TEST BANK: Daft, Richard L. Management, 11th ed. 2014 Chapter 18

Chapter 18--Leading Teams Student: ___________________________________________________________________________ 

1.

A team is is defined defined as a group group of two two or more more people people who who interact interact and and coordinate coordinate their work to to accomplish a specific objective. True

!.

A gro group up and and a team team are are int inter ercha chang ngea eabl blee terms terms.. True

".

alse

A speci special al purpos purposee team is is basical basicall' l' the same same as a probl problem em solvi solving ng team. team. True

1/ .

alse

A task force force or a crossfunct crossfunctional ional team team is a group of emplo'ees emplo'ees from different different departm departments ents formed formed to to deal with a specific activit' and e*isting onl' until the task is completed. True

.

alse

ori+ontal ori+ontal teams are created created b' the organi+at organi+ation ion as part of the formal formal organi+at organi+ation ion structu structure. re. True

8.

alse

A formal formal team composed composed of emplo'ee emplo'eess from diff different erent areas of of e*pertise e*pertise and and from different different levels levels in the organi+ation(s formal chain of command is called a vertical team. True

,.

alse

&ocial facilitat facilitation ion is the tendenc' tendenc' for for the presence presence of others others to influenc influencee an individual individual(s (s motivati motivation on and  performance. True

).

alse

Teams run run efficie efficient nt meetings$ meetings$ whereas whereas groups groups run meeting meetingss that encoura encourage ge open-ended open-ended discuss discussion. ion. True

%.

alse

A team shares shares or rotates rotates leadership leadership roles roles while a group group has a designated designated strong strong leader. leader. True

#.

alse

alse

A free rider is a person who benefits from team membership but does not make a proportionate contribution to the team(s work. True

alse

1

11 .

A common d'sfunction of teams is to be results oriented. True

1! .

alse

0ork team effectiveness is based on two outcomes--productive output and marketplace acceptance. True

alse

1" &elf-directed teams consist of % to !/ multi-skilled workers who rotate jobs and produce an entire .  product or service. True 1# .

&atisficing is a team(s abilit' to meet personal needs of its members and hence maintain their membership and commitment. True

1% .

alse

roductive output pertains to the team(s abilit' to meet the personal needs of its members. True

1) .

alse

alse

2mplo'ee involvement started out simpl' with techni3ues such as information sharing with emplo'ees or asking emplo'ees for suggestions about improving the work. 4raduall'$ 4raduall'$ companies moved toward greater autonom' for emplo'ees$ which ultimatel' led to self-directed teams. True

alse

1, A multidomestic multidomestic team is a work team made up u p of members of different nationalities whose activities . span multiple countries. True

alse

18 Team members take the responsibilities of scheduling work and vaca tions and ordering materials in a . self-directed team. True 1 .

alse

5ne of the primar' advantages of virtual teams tea ms is the abilit' to rapidl' assemble the most appropriate group of people to complete a project$ solve a problem$ or e*ploit e*p loit a specific strategic opportunit'. opportunit'. True

alse

!/ 4lobal teams can pose a problem for team leaders with regards to language$ technolog '$ and belief . differences. True

alse

!1 Although diversit' contributes to higher levels of agreement in a team setting$ it also results in reduced . creativit'. True

alse !

!! .

&elf-directed teams are empowered with decision-making authorit'$ allowing members to have the freedom to select new members$ solve problems$ spend mone '$ monitor results$ and plan for the future. True

!" .

6esearch studies have confirmed that both functional diversit' and gender diversit' can have a positive impact on work team performance. True

!# .

alse

Two common behaviors of the socioemotional role are energi+ing and encouraging. True

!% .

alse

alse

As a general rule$ large teams make need satisfaction for individuals more difficult. True

alse

!)  7orms begin to develop in the first interactions among members of a new team. . True alse !, .

The storming stage of team development is marked b' conflict and disagreement. True

alse

uring the norming stage of team development$ individual personalities emerge causing conflict and disagreements. True

alse

The five stages of team development are forming$ storming$ reforming$ performing$ and adjourning. True

alse

The stage of team development in which conflicts are resolved and members focus on problem solving is called reforming. True

alse

9n the adjourning stage of team development$ dev elopment$ task performance is not a priorit'. True

alse

9ndividual personalities emerge during the performing stage. True

alse

"

iet &oda Compan' has teams with high cohesiveness. Additionall'$ Additionall'$ the teams tea ms are normall' focused on their commitment to 3ualit' performance. This combination can be e*pected to result in high  productivit'.  productivit'. True

alse

0hen a team is in moderate competition with other teams$ its cohesiveness decreases as it strives to win. True

alse

Team cohesiveness does not necessaril' lead to higher team productivit'. True

alse

:aking e*plicit statements about the desired team behaviors is a powerful wa' leaders influence norms. True

alse

The four common wa's in which norms no rms develop for controlling and directing behavior are critical events$ primac'$ carr'over behaviors$ and implicit statements. True

alse

Task conflict refers to interpersonal incompatibilit' inco mpatibilit' that creates tension and personal animosit' among  people. True

alse

4roupthink occurs when people are so committed to a cohesive team that the' the ' are reluctant to e*press contrar' opinions. True

alse

A common cause of conflict includes scarce resources. True

alse

;irtual and global teams are particularl' prone to communication breakdowns. True

alse

The compromising st'le of conflict management reflects a high degree of cooperativeness and a low degree of assertiveness. True

alse

A competing st'le to handle conflict involves a high degree of assertiveness and a high degree of cooperation. True

alse #

An avoiding st'le to handle conflict involves a low degree of assertiveness and a low degree deg ree of cooperation. True

alse

An accommodating st'le to handle conflict involves a high degree of assertiveness and a low degree of cooperation. True

alse

The process of using a third part' to settle a dispute is called mediation. True

alse

 7egotiation is the process of using a third part' to settle settle a dispute. True

alse

A collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict is called integrative negotiation. True

alse

istributive negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. True

alse

A competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part' is called distributive negotiation. True

alse 0hich of the following refers to a unit of two or more people who interact and coordinate their work to accomplish a specific objective< A.

=. C .  . 2 .

%

An orga ni+at ion A team A committe e A council Leadersh ip

0hich of the following is a component of a team< A.

= . C .  . 2 .

eople in a team do not have to have regular interaction. our or more people are re3uired to form a team. A performance goal is shared between team members. Teams tend to be small groups$ usuall' with less than 1/ people. 2ach member tends to set his>her own goals go als for the team.

0hich of the following does 75T pertain to teams< A.

Teams have a designated strong leader  = Teams have individual individual and mutual accountabilit' C &pecific team vision or .  purpose  Collective work products . 2 All of these pertain to . teams

 ????? refers to the tendenc' for the presence of others to enhance one(s motivation and  performance. A. = . C .  . 2 .

)

ublic  praise &ocial facilitation Communit' motivation &ocial  performance &ocietal inspiration

Common t'pes of formal teams are@ A.

= . C .  . 2 .

vertical and diagonal. hori+ontal and diagonal. vertical and hori+ontal. hori+ontal and lateral. lateral and diagonal.

0hich of the following is a formal team composed of a manager and his or her subordinates< A.

unc tiona l team = ori+onta . l team

C &elf. managed team  &pecia &peciall purpose team 2 &ocial . team

,

Tamika is a manager manag er at &leeveless Clothes$ 9nc. 6ecentl'$ 6ecentl'$ she was assigned a work team. &he is in charge of the team and it consists of the subordinates under her authorit'. This is an e*ample of a ????? team. A.

ho ri +o nt al = func . tiona ll Cselfman aged speci al purp ose 2 soc . ial A functional team is also referred to as anB ?????. A.

command team =. task force C special purpose team . . hori+ontal team 2 interorgani+ational . team

8

0hich of the following refers to a formal team composed of emplo'ees from about the same hierarchical level but from different areas of e*pertise< A.

= . C .  . 2 .

A special purpose team A crossfunctional team A selfmanaged team A vertical team A diagonal team

A ????? is a group of emplo'ees from different departments formed to deal with a specific activit' and e*isting onl' until the task is completed. A.

vertical team = command . team C special .  purpose team . task force 2 functional . group A task force is sometimes called anB@

A.

vertical team.

= cross. functional team. C command . team.  special.  purpose team. 2 e*ecutive . team.



0hich of the following teams are created outside the formal organi+ation structure to undertake a project of special importance or creativit'< A.

;erti cal = Comma . nd C &pecial.  purpose

 Cross. functiona l 2 unction . al &elf-directed teams are ????? teams. A.

tempo rar' =  permanent . C. ad-hoc  task force . 2 none of . these &elf-directed teams consist of % to !/ ????? workers. A. = . C .  . 2 .

1/

unio n nonunion multiskil led low wage all of these

Carol'n is a member of a work team at Creep' Clown(s Compan'. &he and her teammates tea mmates possess several different skills and are able to perform a major organi+ational task with little or no oversight from management. Carol'n is a member of anB@ A. union. = self-directed . team. C. project team.  special-purpose . team. 2  bureaucratic . team. 0hich of the following statements is true< A.

&elfmana ged teams are empo wered with decisi onmakin g author  it'. &elf-managed teams still rel' heavil' on their manager. &elf-managed teams have little access to resources. &elf-managed teams will eventuall' develop into  problemsolving teams. 2  7one of . these

11

6and' is a team leader at 0elldrilling.net. 0elldrilling.net. is team is made up of fifteen co-workers. 6ecentl'$ he has noticed a tendenc' for some team members to  participate much less than others. The' seem uninterested and content to let others do the work. This is called@ A. = . C .  .

free riding. reduced commitment.  power realignment. the costs of coordination.

2 self-directed . team. All of the following are common d'sfunctions of teams 2C2T@ A.

lack of trust. = avoidance of . accountabilit'.

C .  . 2 .

fear of conflict. lack of commitment. results orientation.

AnB ????? is a person who benefits from team membership but does not make a proportionate contribution to the team(s work. A.

= . C .  . 2 .

1!

D'es D man social worker  work surfer  free rider  groupthi nk 

Team ????? occurs when individuals and departments rel' on other individuals and departments for information or resources to accomplish their work. A.

= . C.  . 2 .

accou ntabili t' cohesivene ss control interdepend ence independen ce

0ork team effectiveness is based on three outcomes@  productive output$ capacit' to adapt and learn$ and  ?????. A.

co he si ve ne ss = satisf  . actio n C com com mitm ent  leade . rship 2 nor  . ms

1"

The L 3ualit' task force has a strong leader in Eosh Clark. Eosh runs efficient efficient meetings$ where he leads discussion discussion and decision-making. decision-making. 9n the end$ tasks are delegated to members for subse3uent follow-up. The L task force can best be characteri+ed as anB ?????. A. =. C.  . 2 .

club team group organi+ati on none of these

9n the conte*t of work team effectiveness$ ?????  pertains to the team(s abilit' to meet the personal needs of its members. A.

co he si ve ne ss = satisf  . actio n C com com mitm ent  leade . rship 2 nor  . ms

The ????? st'le to handle conflict involves a low degree of assertiveness and a low degree of cooperation.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ????? st'le to handle conflict involves a moderate degree of assertiveness and a moderate degree of cooperation.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ????? st'le to handle conflict involves a low degree of assertiveness and a high degree of cooperation.  ????????????????????????????????????????   ??????????????????????????? ?????????????  1#

The process of using a third part' to settle a dispute is known as ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  2ffective virtual team leaders use technolog' to  build relationships through all of the following wa's 2C2T@ A.

bring attention to and appreciate divers skills and opinions. = scrutini+e electronic . communication patterns.

C use technolog' technolog' to enhance communication and trust.  ensure timel' responses . online. 2 manage online . sociali+ation.

1%

Toda'$ oda'$ man' virtual teams use ????? to facilitate regular collaboration and open information sharing. A .

ha n dw rit te n m es sa ge s facetoface com muni catio n Cbrain stor  ming  e. mai l 2 wik  . is Cross-border work teams made up of members of different nationalities whose activities span multiple countries are called@ A.

= . C .

selfdirect ed teams .  project teams. multination al teams.

 long . distance teams. 2 global . teams. 1)

:embers of ????? teams remain in separate locations around the world and conduct their work electronicall'. A.

inte rcu ltur  al = interna . tional C multin . ational

 virtual . global 2 distan . ce 0hat is the ideal si+e of work teams< A. Three =. ive C. Twelve . ifteen 2 Twent'. three 0hich of the following behaviors is 75T consistent with the socioemotional role< A.

= . C .

2n co ura ge 2ner  gi+e arm oni+e

 Comp . romis e 2 ollo . w

1,

 ????? is a role in which the individual provides support for team members( emotional needs. A.

A task specia list role A dual role

= . CA . nonparticipa tor role A . socioemotio nal role 2  7one of . these

There are two t'pes of roles that emerge in teams. The' are the ???? role and the ???? role. A. = . C .  . 2 .

task specialist$ socioeconomic generalists$ socioeconomic task specialist$ socioemotional generalists$ socioemotional socioemotional$ socioeconomic

0hich of these is consistent with the role of the socioemotional role< A. 2ncourage =. ollow C. Compromise . All of these 2 =oth encourage and . follow

18

&all' is a member of a work team at =eaut'-6-Fs Corporation. &he often proposes new solutions to team problems. This is an e*ample of which task specialist role< A.

arm oni+e

= &eek . informatio n C 9nitiation .  6educe . tension 2 Compromi . se 0hich of the following behaviors is consistent with the socioemotional role< A.

6ed uce tens ion = 4ive . opinion s C &eek &eek informa tion  &umm . ari+e 2 2nergi . +e

Amber is a member of a work team at =uchanon ance$ 9nc. &he often attempts to help disagreeing  parties reach agreement. This is an e*ample of which socioemotional role behavior< A.

Com  prom ise =. ollow C 6educe . tension  . 2 . 1

armoni +e &ummari +e

&ome team members are asked to pla' a dual role. These members@ A.

engage in two sets of  behavior  s@ initiation and energi+e. =perform both role@ task specialist and socioemotional. Cperform both roles@ liaison and negotiator. engage in two sets of behavior@ follow and compromise. 2 do not do . an'thing.  7anc' belongs to a hori+ontal team in her organi+ation. &he was selected on the basis of her title$ not her e*pertise. The t'pe of hori+ontal team she belongs to is likel' anB@ A.

selfmanage d work team. =. task force. C cross-functional . team. . committee. 2 ad-hoc . committee.

!/

Eosh is a manager at 5n-The-4o Cars. e recentl' has read 3uite a bit of literature on the benefits of work teams. e is particularl' interested in forming a vertical team. There are twent'-eight emplo'ees in his department. Eosh should@ A.

recruit more emplo'ees for his departmentG twent'-eight is too small for a work team. = form one team of twent'-eight . emplo'ees. C divide the group into four teams of . seven emplo'ees each.

forget the team ideaG he has too man' emplo'ees and he shouldn(t divide his work group. 2 do his job and not worr' about . teams. 0hich of the following is the first stage of team development< A.

= . C .  . 2 .

!1

or  min g &tormin g  7ormin g erformi ng 6eformi ng

The forming stage of team development is characteri+ed b'@ A.

the est abli sh me nt of ord er and coh esi on. = cooper  . ation.

Cproble m solving .  orienta . tion. 2 confli . ct. 0'att 0'att has recentl' been appointed ap pointed b' his boss to a group that has been meeting since the compan' he works for was founded. The purpose of this group is to make budgetar' decisions on an ongoing basis. 0'attHs 0'attHs group can best be defined as a ?????. A. =. C. . 2 .

!!

committ ee global team focus group virtual team self-directed team

&hifting oneHs own opinions to maintain team harmon' refers to which socio-emotional role< A.

2nerg i+ing = 9nitiating . ideas C 2ncouragi . ng  ollowing . 2 Compromi . se

0hich of the following is more common in large teams< A.

:em  ber satisf  actio n

=The developme nt of subgroups C Agreeme . nt  Commit . ment 2 All of . these

!"

:ichaelHs team has evolved to the storming stage of team development. As team leader$ what should :ichael be emphasi+ing< A.

Lots of informa l interact ion = articipati articipation on b' all team members C Task . accomplishmen t  4oal . achievement 2 isbanding . team Eessica has just been appointed leader of a new work team in her organi+ation. &he is wondering what to do at her first meeting with the group. 0hich of the following would 'ou suggest<

A.

&he should waste little timeG get the team focused on the task. = &he should help the team clarif' roles . and responsibilities.

C&he should allow time for team members to become ac3uainted with one anotherG allow for informal social interaction.  &he should let someone else worr' about this since she is the leader. 2 &he should propose to disband the . team.

!#

0hich of the five stages of team development is marked b' conflict and disagreement< A.

= . C .  . 2 .

erf  ormi ng  7ormin g &tormin g ormin g 6eformi ng

uring the ????? stage$ the team leader should encourage participation b' each team member. A. = . C .  . 2 .

form ing stormin g norming adjourni ng  performi ng

erman is a team leader at C'berChasers. C 'berChasers. e usuall' tries to resolve conflict b' referring the  problem to a third part'$ part'$ such as his boss. This st'le of conflict resolution is known as@ A.

arbitr  ation . = mediatio . n. C  bargainin . g.  superordin . ate goals. 2 negotiatio . n.

!%

uring which stage of team development should the team leader help clarif' team roles$ norms$ and values< A.

= . C .  . 2 .

Adj our  nin g &tormi ng ormi ng erfor  ming  7ormi ng

uring which stage of team development does team unit' emerge< A. = . C .  . 2 .

orm ing &tormin g erformi ng  7ormin g Adjourni ng

ale(s work team is beginning to resolve its conflicts and consensus is developing on such things as members( roles. ale(s team is in which stage of team development< A.

= . C .  . 2 .

!)

7or  min g ormin g &tormin g erformi ng 6eformi ng

uring the ????? stage of team development$ the major emphasis is on task accomplishment. A.

for  min g =  perfor  . ming C achiev . ing  normi . ng 2 stormi . ng

Iristen$ in her role as team leader$ has recentl' switched her st'le from one of clarif'ing team roles to one of emphasi+ing task accomplishment. er change was driven b' a desire to keep pace with her team$ which has evolved from the ????? stage to the  ????? stage of team development. A.

forming$ storming = storming$ .  performing C  performing$ . adjourning  norming$ .  performing 2 storming$ . reforming

5nce some teams have evolved to the ????? stage of team development$ task performance is no longer the top priorit'. A.

= . C .  . 2 .

!,

perf  orm ing stormi ng adjourn ing normin g achievi ng

&'lvia is a member of a team that tha t uses e-mail$ instant messaging$ and blogging to communicate. Although she sees members of her team on breaks and at lunch$ &'lvia does not interact with them face-to-face in a professional setting. &'lviaHs &'lviaHs team can best be described as a@ A. =. C. . 2 .

project team. global team. focus group. virtual team. self-directed team.

red$ a software engineer$ is in charge of scrutini+ing electronic communication patterns as  part of his role within a virtual team at work. redHs redHs role fulfills which virtual team practice< A.

Fsing technolog' to  build relationships &haping culture through technolog'

= . C :onitoring progress and rewards . . Administering rewards 2 Fsing global teams to develop . technolog'

arren and his team have just finished roject A$ and are preparing to disband. arren and his team are in the ????? stage of team development. A. = . C .  . 2 .

!8

form ing stormin g normin g  performi ng adjourni ng

 ????? is the e*tent to which team members are attracted to the team and motivated to remain in it. A.

7or  ming = Commitm . ent C. Caring  Cohesive . ness 2 Leadershi .  p.  ????? increases team cohesiveness. A. =. C. . 2 .

2*ternal competition &hared goals Team success succes s All of these &hared goals and team success

The ????? the team interacts$ the ????? cohesive the team. A.

less$ more = more$ . more C more$ less .  all of . these 2 none of . these 0hich of the following statements is true<

A. =. C. . 2 .

!

:orale is higher in cohesive teams. roductivit' is lower in cohesive teams. &atisfaction is lower in cohesive teams. :orale alwa's suffers in cohesive teams. Absenteeism rates are substantiall' higher with cohesive teams.

0hich of the following is 75T a characteristic of team structure and conte*t influence cohesiveness< A.

ersonal attraction to the team = roductivit' e*pectations . C. &hared goals . Team interaction 2 All of these are . components

0hich of the following is a standard of conduct con duct that is shared b' team members and guides their  behavior< A.

Leade rship = Cohesivene . ss C. 7orm . Attitude 2  7one of . these Andrea is team leader of the focus group at her organi+ation. 9n the past$ the group was plagued b' lack of cooperation and disrespect. Toda'$ Toda'$ she told team members that if an'one tried to undermine another member$ that person would be kicked off the team. This is an e*ample of anB@ A. = . C .

critical event. e*plicit statement. e*periential carr'over.

 implied norm. . 2 accommodatio . n.

"/

9nfoTech(s 9nfoTech(s new product team has a norm of backing up each of their computer(s hard drives d rives at the end of each working da'. This norm developed because one da' a computer virus infected the team(s tea m(s computer network and destro'ed man' important computer files. The cause of this norm was clearl'@ A.

an e*plic it statem ent. = carr'over .  behaviors.

C.  . 2 .

primac'. a critical event. none of these.

0hich of the following brings norms into the team from outside< A.

Crit ical eve nts = rima . c' CCarr'ov er  behavio rs 2*plicit stateme nts 2 6ecen . c'

"1

5nce a month$ the top managers at 4eorge(s 4reenhouse make a point of meeting with the work teams in their respective divisions in order to communicate to them the organi+ation(s priorities$ goals$ and needs. This is an e*ample of top management attempting to influence team norms through@ A.

e*pli cit state ment s. =  primac'.  primac'. . C carr'o carr'over ver  behaviors.  critical . events. 2 all of . these. :anaging team ????? is the most important skill re3uired for effective team management.

A. norms = cohesivene . ss C. conflict  membershi .  p 2 none of . these

"!

 ????? means that the first behaviors that occur in a team often set a precedent for later team e*pectations. A.

Crit ical eve nts = rima . c' CCarr'ov er  behavio rs 2*plicit stateme nts 2 6ecen . c' The tendenc' for people to be so committed to a cohesive team that the' are reluctant to e*press contrar' opinions refers to ?????. A.

brains torm =  brain . dump C group . innovation  groupthink  . 2 group . an*iet' The competing st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness.

A.

high$ high high$ low

= . C low$ high . . low$ low 2 low$ . medium

""

The avoiding st'le of conflict resolution is based on a ????? degree of assertiveness and a ????? degree of cooperativeness. A.

high$ high high$ low

= . C low$ high . . low$ low 2 low$ . medium

The accommodating st'le of conflict resolution is  based on a ????? degree of assertiveness and a  ????? degree of cooperativeness. A.

high$ high high$ low

= . C low$ high . . low$ low 2 low$ . medium

At 29 9ndustries$ teams of product developers coordinate their work electronicall' at the 7orth American$ 2uropean$ and Asian sites to coincide with peak operating hours at each location. &uch teams are referred to as a ?????. A. =. C. . 2 .

"#

project team committee focus group global team self-directed team

All the following are conflict handling st'les discussed in 'our te*t 2C2T@ A. =. C.  . 2 .

competin g st'le. assertive st'le. avoiding st'le. accommodating st'le. compromising st'le.

The ????? conflict resolution st'le is best when maintaining harmon' is important. A.

com  petin g st'le = collaborat . ing st'le

C accomm accommo o dating st'le  avoiding . st'le 2 comprisi . ng The collaborating st'le of conflict resolution is  based on a ????? degree of assertiveness and a  ????? degree of cooperativeness. A.

high$ high high$ low

= . C low$ high . . low$ low 2 low$ . medium

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All of these behaviors are consistent with the role of a task specialist 2C2T@ A.

= . C .  .

see k info rma tion . initiati on. summa ri+e. compro mise.

2 energi+ . e.  ????? are goals that cannot be attained b' a single  part'.  part'. A. = . C .  . 2 .

Conflict goals :ission-driven goals &uperordinate goals Competitive goals 2*traordinar' goals

Carmen(s group found itself unable to handle a conflict. The group decides to bring in an outside consultant to discuss the conflict with both sides and work toward a resolution. The group is using@ A. = . C.  . 2 .

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=AT7A. a bargaining +one. mediation. integrative negotiation. distributive negotiation.

A competitive and adversarial negotiation approach in which each part' strives to get as a s much as it can$ usuall' at the e*pense of the other part'$ part'$ is called@ A. = . C.  . 2 .

=AT7A. a bargaining +one. mediation. integrative negotiation. distributive negotiation.

 ????? is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the  parties want to come up with a creative solution that  benefits both sides of the conflict. A. = . C.  . 2 .

=AT7A A bargaining +one :ediation 9ntegrative negotiation istributive negotiation

0hich of the following is 75T one of the four k e' strategies for achieving a win-win solution through negotiation< A.

&eparate the  people from the problem =. ocus on interests C 4enerate man' alternatives . for mutual gain  9nsist that results be based on . objective standards 2 Ieep the demands at the . center 

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Scenario - Malcolm Bagget

:alcolm =agget has been working as a production emplo'ee for the last three 'ears. is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member  production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building.  5ne of :alcolm(s co-workers$ ann' 7ewcomber$ is great at reducing tension b' telling jokes and in other wa's drawing off emotions when the group atmosphere is tense. Additionall'$ Additionall'$ ann' can be counted on to energi+e b' stimulating the team into action when the interest drops. ann' is demonstrating which of these< a.  b. c. d. e.

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The task specia The task and socioemotional socioemotional role The so socioemotional ro role The participator role 7one of these

Scenario - Malcolm Bagget

:alcolm =agget has been working as a production emplo'ee for the last three 'ears. is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member  production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building.  0hen :alcolm(s team encounters the establishment of order and cohesion with the leader helping to clarif' team roles and values$ then his team is in the developmental stage of team development of ?????. a.  b. c. d. e.

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forming storming norming performing adjourning

Scenario - Malcolm Bagget

:alcolm =agget has been working as a production emplo'ee for the last three 'ears. is firm is currentl' undergoing a change in structure with a new management group and the production department is being restructured. 2ach production emplo'ee will be assigned to a small si*-member  production team. :alcolm is looking forward to the e*tensive cross training that has been promised and is looking forward to enjo'ing more power and discretion than he has had in the past. 9n addition to skill training$ :alcolm is receiving management training in team building.  :alcolm has developed strong task skills and has normall' taken the role of task specialist. is task specialist behaviors will include all of the following 2C2T@ a.  b. c. d. e.

initiating. summari+ing. compromising. energi+ing. all all of thes thesee are are inc inclu lude ded d as task task spe speci cial alis istt beha behavi vior ors. s.

AnB ????? is a unit of two or more people who interact and coordinate c oordinate their work to accomplish a specific goal.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? refers to the tendenc' for the presence of others to enhance an individual(s motivation and  performance.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A manager can put together anB ????? of people$ but never build anB ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  AnB ????? is composed of a manager man ager and his or her subordinates in the formal chain of command.  ????????????????????????????????????????   ??????????????????????????? ?????????????  #/

AnB ????? team is composed of emplo'ees e mplo'ees from about the same hierarchical level but from different areas of e*pertise.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A long-lasting$ sometimes permanent team in the organi+ation structure created to deal with tasks that recur regularl' is called anB ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A team created outside the formal organi+ation to undertake a project of special importance or creativit' is known as anB ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A goal that cannot be reached b' a single part' is called anB ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The term ????? refers to a team member who attains benefit from team membership but does not do a  proportionate share of the work.  ????????????????????????????????????????   ??????????????????????????? ?????????????  AnB ????? is a team member who attains benefits from team membership but does not activel'  participate in and contribute to the team(s work.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? pertains to the team(s abilit' to meet the personal needs of its members. members.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The 3ualit' and 3uantit' of task outputs as defined b' team goals is known as ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? are created b' the organi+ation as part of the formal organi+ation structure. structure.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? teams t'picall' consist of % to !/ multiskilled workers who rotate jobs to produce an entire  product or service or at least one complete aspect or portion of a product or service.  ????????????????????????????????????????   ??????????????????????????? ?????????????  9n anB ????? team$ team members take over managerial duties.  ????????????????????????????????????????   ??????????????????????????? ????????????? 

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AnB ????? team uses computer technolog' and groupware so that geographicall' distant members can collaborate on projects and reach common goals.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? can present enormous challenges for team leaders$ who have to bridge gaps of time$ distance$ and culture.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ideal si+e of work teams is often thought to be ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A role in which the individual devotes personal time and energ' to helping the team accomplish its task is called anB ????? role.  ????????????????????????????????????????   ??????????????????????????? ?????????????  A role in which the individual provides support for team members( emotional needs and social u nit' is called anB ????? role.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ????? stage of development is a period of orientation and getting ac3uainted.  ????????????????????????????????????????   ??????????????????????????? ?????????????  uring the ????? stage of team development$ individual personalities emerge. eople become more assertive in clarif'ing their roles and what is e*pected of them.  ????????????????????????????????????????   ??????????????????????????? ?????????????  uring the ????? stage of team development$ conflict is resolved$ and team harmon' and unit' emerge.  ????????????????????????????????????????   ??????????????????????????? ?????????????  uring the ????? stage of team development$ the major emphasis is on problem solving a nd accomplishing the assigned task.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? is the stage of team development in which members prepare for the team(s disbandment.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ?????$ ?????$ and ????? are the three characteristics of team structure and conte*t influence cohesiveness.  ????????????????????????????????????????   ??????????????????????????? ????????????? 

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AnB ????? is a standard of conduct conduc t that is shared b' team members and guides their behavior.  ????????????????????????????????????????   ??????????????????????????? ?????????????  As one of the four common wa's wa 's in which norms develop in teams$ ????? ?? ??? come from a team(s histor' and establish important precedents.  ????????????????????????????????????????   ??????????????????????????? ?????????????  As one of the four common wa's wa 's in which norms develop in teams$ ????? ?? ??? means that the first  behaviors that occur in a team often set a precedent for later team e*pectations.  ????????????????????????????????????????   ??????????????????????????? ?????????????  As one of the four common wa's wa 's in which norms develop in teams$ ????? ?? ??? bring norms into the team from the outside.  ????????????????????????????????????????   ??????????????????????????? ?????????????  As one of the four common wa's wa 's in which norms develop in teams$ ????? ?? ??? are used b' leaders or team members to initiate norms b' articulating them to the team.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? is defined as the e*tent to which members are attracted to the team and motivated to remain in it.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The antagonistic interaction in which one part ' attempts to thwart the intentions or goals of another is known as ?????.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up u p with a creative solution that benefits both sides of the conflict.  ????????????????????????????????????????   ??????????????????????????? ?????????????   ????? negotiation is a competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part'. part'.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ????? st'le to handle conflict involves a high degree of assertiveness and a low degree of cooperation.  ????????????????????????????????????????   ??????????????????????????? ?????????????  The ????? st'le to handle conflict involves a high degree of assertiveness and a high degree of cooperation.  ????????????????????????????????????????   ??????????????????????????? ?????????????  #"

List the five behaviors associated with the task specialist role.

List the five stages of team development.

List the four wa's team norms develop.

According to 'our te*t$ list three factors that can c ause people to engage in conflict.

0hat are the three ke' components of the author(s definition of a team<

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iscuss the differences between groups and teams.

escribe the three t'pes of formal teams.

0hat are self-directed teams< =riefl' discuss three characteristics or elements of self-directed teams.

escribe the stages of team development.

iscuss the determinants of team cohesiveness and its conse3uences.

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=riefl' discuss the various st'les that can be used to handle conflict.

iscuss the differences between distributive and integrative negotiation. escribe the steps for achieving a win-win solution with integrative negotiation.

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Chapter 18--Leading Teams Ie' 1. T6F2 !. AL&2 ". T6F2 #. AL&2 %. T6F2 ). AL&2 ,. AL&2 8. T6F2 . AL&2 1/. T6F2 11. AL&2 1!. AL&2 1". T6F2 1#. AL&2 1%. AL&2 1). T6F2 1,. AL&2 18. T6F2 1. T6F2 !/. T6F2 !1. AL&2 !!. T6F2 !". T6F2 !#. AL&2 !%. T6F2 !). T6F2 !,. T6F2 AL&2 AL&2 AL&2

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 T6F2 AL&2 T6F2 AL&2 T6F2 T6F2 AL&2 AL&2 T6F2 T6F2 T6F2 AL&2 AL&2 T6F2 AL&2 T6F2 AL&2 T6F2 AL&2 T6F2 = C A = C A = A =  = C = C

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 = A A 2   = C = avoiding compromising accommodating mediation = 2 2  = =  C  C A  =  C A  A 2 = =

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 C C = = 2  A =  C  C 2   = A = C =  C A C =  =  C  = C A 

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 C C 2  2  b c c team &ocial facilitation groupG team vertical team functional committee special purpose team superordinate goal free rider  free rider  &atisfaction  productive output ormal teams &elf-directed self-directed virtual 4lobal teams % or five task specialist socioemotional forming storming norming  performing Adjourning Team Team interactionG shared goalsG personal attraction to the team

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 team norm critical events  primac' carr'over behaviors e*plicit statements Team cohesiveness conflict 9ntegrative istributive competing collaborating The five behaviors are 1B initiation$ !B give opinions$ "B seek information$ #B summari+e$ and %B energi+e. The five stages are 1B forming$ !B storming$ "B norming$ #B performing$ and %B adjourning. 1B Critical events$ !B primac'$ "B carr'over behaviors$ and #B e*plicit statements. The si* factors are 1B scarce resources$ !B communication breakdown$ and "B goal differences. The three ke' components are 1B two or more people are re3uired$ !B the people in the team must have regular interaction$ and "B people in the team share a specific performance objective. A team is a t'pe of group$ but the terms are not interchangeable. The The use of the word team implies a sense of shared mission and responsibilit'. responsibilit'. There are other differences as well. 9n a team situation$ leadership is usuall' shared or rotated and there is both individual and mutual accountabilit'. accountabilit'. 9n a group situation$ leadership is concentrated in a single person and there is onl' individual accountabilit'. accountabilit'. inall'$ groups tend to focus on individual work products$ teams on collective products. ;ertical teams$ also called functional teams and command teams$ are composed of a manager and his>her subordinates in the organi+ation(s formal chain of command. ori+ontal teams are composed of emplo'ees from about the same hierarchical level but from different areas of e*pertise. Task Task forces and committees are the two most common t'pes. &pecial-purpose teams$ also called project teams$ are created from outside the formal organi+ation to undertake a project of special importance or creativit'. creativit'. &elf-directed teams$ normall' evolving from problem solving teams in mature companies$ are teams of five to twent' multiskilled workers who can rotate jobs and produce an entire product or service. There is a high level of cross training so the members can perform one another(s jobs. The team eliminates barriers between departments$ enabling e*cellent e*cellent coordination. The team is given access to resources including information$ e3uipment$ machiner'$ machiner'$ and supp lies needed to complete the entire task. inall'$ the team is empowered with the decision making authorit' to select new members$ solve problems$ spend mone'$ monitor results$ and plan for the future. The first stage$ forming$ is a period of o rientation and getting ac3uainted. Fncertaint' Fncertaint' is high in this stage. The second stage is storming. 9t is when individual personalities emerge and conflict and disagreements occur. uring the third stage$ norming$ conflict is resolved$ and team harmon' and unit' emerge. This is when leader and member roles are developed. The fourth stage$ performing$ has a major emphasis on problem solving and accomplishing the assigned task. The last stage is adjourning. This stage occurs in committees$ task forces$ and teams that have a limited task to  perform and are disbanded disbanded afterward. 2mphasis is placed on wrapping up and and gearing down$ instead of task performance$ like like in the other stages. stages. eterminants of team cohesiveness go in two categories@ 1. Team structure structure which which includes includes team interacti interaction$ on$ shared shared goals$ goals$ and personal personal attra attractio ction n to the team. team. !.

Team conte* conte*tt which which include include the presenc presencee of compet competitio ition$ n$ and team success success and the favora favorable ble evalua evaluation tion of the team team b' outsiders. outsiders.

Conse3uences of team cohesiveness also fall into two categories@ 1. :orale@ :orale@ 9n general$ general$ morale morale is higher higher in cohesive cohesive team teamss because because of increased increased communica communication tion among among member members$ s$ a friend friendl' l' team team clima climate$ te$ maintenance of membership because of commitment to the team$ lo'alt'$ lo'alt'$ and member participation in team decisions and activities. igh cohesiveness has almost uniforml' good effects on the satisfaction satisfaction and morale of team members.

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Team product productivit' ivit'@@ 6esearc 6esearch h findings findings are are mi*ed. mi*ed. irst$ irst$ in a cohesi cohesive ve team$ team$ membe members( rs( producti productivit' vit' tends to be more uniform uniform.. Cohesive Cohesive teams have the potential to be productive$ but the degree of productivit' depends on the relationship between management management and the working team.

There are five st'les for dealing with conflict. These st'les are based on two dimensions@ the individual(s desire to satisf' his or her own concern assertivenessB versus the other part'(s concern cooperativenessB. A competing st'le is based on a high degree of assertiveness and a low degree of cooperativeness. 9t should be used when 3uick$ decisive action is needed. An avoiding st'le reflects a low concern with both assertiveness and cooperativeness. 9t is appropriate in a n umber of situations$ including when the issue in conflict is minor. A compromising st'le is based on a moderate amount of both dimensions and is appropriate when both sides have e3ual power and want to split the difference. An accommodating accommodating st'le reflects a high degree of cooperativeness and a low degree of assertivenessG it is appropriate$ for e*ample$ when people think the' are wrong. The collaborating st'le is based on a high degree of both dimensions and enables both parties to win$ although it ma' re3uire hard work to reach an agreement. istributive negotiation is a competitive and adversarial negotiation approach in which each part' strives to get as much as it can$ usuall' at the e*pense of the other part'. part'. 9ntegrative negotiation negotiation is a collaborative approach to negotiation that is based on a win-win assumption$ whereb' the parties want to come up with a creative solution that benefits both sides of the conflict. The steps for achieving a win-win solution with integrative negotiation include@ 1. sepa separa rate te the the peo peopl plee fro from m the the prob proble lem m !. focu focuss on on inte intere rest sts$ s$ not not cur curre rent nt dema demand ndss ". gene genera rate te man' man' alt alter erna nati tive vess for for mutu mutual al gain gain #. insi insist st that that resu result ltss be be bas based ed on objec objecti tive ve stan standa dard rdss

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