CH 13 EXAM 4 MGMT

______ is a "we feeling" that binds group members together. Groupthink Group cohesiveness Maintenance Social loafing Norming

A _______ is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. quality circle panel group collaborative unit team

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. For example, Sasha and Alexandra, who both work as salespeople at a local boutique, may simply not like each other. Dysfunctional Programmed Communication Personality Competitive

Administrative oversight given to self-managed teams does not typically include customer service. hiring and firing. shop-floor procedures. work scheduling. customer interaction.

_____ is the conflict-handling style in which a person neglects his or her own concerns and allows the concerns of another to prevail. Accommodating Collaborating Forcing Avoiding Compromising

Tension was apparent as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to lighten the mood. Chris was acting in a ______ role. social maintenance relational task production

Individuals are said to be collaborating when their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. they have ceased to be competitive with one another and prefer harmony. they have a sense of togetherness and unity. they have reciprocal faith in others' intentions and behaviors. they are sharing information and coordinating efforts to achieve a collective outcome.

________ is defined as reciprocal faith in others' intentions and behaviors. Trust Cohesiveness Fairness Unity Cooperation

During the performing stage of team development, the group answers the question "Can we agree on roles and work as a team?" "Can we do the job properly?" "Why are we here?" "Who's in charge?" "Why are we fighting?"

In which of the following conditions should constructive conflict be stimulated? Managers are in charge of self-managed teams. There is a lot of internal competition. The group seems to be afflicted with inertia and apathy. Managers want to achieve work objectives. The group is adapting to change.

The question that individuals ask during the norming stage of group development is "How do I fit in here?" "How can I best perform my role?" "What do the others expect me to do?" "What's my role here?" "What's next?"

The stage of team development during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. adjourning storming forming performing norming

Someone at a team meeting who says, "Let's hear from those who oppose this plan," is performing a ______ role. maintenance reorientation social task coordinator

Workplace performance is maximized when conflict is at a high level. conflict is at a very low level. conflict occurs only at nonmanagerial levels. conflict is absent. conflict is at a moderate level.

____________ is ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict, but the needs of the other party are largely ignored. Forcing Avoiding Accommodating Problem solving Compromising

At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group? project team advice team production team product team virtual team

The question the group is asking during the forming stage of group development is "Why are we here?" "Why are we fighting about who does what?" "Can we do the job properly?" "What's next?" "Can we agree on roles and work as a team?"

When Cisco Systems told executives they would gain or lose 30 percent of their bonuses based on how well they worked with peers, and in three years had record profits, the company increased speed. improved workplace cohesiveness. increased productivity. reduced destructive internal competition. reduced costs.

Paige missed another deadline and her boss, Linda, is very upset. She will have to explain to the client again why the project is behind. Linda thinks she may say something she'll regret if she talks to Paige about this now, so she decides to wait a while. Linda is using the ______ conflict-handling style. collaborating forcing compromising avoiding accommodating

During the forming stage of a group or team, the leader should empower team members. encourage disagreement. work through team conflicts. establish permanent control. allow people to socialize and become acquainted.

One of five stages of forming a team; the stage in which members of an organization prepare for disbandment

the act of sharing information and coordinating efforts to achieve a collective outcome

process in which one party perceives that its interests are being opposed or negatively affected by another party

A team that is staffed with specialists pursuing a common objective

Taking the side of an unpopular point of view for the sake of argument

Role-playing two sides of a proposal to test whether it is workable

conflict that hinders the organization's performance or threatens its interests

A group, headed by a leader, that is established to do something productive for the organization

The first of the five stages of forming a team, in which people get oriented and get acquainted

conflict that benefits the main purposes of the organization and serves its interests

two or more freely interacting individuals who share norms and goals and have a common identity

A "we feeling" that binds group members together

A group formed by people seeking friendship that has no officially appointed leader, although a leader may emerge from the membership

Relationship-related role consisting of behavior that fosters constructive relationships among team members

One of five stages of forming a team; stage three, in which conflicts are resolved, close relationships develop, and unity and harmony emerge

general guidelines or rules of behavior that most group or team members follow

the fourth of the five stages of forming a team, in which members concentrate on solving problems and completing the assigned task

interpersonal opposition based on personal dislike or disagreement

Conflict designed to elicit different opinions without inciting people's personal feelings

establishes periods of stable functioning until an event causes a damatic change in norms, roles, and/or objectives resulting in the establishment and maintenance of new norms of functioning, returning to equilibrium

sets of behaviors that people expect of occupants of a position

groups of workers who are given administrative oversight for their task domains

the second of five stages of forming a team in which individual personalities, roles and conflicts within the group emerge

Behavior that concentrates on getting the team's task done

small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

reveals the extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work

reciprocal faith in others' intentions and behaviors

work together over time and distance via electronic media to combine effort and achieve common goals

occurs when the demands or pressures from work and family domains are mutually incompatible