Chapter 18 Management 301

Hilary was put on a new team by her manager. Ever since she shifted teams, Hilary has felt energized and motivated toward higher performance because her friends work on the same team. She and her friends work together to come up with creative ideas and solutions to problems. In the given scenario, Hilary's manager recognized that _____ was most likely to produce a positive work life change for Hilary. a. peer pressure b. self-management c. social facilitation d. cross-functionality

In the context of the types of teams that organizations use, a _____ is composed of a manager and his or her subordinates in the formal chain of command. a. functional team b. cross-functional team c. project team d. self-managed team

Which of the following is true of virtual teams? a. Virtual teams are composed solely of top organizational members as they deal with confidential organizational information. b. Resolution of conflicts is easier in virtual teams than when members are physically present. c. Communication in virtual teams provides a rich nonverbal context that is missing in teams where members are physically present. d. Virtual teams can be local, national, global, and include members from one firm or many.

Bart works at an accounting firm. He is not respected by his team members because he spends a lot of time on the Internet playing games. He does not participate in team activities or contribute to the team's work. His team members feel he is being unnecessarily rewarded for the hard work of others. In the context of the dilemmas of teamwork, Bart is a _____. a. gatekeeper b. free rider c. harmonizer d. task specialist

Which of the following is the most likely outcome when there is a lack of trust within organizational teams? a. People do not feel safe to reveal mistakes. b. People do not express conflicting opinions. c. People go along with others for the sake of harmony. d. People put their personal ambition ahead of collective results.

Heidi likes to start team meetings with a joke or a funny story that breaks the ice and makes people talk and laugh. She is very receptive to her team members' ideas and encourages them to contribute to conversations. When conflicts arise within the group, Heidi helps the disagreeing members to reach an agreement. In the context of the different roles played by team members, which of the following roles does Heidi play? a. A task specialist role b. A dominating role c. A socioemotional role d. A diagnostic role

Ron was placed in charge of two teams: Team A and Team B. Team A's members reported that they were very satisfied with their team, but they were unproductive. Team B focused only on task accomplishment and was effective for a short amount of time, but its members were not very satisfied. As an effective team leader, Ron should: a. ask the members of Team A to work the same way that Team B works. b. insist that the members of Team B host more non-task interactions. c. form a team that consists of members from both Team A and Team B. d. ask Team A and Team B to figure out solutions to their respective problems.

In the _____ of team development, individual personalities emerge and team members become more assertive in clarifying their roles and what is expected of them. a. forming stage b. storming stage c. norming stage d. performing stage

Collin is the leader of a team that has resolved all its conflicts and has developed a sense of cohesion. The members have accepted each other and there is consensus over team members' roles. As the leader of a team that is yet to reach the problem-solving stage of team development, Collin should: a. provide time for members to engage in informal social discussions. b. emphasize unity within the team and help to clarify team norms and values. c. allow the formation of coalitions or subgroups based on common interests. d. work through the uncertainties and conflicting perceptions about team tasks and goals.

Barry, the safety officer at a company that owns copper mines, had assembled a team to review the company's policy for disaster management. The task required employees to stay together in a harsh environment. The members worked together and examined the various measures in place for damage control. After achieving their main purpose, they were asked to wrap up and were presented with plaques to signify the achievement of the set goal. In the context of the stages of team development, the team members are in the ______. a. storming stage b. norming stage c. performing stage d. adjourning stage

In the context of the different types of conflict, one study of top management teams found that _____ was associated with higher decision quality, greater commitment, and more decision acceptance. a. task conflict b. interdependence conflict c. relationship conflict d. role conflict

In the context of the types of negotiation, which of the following occurs when conflicting parties embark on an integrative negotiation approach? a. They want to come up with a creative solution that benefits both sides. b. They look at the conflict as a win-lose situation rather than from multiple angles. c. They are competitive and adversarial rather than collaborative. d. They see negotiation as a zero-sum game.

Distributive negotiation is collaborative and typically leads to positive long-term relationships.(win-lose not collaborative) A. True B. False

In the context of team characteristics, teams need to be large enough to incorporate the diverse skills needed to complete a task and small enough to permit members to feel an intimate part of the team. A. False B. True

One of the determinants of team cohesiveness is _____________________ , which means team members agree on purpose and direction. A. Team Interaction B. Personal Attraction to the team C. The Concept of shared goals D. The presence of competition

In the context of the styles of handling conflict, the ______________ reflects a high degree of both assertiveness and cooperativeness and enables both parties to win, although it may require substantial bargaining and negotiation. A. Dominating Style B. Compromising Style C. Accommodating Style D. Collaborating Style

David helps the orchestra improve on a daily basis. When required, he spends personal time with the members to help them achieve their full potential. At the end of one of the performances, the orchestra receives a standing ovation, and David is asked to speak to the audience. As a Level 5 leader, David will:

Faith, the CEO of a startup organization, is extremely nurturing and gives her staff enough freedom so they can think creatively about problems and come up with innovative solutions. She is known to be a good listener; her subordinates are highly motivated to achieve organizational goals. Faith believes in collaborative work to get the best results. In the context of the different types of leadership, Faith is a(n) _____.

Which of the following is true of the Leadership Grid?

The term _____ refers to a combination of confidence, commitment, and motivation that a follower possesses.

Jordan is a manager at a technology firm. When the top management makes decisions, Jordan explains it to his subordinates and gives them time to come up with questions. He clarifies their queries and helps them understand their tasks better. In the context of the different leader styles, Jordan uses the _____.

Jenkin's, a large retail store, has lately been experiencing issues with sales and has lost a lot of customers. Bobby is hired to manage the store. He is found to be a tough leader who focuses on and plans to improve efficiency by setting high standards for his subordinates. He is not very popular amongst his subordinates as he ignores their needs. However, his method of leading gets work done and sales soon start to improve. In the context of the relationship between leadership style and situational favorability, Bobby is a(n) _____.

Dakota runs Soul Earth, a holistic care center committed to alternative healing therapies such as acupuncture and meditation. As the organization transforms its vision to incorporate all types of wellness, Dakota must figure out how to get her staff on the same page. As a transformational leader, Dakota will:

In the context of leadership, _____ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.

In the context of the different types of followership, effective followers:

Sarah has been working at a designer clothing company for five years. She has developed an equitable partnership with her colleagues and superiors and faces challenges head on. Her supervisor trusts her to make decisions and to come up with great marketing strategies at the beginning of every season. Sarah's ideas are creative and she always manages to develop a socially relevant theme to go along with the season's theme. In the context of the different follower styles, Sarah is a(n):

Abraham, a supervisor, likes to dictate what others can do and say. He is known to harshly reprimand and even ruin his subordinates' chances for promotions when they do not perform as per his will. Although they are all fairly unhappy, Abraham's subordinates have not complained about his behavior because they fear him. In the context of the types of power that are available to leaders, Abraham has _____ over his subordinates.

Leadership can replace management in an organization.

In the context of followership, the alienated follower is a passive, yet independent, critical thinker.

A is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

are distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.