.e) Efforts are made to find ways to accomplish team goals while satisfying individual needs.During what stage of team development may a team member ask, What can the group offer me? Can my needs be met at the same time that I contribute to the group?a) Stormingb) Formingc) Performingd) Adjourninge) NormingWhich stage of the team development process is sometimes called initial integration?a) Stormingb) Formingc) Performingd) Adjourninge) NormingWhich of the following statements does NOT accurately describe the norming stage of team development?a) The turmoil of the preceding stage gives way to a precarious balancing of forces.b) Holding the team together may become more important to some members than working on the teams tasks.c) Minority viewpoints, deviations from group directions, and criticism are welcomed as members experience a preliminary sense of closeness.d) Team members experience a new sense of harmony.e) Some team members may mistakenly perceive this stage as one of ultimate maturity.Which stage of the team development process is sometimes called total integration?a) Stormingb) Formingc) Performingd) Adjourninge) NormingThe performing stage of team development is described by all of the following characteristics EXCEPT:a) the team is able to deal with complex tasks and handle internal disagreements in creative ways.b) the team structure is unstable.c) members are motivated by team goals and are generally satisfied.d) the primary team challenges are continued efforts to improve relationships and performance.e) team members should be able to adapt successfully as opportunities and demands change over time.An immature group will have all of the following characteristics EXCEPT:a) dysfunctional decision-making methods.b) flexible operating procedures.c) unclear communications.d) independent authority relations.e) low acceptance of minority views.The final stage in the team development process is known as the __________ stage.a) adjourningb) performingc) dismissald) maturatione) disbandingWhich of the following is the correct equation for team effectiveness according to the open systems model of teams?a) Team effectiveness = Quality of inputs x (Process gains + Process losses)b) Team effectiveness = Quality of outputs + (Process gains x Team inputs)c) Team effectiveness = Quality of inputs x (Process gains Process losses)d) Team effectiveness = Quality of outputs x (Process gains + Process losses)e) Team effectiveness = Quality of outputs + (Process gains x Team inputs)

Key team inputs include all of the following EXCEPT:a) the nature of the task.b) goals, rewards, and resources.c) team composition.d) member satisfaction.e) team size.The open systems model of team effectiveness suggests that team effectiveness is influenced by all of the following EXCEPT:a) inputs.b) processes.c) right players in the right seats.d) on the same bus, headed in the same direction.e) task performance.

All of the following are considered membership characteristics according to the open-systems model of team effectiveness EXCEPT:a) abilities.b) values.c) cohesiveness.d) personalities.e) diversity.Team performance can suffer when:a) goals are unclear.b) goals are too focused on individual-level accomplishments.c) resources are inefficient to accomplish the task.d) when goals are insufficiently challenging.e) All of the above.The __________ of a teams task include its routineness, difficulty, and information requirements.a) cognitive demandsb) mechanical demandsc) social demandsd) technical demandse) psychological demandsThe __________ of a teams task involve relationships, ego involvement, controversies over means and ends, and the like.a) cognitive demandsb) mechanical demandsc) social demandsd) technical demandse) psychological demandsTasks that are complex in __________ require unique solutions and more information processing than other tasks.a) cognitive demandsb) mechanical demandsc) social demandsd) technical demandse) psychological demandsWhich of the following statements accurately describes the impact of team member competencies on team performance?a) Talent alone can guarantee performance results.b) It is relatively easy to overcome the performance limitations imposed by insufficient skills and competencies for the task at hand.c) To achieve success, a team must have the right skills and competencies available for task performance.d) In homogeneous teams, members are very different and bring needed diversity in skill sets to the team.e) The difficulties of heterogeneity are especially pronounced in the long run.A good size for problem-solving teams is __________.a) 1-2b) 2-4c) 4-5d) 5-7e) 8-10When voting is required in problem solving teams, __________.a) larger numbers of team members are preferredb) smaller numbers of team members are preferredc) even numbers of team members are preferredd) odd numbers of team members are preferrede) the team leader should make the decision__________ teams have members who are very similar to one another.a) Homogenousb) Heterogeneousc) Variantd) Variegatede) Conglomerate__________ refers to a persons relative rank, prestige, and standing in a group.a) Conditionb) Standingc) Fullnessd) Statuse) ProminenceThe FIRO-B theory examines differences in how people relate to one another based on their needs to express and receive feelings of __________.a) inclusion, control, and affectionb) status, control, and affiliationc) power, achievement, and controld) affection, nurturance, and affiliatione) status, achievement, and powerThe FIRO-B theory suggests that teams whose members have __________ needs are likely to be more effective than teams whose members are more __________.a) compatible; incompatibleb) incompatible; compatiblec) diverse; similard) technical; sociale) social; technicalSymptoms of team member incompatibility include all of the following EXCEPT:a) withdrawn members.b) open hostilities.c) status differences.d) struggles over control.e) domination of the group by a few members.Which of the following statements provides an accurate description of homogeneous teams?a) Homogeneous teams have members who are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture.b) Members of homogeneous teams experience difficulty in building social relations and engaging in the interactions needed for teamwork.c) Homogeneity does not limit the team in terms of ideas, viewpoints, and creativity.d) Team members have diverse cultures and lifestyles.e) Members of homogeneous teams have different backgrounds and experience.

As a team gets larger, all of the following things tend to happen EXCEPT:a) communication problems often set in.b) coordination of the team members becomes more difficult.c) satisfaction may dip.d) turnover and absenteeism decrease.e) social loafing may increase.Researchers have identified the tendency for increasing diversity among team members to create difficulties even as it offers improved potential for problem solving is known as the __________.a) positive-negative dilemmab) enhancement-enactment dilemmac) upside-downside dilemmad) good news-bad news dilemmae) diversity-consensus dilemma__________ is the ability of a team to perform well across a range of tasks.a) Collective intelligenceb) Emotional intelligencec) Reliability intelligenced) Generalized ability intelligencee) None of the above.

Fill in the blank

A(n) __________ is a group of people brought together to use their complementary skill to achieve a common purpose for which they are collectively accountable.__________ occurs when group members actively work together in ways such that all their respective skills are well utilized to achieve a common purpose.__________ are established to study specific problems and recommend solutions to them.__________ consist of people with the formal responsibility for leading other teams.__________ are functional groups and work units that perform ongoing tasks, such as marketing or manufacturing.

In a sense, functional department or work units can create artificial boundaries that discourage rather than encourage more integrative thinking and active coordination with other parts of an organization. This organizational problem is called __________.

A(n) __________ is set up to deal with a specific problem or opportunity.

__________ are ones whose members meet at least part of the time electronically and with computer support.A(n) __________ is a small group of persons who meet periodically to discuss problems relating to quality, productivity, or cost, and to develop solutions for them.

__________ are small teams empowered to make the decisions needed to manage themselves on a day-to-day basis.__________ occurs when team members are trained to perform more than one job on the team.With regard to __________, the members of an effective team are sufficiently satisfied to continue working well together on an on-going basis and/or to look forward to working together again at some future point in time.The creation of a whole that is greater than the sum of its parts is known as __________.Max Ringelmanns findings that people may not work as hard in groups because their individual contributions are less noticeable in the group context are known as __________.In the __________ stage of team development, members are interested in: getting to know each other, discovering what is considered acceptable behavior, determining the real task of the group, and defining team rules.The __________ stage of team development is a period of high emotionality and tension among the team members.During the __________ stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the group and to achieve a desired status position.The __________ stage of team development is the point at which the team really begins to come together as a coordinated unit.The __________ stage of team development marks the emergence of a mature, organized, and well-functioning team.The __________ stage of team development is especially important for the many temporary teams that are increasingly common in the new workplace.__________ teams have members who vary in age, gender, race, ethnicity, experience, and culture.__________ occurs when a persons position within the group is equivalent in status to positions held outside of the group.The __________ is the tendency for increasing diversity among team members to make it harder for them to work together, even though the diversity itself offers improved potential for problem solving.

Essay

What is a team? What are the three types of teams in organizations?

Describe the concept of social loafing. Why does social loafing occur? What can be done to avoid social loafing in the workplace?

Identify the five stages of team development and explain what happens at each stage.What is the FIRO-B theory? What are its implications for teams?Discuss the diversity-consensus dilemma.

Chapter Number: 08

Question Type: True/False

An essential criterion of a true team is that the members feel collectively accountable for what they accomplish.

High-performance teams turn a general sense of purpose into specific performance objectives.

Members of high-performance teams have the right mix of technical, problem-solving, decision-making, and interpersonal skills.

High-performance teams have strong core values that help the team members guide their attitudes and behaviors in directions consistent with the teams purpose.

High-performance teams members focus on individual effort and excellence.

Teamwork usually happens naturally in a group, without much effort on the part of members and leaders.

Specific objectives provide a clear focus for solving problems and resolving conflicts.

Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase team effectiveness.

Team building is an effective way to deal with teamwork difficulties when they occur or to help prevent them from occurring in the first place.

The first step in the team-building process is data gathering and analysis.

The second step in the team-building process occurs when members work together in planning for team improvements.

The last step in the team-building process occurs when members work together to evaluate the results.

The team building process is highly collaborative.

Team building in the formal retreat approach takes place in the firms headquarters facility, typically over a weekend, when the building is quiet.

The formal retreat approach to team building offers opportunities for intense and concentrated effort to examine group accomplishments and operations.

The outdoor experience approach to team building places group members in a variety of physically challenging situations that must be mastered through teamwork, not through individual work.

In a continuous improvement approach to team building, the team members commit themselves to monitoring group developments and accomplishments on an ongoing basis and making the day-to-day changes needed to ensure team effectiveness.

In a continuous improvement approach to team building, the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.

Special problems relating to team processes may arise as more and more jobs are turned over to teams and as more and more traditional supervisors are being asked to function as team leaders.

Effective teams have no further need for leadership efforts, after team building, to improve team processes.

Problems regarding participation, goals, control, relationships, and process are likely to occur in a new team or when new members join existing teams.

According to Schein, the friendly helper is insecure, suffering uncertainties of intimacy and control.

In coping with the challenge of entering a team, tough battlers are those individuals who are frustrated by a lack of identity in the new group and who may act aggressively or reject authority.

In his studies of how people cope with the challenge of entering a team, Edgar Schein labeled individuals who act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions as disruptive entrants.

Research in social psychology suggests that the achievement of sustained high performance by groups requires that members task needs and maintenance needs are met.Distributed leadership is the sharing of responsibility, by all members, for meeting individual needs.

Maintenance activities directly contribute to the performance of important group tasks.

A role is a set of expectations associated with a job or position on a team.Role ambiguity occurs when a person is uncertain about his or her role in a job or on a team.Role conflict occurs when someone is unable to meet the expectations of others.

The norms of a group or team represent ideas or beliefs about how members are expected to behave.

The performance norm conveys expectations about how hard group members should work and what the team should accomplish.

A leader can establish positive norms within groups and teams by acting as a positive role model, reinforcing and rewarding desired behaviors, selecting members who can and will perform, and providing support and training for members.

The statement on our team, people always try to work hard is an example of a positive high-achievement norm.

The statement, People on this committee are good listeners and actively seek out the ideas and opinions of others reinforces the negative support and helpfulness norm.

Cohesiveness of a group or team is the degree to which group or team members are attracted to and motivated to remain a part of the group or team.

Generally, the more cohesive the group, the greater the conformity of members to group norms.

In terms of team productivity, the best-case scenario of a work teams performance norms and cohesiveness occurs with high performance norms and high team cohesiveness.

From a managers perspective, the worst-case scenario of a work teams performance norms and cohesiveness occurs with negative performance norms and high team cohesiveness.

Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds.

Group cohesiveness tends to decrease when groups are physically isolated from others and when they experience performance success or crisis.

A key negative aspect of inter-team dynamics is that the members of each team may divert energies toward their mutual animosities rather than on the performance of important tasks.

A positive aspect of intergroup competition occurs when the members of each group work harder, become more focused on key tasks, and develop more internal loyalty.

Inter-team dynamics are relationships between groups cooperating and competing with one another.

Decentralized communication networks create high levels of member satisfaction and work best when team tasks are complex and non-routine.

The counteracting team pattern results in a decentralized communication network in which all team members communicate directly and share information with one another.

In the co-acting team pattern, information flows to a central person and is redistributed to form a centralized communication network.

Wheel communication networks and chain communication network are other names for a centralized communication network.

Problems of destructive competition in inter-team dynamics are likely in restricted communication networks.

Proxemics refers to the use of space as people interact.Virtual communication networks allow team members to be in electronic contact with one another and empower team members.

In decision by lack of response, one idea after another is suggested without any discussion taking place. When the team finally accepts an idea, all others have been bypassed and discarded by simple lack of response rather than by critical evaluation.

This can be done with or without discussion and is very time efficient.

In decision by majority rule, all team members agree totally on the course of action to be taken.

Teams will make decisions by consensus when discussion leads to one alternative being favored by most members and the others members agreeing to support it.

To achieve group consensus, members should not argue blindly and should consider others reactions to ones points.

Teams will make decisions by unanimity when all team members agree totally on a course of action.

The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work.

The potential disadvantages of group decision making include social pressure to conform, minority domination, and time delays.

When groupthink occurs in highly cohesive groups, poor decisions may result from the members unwillingness to criticize one anothers ideas and suggestions, overemphasis on agreement, desire to hold the group together, underemphasis on critical discussion, and desire to avoid unpleasant circumstances.

Groupthink can be avoided by having the leader express his/her pSection Reference for a particular course of action.

Groupthink can be avoided when team leaders hold second-chance meetings after consensus is apparently achieved.

The guidelines for brainstorming include ruling out all criticism, welcoming freewheeling, emphasizing quantity of ideas, and encouraging piggy-backing on others ideas.The nominal group technique is a group decision-making approach that involves structured rules for generating and prioritizing ideas.

Question Type: Multiple Choice

A high-performing team can be created by doing the all of the following EXCEPT:a) communicating high-performance standards.b) having members spend time together.c) creating a sense of urgency.d) setting a clear/challenging direction.e) ensuring that new information is kept to a minimum.

Each of the following is a characteristic of high-performance teams EXCEPT:a) high-performance teams have strong core values.

b) high-performance teams turn a general sense of purpose into specific performance objectives.c) high-performance teams have members who focus on individual effort and excellence.d) members of high-performance teams have the right mix of skills.e) members of high-performance teams feel collectively accountable.

Researchers point out that collective intelligence is _________ in teams whose processes result in social sensitivity and absence of domination by one or a few members.a) higherb) lowerc) a constantd) nonexistente) none of the above

__________ is a sequence of planned activities designed to gather and analyze data on the functioning of a team and to initiate changes designed to improve teamwork and increase team effectiveness.a) Team enhancing

b) Team buildingc) Team structuringd) Team championinge) Team organizingWhich of the following accurately describes the sequence of steps in the team-building process?a) Establishing a team mission statement; team goal setting; data gathering and analysis; implementing team goals; and evaluation of results

b) Planning for team effectiveness; data gathering and analysis; establishment of team goals and objectives; implementing team goals; and evaluation of resultsc) Establishing a team mission statement; team cohesiveness training; data gathering and analysis; actions to improve team functioning; and implementing team goalsd) Planning for team effectiveness; team goal setting; implementing team goals, evaluation of results; and reassessment of team goalse) Problems or opportunity in team effectiveness; data gathering and analysis; planning for team improvements; actions to improve team functioning; and evaluation of results

In the __________, team building takes place during off-site meetings.a) formal retreat approach

b) informal withdrawal approachc) privacy approachd) informal isolation approache) formal seclusion approach

Which of the following is the third step in the team building process?a) Data gathering and analysisb) Problem or opportunity in team effectivenessc) Actions to improve team functioningd) Planning for team improvementse) Evaluation of results

The __________ to team building offers opportunities for intense and concentrated effort to examine group accomplishments and operations.a) informal withdrawal approachb) privacy approachc) informal isolation approachd) formal seclusion approache) formal retreat approach

In a(n) __________ to team building, the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.a) formal retreat approach

b) employee participation approachc) outdoor experience approachd) continuous improvement approache) incremental enhancement approach

The __________ approach to team building places group members in a variety of physically challenging situations that must be mastered through teamwork, not individual work.a) formal retreat

b) outdoor experiencec) continuous improvementd) rustic experiencee) informal withdrawal

Which of the following statements about improving team processes is NOT accurate?a) Team members must be prepared to handle more members.b) As more and more jobs are turned over to teams, special problems relating to team processes may arise.c) As more and more traditional supervisors are being asked to function as team leaders, special problems relating to team processes may arise.d) Effective teams have no further need, after team-building, for leadership efforts to improve team processes.e) Team members must be prepared to handle disagreements on rules and responsibilities

To improve team processes, both team leaders and members must be prepared to deal with all of the following EXCEPT:a) introducing new members.b) handling disagreements on goals and responsibilities.c) handling reward distribution issues.d) resolving delays and disputes when making decisions.e) reducing friction and interpersonal conflicts.

Which of the following is NOT one of the problems that face new group members?a) Participationb) Goalsc) Lack of originalityd) Controle) Process

Edgar Schein identified three common behavior profiles that may hinder group operations when people try to cope with individual entry problems in self-serving ways. These three profiles are __________.a) passive, aggressive, and regressiveb) focused, unfocused, and mid-focusedc) tough battler, friendly helper, and objective thinkerd) primal, emotional, and rationale) thoughtful, aggressive, and modal

In coping with the challenge of entering a team, __________ are individuals who act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions.a) friendly helpers

b) tough battlersc) objective thinkersd) amiable entrantse) thoughtful newcomers__________ is the sharing of responsibility for meeting group task and maintenance needs.a) Participative partnering

b) Conjunctive leadershipc) Authentic leadershipd) Empowered leadershipe) Distributed leadership

__________ directly contribute to the performance of important group tasks.a) Task activities

b) Assignment mandatesc) Directive activitiesd) Responsibility activitiese) Maintenance activities

A team member contributes __________ leadership by encouraging the participation of others, trying to harmonize differences of opinion, praising the contributions of others, and agreeing to go along with a popular course of action.a) task

b) functionalc) transactionald) maintenancee) directiveAll of the following statements about maintenance activities are true EXCEPT:a) maintenance activities support the social and interpersonal relationships among group members.b) when maintenance leadership is poor, members become dissatisfied with one another.c) in an effective group, maintenance activities support the relationships needed for team members to work well together over time.d) when maintenance leadership is weak, the value of group membership may diminish.e) maintenance activities include initiating discussion, sharing information, asking information of others, clarifying something that has been said and summarizing the status of a deliberation.

Disruptive behaviors that can harm group process include all of the following EXCEPT:a) being overly aggressive toward other members.b) trying to recognize others and give them attention.c) withdrawing and refusing to cooperate with others.d) horsing around when there is work to be done.e) talking too much about irrelevant matters.

_________-role conflict occurs when a persons values and needs come into conflict with role expectations.a) Intrasenderb) Intersenderc) Persond) Intere) Outer

All of the following statements regarding role ambiguity are true EXCEPT:a) to do any job well in a group, people need to know what is expected of them.b) in a new group or team situation, role ambiguities may create problems as members find that their work efforts are wasted or unappreciated by others.c) even in mature groups and teams, the failure of members to share expectations and listen to one another may create a lack of understanding.d) role ambiguity cannot be managed through awareness of role dynamics and their causes.e) being asked to do too much or too little as a team member can create problems.

__________ occurs when too much is expected and the individual feels overwhelmed with work.a) Role conflict

b) Role indifferencec) Role encumbermentd) Role overloade) Role frustrationAll of the following are part of four common forms of role conflict EXCEPT:a) intrasender role conflict.b) extrasender role conflict.c) intersender role conflict.d) person-role conflict.e) interrole conflict.

__________ occurs when different people send conflicting and mutually exclusive expectations.a) Person-role conflict

b) Intrasender role conflictc) Parallel role conflict

d) Interrole role conflicte) Intersender role conflict__________ occurs when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands.a) Interrole conflict

b) Person-role conflictc) Correspondent role conflictd) Divergent role conflicte) Intersender role conflict

Which of the following statements about norms is NOT correct?a) Norms help clarify the expectations associated with a persons membership in a group.

b) Although important, norms are not considered to be rules or standards of conduct.c) Norms allow members to structure their own behavior.d) When someone violates a group norm, other members typically respond in ways that are aimed at enforcing the norm.e) Norms allow members to predict what others will do.

Role __________ is a process for discussing and agreeing upon what team members expect of one another.a) negotiationb) agreementc) overloadd) expectatione) cooperation

Positive norms within groups and teams can be established by doing all of the following EXCEPT:a) acting as a positive role model.b) reinforcing and rewarding desired behaviors.c) encouraging principled dissenters to join the group.d) selecting members who can and will perform.e) providing support and training for members.

All of the following statements about group norms are correct EXCEPT:a) in order for a task force to operate effectively, group norms regarding attendance at meetings, punctuality, and preparedness are needed.b) groups also commonly have norms regarding how to deal with supervisors, colleagues, and customers.c) norms for establishing guidelines for honesty and ethical behaviors are important for groups to discuss.d) norms should be identified by the management team only.e) norms are expressed in everyday conversations

Which of the following statements does the best job of reinforcing positive ethics norms?a) In our department, people are always looking for better ways of doing things.

b) People on this committee are good listeners and actively seek out the ideas and opinions of others.c) We try to make fair and just decisions, and we expect others to do the same.d) On our team, people always try to work hard.e) It is a tradition around here for people to stand up for the company when others criticize it unfairly.

Which of the following statements does the best job of reinforcing positive organizational and personal pride norms?a) In our department, people are always looking for better ways of doing things.

b) People on this committee are good listeners and actively seek out the ideas and opinions of others.c) Our company strives for both efficiency and effectiveness.d) On our team, people always try to work hard.e) It is a tradition around here for people to stand up for the company when others criticize it unfairly.__________ refers to the tendency to reduce effort when working in groups.a) Social moochingb) Social managementc) Social loafingd) Social contracte) Social engagementIn contrast to less cohesive groups, members of highly cohesive group members display all of the following EXCEPT:a) being more energetic when working on group activities.b) tending to leave work early when possible.c) remaining less likely to be absent.d) enduring more likely to be happy about performance success.e) continuing more likely to be sad about performance failures.

In terms of team productivity, the best-case scenario of a work teams performance norms and cohesiveness occurs with __________ performance norms and __________ team cohesiveness.a) high; highb) positive; highc) negative; highd) negative; lowe) positive; lowFrom a managers perspective, the worst-case scenario of a work teams performance norms and cohesiveness occurs with __________ performance norms and __________ team cohesiveness.a) high; highb) high; lowc) negative; highd) negative; lowe) positive; low

All of the following techniques increase group or team cohesiveness EXCEPT:a) getting agreement.

b) increasing team diversity.c) making the team smaller.d) isolating the team from other teams.e) rewarding team results.The positive aspects of inter-team competition include all of the following outcomes EXCEPT:a) the members of each team may work harder.b) the members of each team may become more focused on key tasks.c) the members of each team may develop more internal loyalty and satisfaction.d) the members of each team may achieve a higher level of creativity in problem solving.e) the members of each team may use their energies toward their mutual animosities.Organizations and their managers can discourage the negative aspects and encourage the positive aspects of inter-team dynamics by doing all of the following EXCEPT:a) refocusing the teams on a common enemy or a common goal.b) training members to work more cooperatively.c) promoting direct negotiations between teams.d) using win-lose reward systems.e) focusing reward distribution on contributions to the total organization.The interacting team pattern results in a __________ in which all team members communicate directly and share information with one another.a) decentralized communication networkb) centralized communication networkc) restricted communication networkd) synergistic communication networke) vertical communication networkWheel communication network and chain communication network are other names for __________.a) restricted communication networksb) parallel communication networksc) centralized communication networksd) synergistic communication networkse) hierarchical communication networksTasks that are routine and easily subdivided lend themselves to:a) hierarchical communication networks.b) parallel communication networks.c) decentralized communication networks.d) restricted communication networks.e) centralized communication networks.__________ form when subgroups emerge within a team due to issue-specific disagreements.a) Co-acting teamsb) Counteracting teamsc) Interacting teamsd) Disparate teamse) Countervailing teamsThe counteracting team pattern involves a __________ in which polarized subgroups disagree with one anothers positions and maintain sometimes antagonistic relations.a) countervailing communication networkb) counteracting communication networkc) centralized communication networkd) decentralized communication networke) restricted communication network

When workspace architecture is studied as an influence on communication behavior, this is part of:a) cohesiveness.b) proxemics.c) virtual communication networks.d) team building.e) relationships.GEs launch of the Tweet Squad is an example of a:a) study in proxemics.b) vertical communication networkc) virtual communication network.d) centralized network.e) all of the above.Decision by __________ occurs when one idea after another is suggested without discussing them and the team finally accepts an idea without any critical evaluation.a) majority ruleb) lack of responsec) authority ruled) consensuse) minority ruleDecision by __________ is often done by providing a suggestion and then forcing quick agreement by challenging the group with such statements as Does anyone object?No? Well, lets go ahead then.a) majority ruleb) lack of responsec) authority ruled) consensuse) minority rule

All of the following statements about majority rule are true EXCEPT:a) formal voting may take place or members may be polled to find the majority viewpoint.b) all group members will feel successful as a result of the majority rule.c) some people will feel like winners and others will feel like losers when the final vote is tallied.d) the very process of voting can create coalitions.e) this method parallels the democratic political system and is often used without awareness of its potential problems.To achieve group consensus, members should adhere to all of the following guidelines EXCEPT:a) dont argue blindly; consider others reactions to your points.b) dont change your mind just to reach quick agreement.c) dont use voting, coin tossing, and bargaining to avoid conflict.d) dont try to involve everyone in the decision process.e) dont focus on winning versus losing; seek alternatives acceptable to all.__________is a logically perfect group decision making method because all team members agree totally on a course of action.a) Consensusb) Unanimityc) Majority ruled) Minority rulee) Lack of responseIn regards to decision-making, the best teams:a) let the smartest person in the group make most of the decisions.b) stay together as a group all of the time because they work well together.c) take decisions spontaneously, without much discussion.d) do not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.e) do not encourage exchange of ideas.When groupthink occurs in highly cohesive groups, poor decisions may result from the members tendencies to do all of the following EXCEPT:a) being unwilling to criticize one anothers ideas and suggestions.b) underemphasizing agreement.c) desiring to hold the group together.d) underemphasizing critical discussion.e) seeking to avoid unpleasant circumstances.Groupthink can be avoided by doing all of the following EXCEPT:a) assigning the role of critical evaluator to each group member.b) creating subgroups that each work on the same problem.c) inviting outside experts to observe and react to group processes.d) having the leader express his/her preference for a particular course of action.e) writing alternative scenarios for the intentions of competing groups.Historical examples of groupthink according to Janis include all of the following EXCEPT:a) space shuttle disasters.b) decision-making during the Vietnam War.c) American intelligence regarding weapons of mass destruction in Iraq.d) the lack of preparedness by U.S. forces at Pearl Harbor before entry into WWII.e) Cuban Missile Crisis.

Of the following, which is a symptom of teams displaying groupthink?a) Illusions of invulnerabilityb) Rationalizing unpleasant and disconfirming datac) Belief in inherent group moralityd) All of the above

The guidelines for brainstorming include all of the following EXCEPT:a) all criticism is ruled out.b) freewheeling is welcomed.c) quantity is important.d) quality is importante) piggy-backing on others ideas is encouraged.

The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: What should be done to improve the effectiveness of this work team?a) statutory techniqueb) nominal group techniquec) brainstorming techniqued) freewheeling techniquee) Delphi techniqueA group decision-making approach developed by the Rand Corporation for use in situations where group members are unable to meet face to face isa) electronic brainstorming.b) the nominal group technique.c) the Delphi technique.d) the freewheeling technique.e) computer-mediated analysis.

Question Type: Fill in the blank

__________ teams are able to turn a general sense of purpose into specific performance objectives and the members feel collectively accountable for moving together in a compelling direction toward a goal.

__________ is the ability of a team to perform well across a range of tasks.

When difficulties occur within a group or team, __________ can help in addressing problems and resolving issues.

In his studies on how people cope with the challenge of entering a team, Edgar Schein labeled individuals who show extraordinary support for others, behave in a dependent way, and seek alliances in subgroups or cliques as __________.Research in social psychology suggests that the achievement of sustained high performance by groups requires that both __________ needs and __________ needs be met.__________ include initiating discussion, sharing information, asking information of others, clarifying something that has been said, and summarizing the status of a deliberation.Activities that support the teams social and interpersonal relationships are called __________.Behaviors that harm the team process like talking too much about irrelevant matters are called __________.__________ occurs when a person is uncertain about his or her role in a job or on a team..__________ occurs when too little work is expected and the individual feels underutilized.__________ occurs when the same person sends conflicting expectations.The __________ of a group or team represent the ideas or beliefs about how members are expected to behave.

The __________ conveys expectations about how hard group members should work.__________ is a process for discussing and agreeing upon what team members expect of one another.

The rule of __________ states that the greater the team cohesiveness, the greater the conformity of members to team norms.

__________ is the degree to which group or team members are attracted to and motivated to remain a part of the group or team.All-channel or star communication networks are other names for __________.

__________ are work arrangements where members work on tasks independently, while linked through some form of central coordination.

The attention to office design in building spaces conducive to communication needed by teams today is part of __________.

__________ is the process of choosing among alternative courses of action.

In decision by __________, when the group finally accepts an idea, all others in the group have been bypassed and discarded by simple __________ rather than by critical evaluation.

Decision by __________ is being used when a chairperson, leader, or manager makes a decision for the team.

Decision by __________ is being used when two or three people can dominate the majority or railroad the majority into agreeing to a solution.

Teams will make decisions by __________ when discussion leads to one alternative being favored by most members and the others members agree to support it.

__________ is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

In __________, group members actively generate as many ideas and alternatives as possible, and they do so relatively quickly and without inhibitions.

When President Kennedy chose to absent himself from strategy discussions by his Cabinet during the Cuban Missile Crisis, he avoided the tendency for his Cabinet members to figure out what he wanted and give it to him, thereby avoiding __________.

The __________ is a group decision-making approach that involves structured rules for generating and prioritizing ideas.

__________ involves generating decision-making alternatives in groups through a series of survey questionnaires.

Question Type: Essay

Describe the characteristics that enable a high-performance team to excel at teamwork.

Discuss the following approaches to team building: the formal retreat approach, the continuous improvement approach, and the outdoor experience approach.

Describe the differences between role ambiguity, role overload, role underload, and role conflict.

What are norms? What is cohesiveness? How are norms and cohesiveness related?

What is groupthink? Why can groupthink be detrimental to effective group functioning?

File: ch9

True/False

Decision-Making is the process of choosing a course of action for dealing with a problem or opportunity.Rational Decision-Making is a five-step process that starts with recognition and definition of the problem or opportunity, and ends with evaluation of results and any needed follow-up.Decision-Making choices usually have a moral dimension that might be overlooked.Teams may suffer from lack of participation error in the stage of decision-making where alternative courses of action are identified and analyzed.A moral dilemma is defined as a situation in which a decision-maker faces two or more ethically uncomfortable alternatives.

Consideration of the moral problem might change decisions, but seldom would change how the decision is implemented.The justice criteria asks if the decision satisfies all constituents or stakeholders.

The utility question asks if the decision respects the rights and duties of everyone.

Programmed decisions are made as standardized responses to recurringsituations and routine problems.

Programmed decisions implement solutions that have already been determined by past experience as appropriate for the problem at hand.Examples of programmed decisions include reordering inventory automatically when stock falls below a predetermined level and issuing a written reprimand to someone who violates a specific work rule.

Nonprogrammed decisions address routine problems that arise on a regular basis and for which standard solutions have been derived.Nonprogrammed decisions are created to deal uniquely with a problem at hand.

An example of a nonprogrammed decision is when a senior marketing manager who has to respond to the introduction of a new product by a foreign competitor.

The most extreme type of programmed decision is the crisis decision.

Acts of terrorism and workplace violence are examples of crisis decisions.

When a crisis occurs, managers should disregard skeptics as these people foster disagreement and lack of commitment.

Unfortunately, formal crisis management programs are decreasing in popularity in organizations.Decisions in organizations are typically made under three different conditions or environments: certainty, jeopardy, and skepticism.Certain environments exist when information is sufficient to predict the results of each alternative in advance of implementation.Certainty is a less than ideal condition for managerial problem solving and Decision-Making.Certainty is the norm in decision situations.Risk environments exist when decision makers lack complete certainty regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence.When dealing with risk environments, probabilities are assigned through objective statistical procedures rather than intuition.Uncertain environments exist when managers have so little information that they cannot even assign probabilities to various alternatives and their possible outcomes.Of the three decision-making environments (certainty, risk, and uncertainty), risk environments are the most difficult for decision makers.Responses to uncertain environments seldom involve intuition, educated guesses, or hunches.Risk management focuses on anticipating risk in situations and factoring risk alternatives into the decision-making process.Threats to a brand or the firms reputation are referred to as reputation risks.

In the classical decision model, the problem is not clearly defined, knowledge of possible action alternatives and their consequences is limited, and the manager chooses a satisfactory solution to the problem.In the behavioral decision model, the manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the optimum solution to the problem.Classical decision theory models view the manager as acting in a world of complete certainty.

Behavioral decision theory models view the manager as acting in a world of complete certainty.

The behavioral decision model allows for an optimizing decision that gives the absolute best solution to the problem.Classical decision theory appears to fit very well in todays chaotic world of globalizing high-tech organizations.Behavioral decision theory models accept the notion of bounded rationality and suggest that people act only in terms of what they perceive about a given situation.Behavioral scientists are cautious about applying classical decision theory to many decision situations because they recognize that human beings have cognitive limitations that restrict their information-processing capabilities.Bounded rationality refers to the idea that, while individuals reason well and are logical, they have their limits with respect to interpreting and making sense of things within the context of their personal situations.

The behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information.

Bounded rationality is choosing the first alternative that appears to give an acceptable or satisfactory resolution of the problem.

A key element in Decision-Making under risk and uncertainty is intuition.

Intuition adds elements of flexibility and spontaneity to Decision-Making, thereby offering potential for creativity and innovation.Jeff Bezos of Amazon.com believes there is a place for both systematic and intuitive decision-making in management.

Teams engaged in systematic thinking would be expected to make a plan before taking action.

Judgment, or the use of ones intellect, is important in all aspects of Decision-Making.

Heuristics are simplifying strategies or rules of thumb used to make decisions.

The availability heuristic involves assessing a current event based on past occurrences that are easily available in ones memory.The representativeness heuristic bases a decision on similarities between the situation at hand and stereotypes of similar occurrences.

An example of the application of the anchoring and adjustment heuristic is the team leader who selects a new member not because of any special qualities of the person, but only because the individual comes from a department known to have produced high performers in the past.

In managing the decision-making process, one of the first issues to address is whether to actually address the decision situation.

Research shows that to prevent future errors, small problems should get the same time and attention as bigger ones.A mistake commonly made by many new managers and team leaders is presuming that they must solve every problem by making every decision themselves.Creativity is more likely to occur when a person has a lot of task expertise.

Switching members among teams to gain insights from diverse backgrounds and experiences is known as associative play.

Multiple Choice

The process of choosing a course of action for dealing with a problem or opportunity is __________.a) selection making

decision shapingdecision-makingjudgment resolutionjudgment generation

Which of the following is NOT one of the five basic steps involved in the rational decision model?a) recognize and define the problem or opportunity.

identify and analyze alternative courses of action, and estimate their effects on the problem or opportunity.choose a preferred course of action.inform relevant stakeholders of the decision and its consequences.implement the preferred course of action.The first step in the rational decision model is _______________.choosing a preferred course of actionrecognizing and defining the problem or opportunityidentifying the alternative courses of actionevaluating the resultsimplementing the preferred course of actionThe lack-of-participation error occurs in which phase of the rational decision model?evaluating resultsidentifying alternativesimplementing preferred course of actionchoosing a preferred course of actionrecognizing the problem

When a decision maker faces two or more ethically uncomfortable alternatives, it is referred to as a __________________.criteria questionmoral dilemmajustice decisionmoral problemrational decision

Which of the following is NOT one of Cavanaghs criteria questions for assessing ethics in decision-making?Does the decision satisfy all constituents or stakeholders?Does the decision respect the rights of everyone?Is the decision consistent with the canons of justice?Does the decision make sense?Is the decision consistent with my responsibility to care?

Which of the following is Cavanaghs utility question for assessing ethics in Decision-Making?Does the decision satisfy all constituents or stakeholders?Does the decision respect the rights and duties of everyone?Is the decision consistent with the canons of justice?Is the decision consistent with my responsibilities to care?None of the above.A decision is exposed to public scrutiny and forces decision-makers to consider it in the context of full transparency with the use of __________.rational decision-makingspotlight questionssatisficingmoral dilemmascriteria questionsWhich of the following is considered to be a spotlight question as mentioned in the text?What might my friend do if he was in a similar situation as me?How would I feel if my family found out about this decision?If I make this decision, will I be able to sleep at night?Would most other people in society make the same decision as I would?None of the above.__________ are routine problems that arise on a regular basis and which can be addressed through standard responses.a) Arbitrary decisions

Nonprogrammed decisionsFixed decisionsProgrammed decisionsStandardized decisionsExamples of __________ decisions include reordering inventory automatically when stock falls below a predetermined level and issuing a written reprimand to someone who violates a specific work procedure.a) uniform

standardizedprogrammedfixednonprogrammed__________ decisions are specifically crafted or tailored to the situation at hand.a) Ad hoc

DiscretionaryNonprogrammedArbitraryElectiveActs of terrorism and IT failures are examples of which type of decision?rational decisionsethical decisionsnon-programmed decisionsprogrammed decisionscrisis decisions

Problem-solving decisions in organizations are typically made under three different conditions or environments. These are __________.a) confidence, chance, and doubt

certainty, risk, and uncertaintyconviction, hazard, and concerncertainty, jeopardy, and skepticismconfidence, hazard, and doubt__________ is an ideal condition for managerial problem solving and Decision-Making.CertaintyRiskUncertaintyTurbulenceChaos__________ environments exist when decision makers lack complete certainty regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence.a) Jeopardy

HazardRiskAssuredUncertain

When dealing with risk environments, managers may assign __________ through objective statistical procedures or through personal intuition.potentialitiesexpectationsprospectsd) probabilities

feasibilities__________ environments exist when managers have so little information that they cannot even assign probabilities to various alternatives and their possible outcomes.a) Uncertain

RiskUnpredictableJeopardyHazardThe most difficult environment for decision makers to cope with is the __________ environment.a) risk

certainexpectantuncertainstatutory

All of the following statements about uncertain environments are correct EXCEPT:uncertain environments provide little, if any, information to predict expected results for decision-making alternatives.behavioral responses to uncertain environments seldom involve intuition, educated guesses, or hunches.uncertain environments require unique, novel, and often totally innovative alternatives to existing patterns of behavior.an uncertain decision environment may be characterized as a rapidly changing organizational setting in terms of external conditions.an uncertain decision environment may be characterized as a rapidly changing organizational setting in terms of the personnel who influence problem and choice definitions.KPMGs practice that focuses on helping executives identify threats to their firm and manage them is known as __________.operational riskenterprise risk managementstrategic managementuncertainty avoidance managementreputation risk managementThreats to overall business success are called __________ risks.strategicoperationalfinancialreputationfunctional

The __________ model views decision makers as acting in a world of complete certainty.a) behavioral decision

true decisioncognitive decisionclassical decisionaesthetic decision__________ accepts the notion of bounded rationality and assumes that decision makers act only in terms of what they perceive about a given situation.a) Behavioral decision theory

Perceptive decision theoryCognitive decision theoryd) Classical decision theory

Visual decision theoryBehavioral scientists are cautious about applying classical decision theory to many decision situations because they recognize that human beings have __________ that restrict their information-processing capabilities.a) sociological limitations

b) cognitive limitations

c) subjective limitations

d) emotional limitations

e) psychological limitations

The __________ model accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation.behavioral decision theoryrational decision theoryrigid decision theoryscientific decision theorypotential investment decision theory

__________ is consistent with the rational model where a decision is approached in a step-by-step and analytical fashion.Scientific thinkingStrategic thinkingSystematic thinkingIrrational thinkingSatisficing

A key element in Decision-Making under risk and uncertainty is __________.a) discernment

unrestrained rationalityrecognitionintuitionassimilation

Which of the following statements pertaining to intuition is incorrect?a) A key element in Decision-Making under certainty is intuition.

Intuition is the ability to know or recognize quickly and readily the possibilities of a given situation.Intuition adds elements of flexibility to Decision-Making.Intuition adds elements of spontaneity to Decision-Making.Intuition offers potential for creativity and innovation.__________, or the use of ones intellect, is important in all aspects of Decision-Making.IntuitionAttitudinal formationJudgmentPerceivingSensing__________ are simplifying strategies or rules of thumb used to make decisions.a) Hindsights

DisciplinesRegulationsCodesHeuristics

__________ can lead to systematic errors that affect the quality, and perhaps ethical implications, of any decision that is made.Disciplinesb) Regulations

c) Heuristics

d) Rules

Codes

An example of the __________ is a product development specialist who bases a decision to not launch a new product on her recent failure with another product offering.a) representativeness heuristic

accessibility heuristichindsight heuristicutility heuristicavailability heuristic

An example of the application of the __________ is the team leader who selects a new member not because of any special qualities of the person, but only because the individual comes from a department known to have produced high performers in the past.a) productiveness heuristic

accessibility heuristicanchoring and adjustment heuristicd) representativeness heuristic

suitability heuristicAn example of the application of the __________ is the executive who makes salary increase recommendations for key personnel by simply adjusting their current base salaries by a percentage amount.representativeness heuristicanchoring and adjustment heuristicequivalence heuristicincremental change heuristicavailability heuristicA form of selective perception, the __________ involves seeking only those cues in a situation that support a preexisting opinion.a) documentation trap

confirmation errorvalidation pitfallauthentication trapaffirmation pitfall

Individual decisions are also called __________ decisions.authorityconsultativesolitaryvalidhindsightThe central premise of the decision-making model developed by Vroom, Yetton, and Jago is that __________.a) decisions should be made in the most cost-efficient manner possible

group Decision-Making is superior to authority or consultative Decision-Makingauthority decisions are superior to consultative decisionsconsultative decisions are superior to authority decisionsthe decision-making method used should always be appropriate to the problem being solvedThe key problem attributes of the Vroom, Yetton, and Jago decision-making model include all of the following EXCEPT:the required quality of the decision.the commitment needed from subordinates.the leaders commitment to participation.commitment probability.goal congruence.In the Vroom, Yetton, and Jago decision-making model, __________ are made when the manager or team leader uses information that he or she possesses and decides what to do without involving others.groupthink decisionsauthority decisionsconsultative decisionsgroup decisionsminority decisionsA decision maker tells subordinates that lunch schedule is needed and asks them when they would like to schedule their lunch and why before making a decision. This is an example of a ________________ decision.groupthinkauthorityconsultativestrategicminorityA decision maker holds a meeting to get everyones agreement on a system for deciding how to make a lunch schedule. This is an example of a(n) _________ decision method.groupthinkauthorityconsultativeteamminority

In the Vroom, Yetton, and Jago decision-making model, __________ involves the manager solving the problem or making the decision alone, using information available at the time.variant 1 of authority decisionsvariant 2 of authority decisionsvariant 1 of consultative decisionsvariant 2 of consultative decisionsvariant 3 of authority decisionsIn the Vroom, Yetton, and Jago decision-making model, __________ involves the manager obtaining the necessary information from subordinate(s) or other group members and then deciding on the problem solutionvariant 1 of authority decisionsvariant 2 of authority decisionsvariant 1 of consultative decisionsvariant 2 of consultative decisionsvariant 3 of authority decisions

In the Vroom, Yetton, and Jago decision-making model, __________ involves the manager sharing the problem with relevant subordinates or other group members individually, getting their ideas and suggestions without bringing them together as a group, and. then making a decision that may or may not reflect the subordinates input.variant 1 of authority decisionsvariant 2 of authority decisionsvariant 1 of consultative decisionsvariant 2 of consultative decisionsvariant 3 of authority decisionsIn the Vroom, Yetton, and Jago decision-making model, __________ involves the manager sharing the problem with subordinates or other group members, collectively obtaining their ideas and suggestions, and then making a decision that may or may not reflect the subordinates input.variant 1 of authority decisionsvariant 2 of authority decisionsvariant 1 of consultative decisionsvariant 2 of consultative decisionsvariant 3 of authority decisions

What Decision-Making concept is reflected in the popular adage, If at first you dont succeed, try, try again?a) Intuition

Escalating commitmentBounded rationalityNon-programmed Decision-MakingSatisficing

__________ is a form of decision entrapment that leads people to do things that the facts of a situation do not justify.a) Intuition

Nonprogrammed Decision-MakingSatisficingBounded rationalityEscalating commitment

All of the following statements relating to escalating commitment are correct EXCEPT:the tendency to escalate commitments often outweighs the willingness to disengage from them.decision makers may rationalize negative feedback resulting from an escalated commitment as a temporary condition.an escalated commitment may result in a decision maker protecting his or her ego by not admitting that the original decision was a mistake.once it is determined that a chosen course of action is not working, decision makers will re-group and select a different course of action.decision makers may characterize any negative results from an escalated commitment as a learning experience can be overcome with added future effort.All of the following are ways to avoid getting trapped in escalating commitments EXCEPT:setting limits in advance on your involvement and commitment to a particular course of action.making your own decisions.carefully determining just why you are continuing a course of action.reminding yourself of the costs of a course of action.All of the above are ways to avoid getting trapped in escalating commitments.

All of the following approaches can be used to increase creativity EXCEPT:establishing high expectations for creativity.using associative play.switching members among teams.using analogies.using metaphors to describe a problem.

Fill in the blank

__________ is the process of choosing a course of action for dealing with a problem or opportunity.The 5-step process of choosing a course of action for dealing with a problem is referred to as ________.

A(n) ________ exists when the decision-maker faces two or more ethically uncomfortable alternatives.

__________ is the philosophical study of morality.

__________ decisions simply implement solutions that have already been determined by past experience as appropriate for the problem at hand.A(n) __________ occurs when an unexpected problem can lead to disaster if not resolved quickly and appropriately.__________ environments exist when information is sufficient to predict the results of each alternative in advance of implementation.A(n) __________ is the degree of likelihood of an events occurrence.

__________ is a short-hand term suggesting that, while humans are capable of exercising reason and logic, they have their limits.__________ is choosing the first alternative that appears to give an acceptable or satisfactory resolution of the problem.__________ is the ability to know or recognize quickly and readily the possibilities of a given situation.Many managers use simplifying strategies or rules of thumb as a means of making it easier to deal with uncertainty and limited information in problem situations. These simplifying strategies are called __________.The __________ involves assessing a current event based on past occurrences that are easily available in ones memory.

The __________ bases a decision on similarities between the situation at hand and ones stereotypes of similar occurrences.The __________ involves assessing an event by taking an initial value from historical precedent or an outside source, and then incrementally adjusting this value to make a current assessment.The __________ is the tendency to seek confirmation for what is already thought to be true and to neglect opportunities to acknowledge or find disconfirming information.The __________ is a tendency for the decision maker to overestimate the degree to which he or she could have predicted an event that has already taken place.__________ developed a framework for helping managers choose the Decision-Making methods most appropriate for various problem situations to insure both better choices and implementation.

In the Vroom, Yetton, and Jago decision-making model, __________ decisions are made when the manager or team leader solicits input from other people and then, based on this information and its interpretation, makes a final choice.In the Vroom, Yetton, and Jago decision-making model, __________ decisions are made by both consulting with others and allowing them to help make the final choice.

The generation of a novel idea or unique approach to solving performance problems or exploiting performance opportunities is known as __________.

Switching members among teams to gain insights from diverse experiences when working on problems is referred to as ___________.

Essay

Define Decision-Making. What are the five basic steps involved in the rational decision model?

Describe the difference between programmed and Nonprogrammed decisions. Provide an example of each type of decision.Explain the basic differences between the classical decision model and the behavioral decision model.

Describe the concept of escalating commitment. Explain why escalating commitment can occur.

Define creativity and identify the individual and the team creativity drivers.

File: ch10

True/False

Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.In todays environment, research shows that managers and team