BUS 520 Midterm and Final Exam Answers

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

  1. 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.

 

  1. 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.

 

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

 

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

 

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

 

  1. The team building process is highly collaborative.

 

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

 

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

 

  1. 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.

 

  1. 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.

 

  1. 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.

 

  1. 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.

 

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

 

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

 

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

 

  1. 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.

 

  1. 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.

 

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

 

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

 

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

 

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

 

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

 

  1. 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.

 

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

 

  1. 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.

 

  1. 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.

 

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

 

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

 

  1. From a manager’s perspective, the worst-case scenario of a work team’s performance norms and cohesiveness occurs with negative performance norms and high team cohesiveness.

 

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

 

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

 

  1. 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.

 

  1. 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.

 

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

 

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