Chapter 18--Leading TeamsChapter 18--Leading TeamsStudent: ___________________________________________________________________________1.A team is defined as a group of two or more people who interact and coordinate their work to accomplish a specific objective.TrueFalse2.A group and a team are interchangeable terms.TrueFalse3.A team shares or rotates leadership roles while a group has a designated strong leader.TrueFalse4.Teams run efficient meetings, whereas groups run meetings that encourage open-ended discussion.TrueFalse5.Social facilitation is the tendency for the presence of others to influence an individual's motivation and performance.TrueFalse6.A formal team composed of employees from different areas of expertise and from different levels in the organization's formal chain of command is called a vertical team.TrueFalse7.Horizontal teams are created by the organization as part of the formal organization structure.TrueFalse8.A task force or a crossfunctional team is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed.TrueFalse9.A special purpose team is basically the same as a problem solving team.TrueFalse10.A free rider is a person who benefits from team membership but does not make a proportionate contribution to the team's work.TrueFalse11.A common dysfunction of teams is to be results oriented.TrueFalse12.Work team effectiveness is based on two outcomes--productive output and marketplace acceptance.TrueFalse13.Self-directed teams consist of 5 to 20 multi-skilled workers who rotate jobs and produce an entire product or service.TrueFalse14.Satisficing is a team's ability to meet personal needs of its members and hence maintain their membership and commitment.TrueFalse15.Productive output pertains to the team's ability to meet the personal needs of its members.TrueFalse16.Employee involvement started out simply with techniques such as information sharing with employees or asking employees for suggestions about improving the work. Gradually, companies moved toward greater autonomy for employees, which ultimately led to self-directed teams.TrueFalse17.A multidomestic team is a work team made up of members of different nationalities whose activities span multiple countries.TrueFalse18.Team members take the responsibilities of scheduling work and vacations and ordering materials in a self-directed team.TrueFalse19.One of the primary advantages of virtual teams is the ability to rapidly assemble the most appropriate group of people to complete a project, solve a problem, or exploit a specific strategic opportunity.TrueFalse20.Global teams can pose a problem for team leaders with regards to language, technology, and belief differences.TrueFalse21.Although diversity contributes to higher levels of agreement in a team setting, it also results in reduced creativity.TrueFalse22.Self-directed teams are empowered with decision-making authority, allowing members to have the freedom to select new members, solve problems, spend money, monitor results, and plan for the future.TrueFalse23.Research studies have confirmed that both functional diversity and gender diversity can have a positive impact on work team performance.TrueFalse24.Two common behaviors of the socioemotional role are energizing and encouraging.TrueFalse25.As a general rule, large teams make need satisfaction for individuals more difficult.TrueFalse26.Norms begin to develop in the first interactions among members of a new team.TrueFalse27.The storming stage of team development is marked by conflict and disagreement.TrueFalseDuring the norming stage of team development, individual personalities emerge causing conflict and disagreements.TrueFalseThe five stages of team development are forming, storming, reforming, performing, and adjourning.TrueFalseThe stage of team development in which conflicts are resolved and members focus on problem solving is called reforming.TrueFalseIn the adjourning stage of team development, task performance is not a priority.TrueFalseIndividual personalities emerge during the performing stage.TrueFalseDiet Soda Company has teams with high cohesiveness. Additionally, the teams are normally focused on their commitment to quality performance. This combination can be expected to result in high productivity.TrueFalseWhen a team is in moderate competition with other teams, its cohesiveness decreases as it strives to win.TrueFalseTeam cohesiveness does not necessarily lead to higher team productivity.TrueFalseMaking explicit statements about the desired team behaviors is a powerful way leaders influence norms.TrueFalseThe four common ways in which norms develop for controlling and directing behavior are critical events, primacy, carryover behaviors, and implicit statements.TrueFalseTask conflict refers to interpersonal incompatibility that creates tension and personal animosity among people.TrueFalseGroupthink occurs when people are so committed to a cohesive team that they are reluctant to express contrary opinions.TrueFalseA common cause of conflict includes scarce resources.TrueFalseVirtual and global teams are particularly prone to communication breakdowns.TrueFalseThe compromising style of conflict management reflects a high degree of cooperativeness and a low degree of assertiveness.TrueFalseA competing style to handle conflict involves a high degree of assertiveness and a high degree of cooperation.TrueFalseAn avoiding style to handle conflict involves a low degree of assertiveness and a low degree of cooperation.TrueFalseAn accommodating style to handle conflict involves a high degree of assertiveness and a low degree of cooperation.TrueFalseThe process of using a third party to settle a dispute is called mediation.TrueFalseNegotiation is the process of using a third party to settle a dispute.TrueFalseA collaborative approach to negotiation that is based on a win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict is called integrative negotiation.TrueFalseDistributive negotiation is a collaborative approach to negotiation that is based on a win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict.TrueFalseA competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party is called distributive negotiation.TrueFalseWhich of the following refers to a unit of two or more people who interact and coordinate their work to accomplish a specific objective?A.An organizationB.A teamC.A committeeD.A councilE.LeadershipWhich of the following is a component of a team?A.People in a team do not have to have regular interaction.B.Four or more people are required to form a team.C.A performance goal is shared between team members.D.Teams tend to be small groups, usually with less than 10 people.E.Each member tends to set his/her own goals for the team.Which of the following does NOT pertain to teams?A.Teams have a designated strong leaderB.Teams have individual and mutual accountabilityC.Specific team vision or purposeD.Collective work productsE.All of these pertain to teams_____ refers to the tendency for the presence of others to enhance one's motivation and performance.A.Public praiseB.Social facilitationC.Community motivationD.Social performanceE.Societal inspirationCommon types of formal teams are:A.vertical and diagonal.B.horizontal and diagonal.C.vertical and horizontal.D.horizontal and lateral.E.lateral and diagonal.Which of the following is a formal team composed of a manager and his or her subordinates?A.Functional teamB.Horizontal teamC.Self-managed teamD.Special-purpose teamE.Social teamTamika is a manager at Sleeveless Clothes, Inc. Recently, she was assigned a work team. She is in charge of the team and it consists of the subordinates under her authority. This is an example of a _____ team.A.horizontal B.functionall C.self-managed D.special-purpose E.social A functional team is also referred to as a(n) _____.A.command teamB.task forceC.special purpose teamD.horizontal teamE.interorganizational teamWhich of the following refers to a formal team composed of employees from about the same hierarchical level but from different areas of expertise?A.A special-purpose teamB.A cross-functional teamC.A self-managed teamD.A vertical teamE.A diagonal teamA _____ is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed.A.vertical teamB.command teamC.special purpose teamD.task forceE.functional groupA task force is sometimes called a(n):A.vertical team.B.cross-functional team.C.command team.D.special-purpose team.E.executive team.Which of the following teams are created outside the formal organization structure to undertake a project of special importance or creativity?A.VerticalB.CommandC.Special-purposeD.Cross-functionalE.FunctionalSelf-directed teams are _____ teams.A.temporaryB.permanentC.ad-hocD.task forceE.none of theseSelf-directed teams consist of 5 to 20 _____ workers.A.unionB.non-unionC.multiskilledD.low wageE.all of theseCarolyn is a member of a work team at Creepy Clown's Company. She and her teammates possess several different skills and are able to perform a major organizational task with little or no oversight from management. Carolyn is a member of a(n):A.union.B.self-directed team.C.project team.D.special-purpose team.E.bureaucratic team.Which of the following statements is true?A.Self-managed teams are empowered with decision-making authority.B.Self-managed teams still rely heavily on their manager.C.Self-managed teams have little access to resources.D.Self-managed teams will eventually develop into problem-solving teams.E.None of theseRandy is a team leader at Welldrilling.net. His team is made up of fifteen co-workers. Recently, he has noticed a tendency for some team members to participate much less than others. They seem uninterested and content to let others do the work. This is called:A.free riding.B.reduced commitment.C.power realignment.D.the costs of coordination.E.self-directed team.All of the following are common dysfunctions of teams EXCEPT:A.lack of trust.B.avoidance of accountability.C.fear of conflict.D.lack of commitment.E.results orientation.A(n) _____ is a person who benefits from team membership but does not make a proportionate contribution to the team's work.A."yes" manB.social workerC.work surferD.free riderE.groupthinkTeam _____ occurs when individuals and departments rely on other individuals and departments for information or resources to accomplish their work.A.accountabilityB.cohesivenessC.controlD.interdependenceE.independenceWork team effectiveness is based on three outcomes: productive output, capacity to adapt and learn, and _____.A.cohesivenessB.satisfactionC.commitmentD.leadershipE.normsThe LHX quality task force has a strong leader in Josh Clark. Josh runs efficient meetings, where he leads discussion and decision-making. In the end, tasks are delegated to members for subsequent follow-up. The LHX task force can best be characterized as a(n) _____. A.clubB.teamC.groupD.organizationE.none of theseIn the context of work team effectiveness, _____ pertains to the team's ability to meet the personal needs of its members.A.cohesivenessB.satisfactionC.commitmentD.leadershipE.normsThe _____ style to handle conflict involves a low degree of assertiveness and a low degree of cooperation.________________________________________The _____ style to handle conflict involves a moderate degree of assertiveness and a moderate degree of cooperation.________________________________________The _____ style to handle conflict involves a low degree of assertiveness and a high degree of cooperation.________________________________________The process of using a third party to settle a dispute is known as _____.________________________________________Effective virtual team leaders use technology to build relationships through all of the following ways EXCEPT:A.bring attention to and appreciate divers skills and opinions.B.scrutinize electronic communication patterns.C.use technology to enhance communication and trust.D.ensure timely responses online.E.manage online socialization.Today, many virtual teams use _____ to facilitate regular collaboration and open information sharing.A.hand-written messagesB.face-to-face communicationC.brainstormingD.e-mailE.wikisCross-border work teams made up of members of different nationalities whose activities span multiple countries are called:A.self-directed teams.B.project teams.C.multinational teams.D.long distance teams.E.global teams.Members of _____ teams remain in separate locations around the world and conduct their work electronically.A.interculturalB.internationalC.multinationalD.virtual globalE.distanceWhat is the ideal size of work teams?A.ThreeB.FiveC.TwelveD.FifteenE.Twenty-threeWhich of the following behaviors is NOT consistent with the socioemotional role?A.EncourageB.EnergizeC.HarmonizeD.CompromiseE.Follow_____ is a role in which the individual provides support for team members' emotional needs.A.A task specialist roleB.A dual roleC.A nonparticipator roleD.A socioemotional roleE.None of theseThere are two types of roles that emerge in teams. They are the ____ role and the ____ role.A.task specialist, socioeconomicB.generalists, socioeconomicC.task specialist, socioemotionalD.generalists, socioemotionalE.socioemotional, socioeconomicWhich of these is consistent with the role of the socioemotional role?A.EncourageB.FollowC.CompromiseD.All of theseE.Both encourage and followSally is a member of a work team at Beauty-R-Us Corporation. She often proposes new solutions to team problems. This is an example of which task specialist role?A.HarmonizeB.Seek informationC.InitiationD.Reduce tensionE.CompromiseWhich of the following behaviors is consistent with the socioemotional role?A.Reduce tensionB.Give opinionsC.Seek informationD.SummarizeE.EnergizeAmber is a member of a work team at Buchanon Dance, Inc. She often attempts to help disagreeing parties reach agreement. This is an example of which socioemotional role behavior?A.CompromiseB.FollowC.Reduce tensionD.HarmonizeE.SummarizeSome team members are asked to play a dual role. These members:A.engage in two sets of behaviors: initiation and energize.B.perform both role: task specialist and socioemotional.C.perform both roles: liaison and negotiator.D.engage in two sets of behavior: follow and compromise.E.do not do anything.Nancy belongs to a horizontal team in her organization. She was selected on the basis of her title, not her expertise. The type of horizontal team she belongs to is likely a(n):A.self-managed work team.B.task force.C.cross-functional team.D.committee.E.ad-hoc committee.Josh is a manager at On-The-Go Cars. He recently has read quite a bit of literature on the benefits of work teams. He is particularly interested in forming a vertical team. There are twenty-eight employees in his department. Josh should:A.recruit more employees for his department; twenty-eight is too small for a work team.B.form one team of twenty-eight employees.C.divide the group into four teams of seven employees each.D.forget the team idea; he has too many employees and he shouldn't divide his work group.E.do his job and not worry about teams.Which of the following is the first stage of team development?A.FormingB.StormingC.NormingD.PerformingE.ReformingThe forming stage of team development is characterized by:A.the establishment of order and cohesion.B.cooperation.C.problem solving.D.orientation.E.conflict.Wyatt has recently been appointed by his boss to a group that has been meeting since the company he works for was founded. The purpose of this group is to make budgetary decisions on an ongoing basis. Wyatts group can best be defined as a _____.A.committeeB.global teamC.focus groupD.virtual teamE.self-directed teamShifting ones own opinions to maintain team harmony refers to which socio-emotional role?A.EnergizingB.Initiating ideasC.EncouragingD.FollowingE.CompromiseWhich of the following is more common in large teams?A.Member satisfactionB.The development of subgroupsC.AgreementD.CommitmentE.All of theseMichaels team has evolved to the storming stage of team development. As team leader, what should Michael be emphasizing?A.Lots of informal interactionB.Participation by all team membersC.Task accomplishmentD.Goal achievementE.Disbanding teamJessica has just been appointed leader of a new work team in her organization. She is wondering what to do at her first meeting with the group. Which of the following would you suggest?A.She should waste little time; get the team focused on the task.B.She should help the team clarify roles and responsibilities.C.She should allow time for team members to become acquainted with one another; allow for informal social interaction.D.She should let someone else worry about this since she is the leader.E.She should propose to disband the team.Which of the five stages of team development is marked by conflict and disagreement?A.PerformingB.NormingC.StormingD.FormingE.ReformingDuring the _____ stage, the team leader should encourage participation by each team member.A.formingB.stormingC.normingD.adjourningE.performingHerman is a team leader at CyberChasers. He usually tries to resolve conflict by referring the problem to a third party, such as his boss. This style of conflict resolution is known as:A.arbitration.B.mediation.C.bargaining.D.superordinate goals.E.negotiation.During which stage of team development should the team leader help clarify team roles, norms, and values?A.AdjourningB.StormingC.FormingD.PerformingE.NormingDuring which stage of team development does team unity emerge?A.FormingB.StormingC.PerformingD.NormingE.AdjourningDale's work team is beginning to resolve its conflicts and consensus is developing on such things as members' roles. Dale's team is in which stage of team development?A.NormingB.FormingC.StormingD.PerformingE.ReformingDuring the _____ stage of team development, the major emphasis is on task accomplishment.A.formingB.performingC.achievingD.normingE.stormingKristen, in her role as team leader, has recently switched her style from one of clarifying team roles to one of emphasizing task accomplishment. Her change was driven by a desire to keep pace with her team, which has evolved from the _____ stage to the _____ stage of team development.A.forming, stormingB.storming, performingC.performing, adjourningD.norming, performingE.storming, reformingOnce some teams have evolved to the _____ stage of team development, task performance is no longer the top priority.A.performingB.stormingC.adjourningD.normingE.achievingSylvia is a member of a team that uses e-mail, instant messaging, and blogging to communicate. Although she sees members of her team on breaks and at lunch, Sylvia does not interact with them face-to-face in a professional setting. Sylvias team can best be described as a:A.project team.B.global team.C.focus group.D.virtual team.E.self-directed team.Fred, a software engineer, is in charge of scrutinizing electronic communication patterns as part of his role within a virtual team at work. Freds role fulfills which virtual team practice?A.Using technology to build relationshipsB.Shaping culture through technologyC.Monitoring progress and rewardsD.Administering rewardsE.Using global teams to develop technologyDarren and his team have just finished Project A, and are preparing to disband. Darren and his team are in the _____ stage of team development.A.formingB.stormingC.normingD.performingE.adjourning_____ is the extent to which team members are attracted to the team and motivated to remain in it.A.NormingB.CommitmentC.CaringD.CohesivenessE.Leadership._____ increases team cohesiveness.A.External competitionB.Shared goalsC.Team successD.All of theseE.Shared goals and team successThe _____ the team interacts, the _____ cohesive the team.A.less, moreB.more, moreC.more, lessD.all of theseE.none of theseWhich of the following statements is true?A.Morale is higher in cohesive teams.B.Productivity is lower in cohesive teams.C.Satisfaction is lower in cohesive teams.D.Morale always suffers in cohesive teams.E.Absenteeism rates are substantially higher with cohesive teams.Which of the following is NOT a characteristic of team structure and context influence cohesiveness?A.Personal attraction to the teamB.Productivity expectationsC.Shared goalsD.Team interactionE.All of these are componentsWhich of the following is a standard of conduct that is shared by team members and guides their behavior?A.LeadershipB.CohesivenessC.NormD.AttitudeE.None of theseAndrea is team leader of the focus group at her organization. In the past, the group was plagued by lack of cooperation and disrespect. Today, she told team members that if anyone tried to undermine another member, that person would be kicked off the team. This is an example of a(n):A.critical event.B.explicit statement.C.experiential carryover.D.implied norm.E.accommodation.InfoTech's new product team has a norm of backing up each of their computer's hard drives at the end of each working day. This norm developed because one day a computer virus infected the team's computer network and destroyed many important computer files. The cause of this norm was clearly:A.an explicit statement.B.carryover behaviors.C.primacy.D.a critical event.E.none of these.Which of the following brings norms into the team from outside?A.Critical eventsB.PrimacyC.Carryover behaviorsD.Explicit statementsE.RecencyOnce a month, the top managers at George's Greenhouse make a point of meeting with the work teams in their respective divisions in order to communicate to them the organization's priorities, goals, and needs. This is an example of top management attempting to influence team norms through:A.explicit statements.B.primacy.C.carryover behaviors.D.critical events.E.all of these.Managing team _____ is the most important skill required for effective team management.A.normsB.cohesivenessC.conflictD.membershipE.none of these_____ means that the first behaviors that occur in a team often set a precedent for later team expectations.A.Critical eventsB.PrimacyC.Carryover behaviorsD.Explicit statementsE.RecencyThe tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions refers to _____.A.brainstormB.brain dumpC.group innovationD.groupthinkE.group anxietyThe competing style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of cooperativeness.A.high, highB.high, lowC.low, highD.low, lowE.low, mediumThe avoiding style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of cooperativeness.A.high, highB.high, lowC.low, highD.low, lowE.low, mediumThe accommodating style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of cooperativeness.A.high, highB.high, lowC.low, highD.low, lowE.low, mediumAt FEI Industries, teams of product developers coordinate their work electronically at the North American, European, and Asian sites to coincide with peak operating hours at each location. Such teams are referred to as a _____.A.project teamB.committeeC.focus groupD.global teamE.self-directed teamAll the following are conflict handling styles discussed in your text EXCEPT:A.competing style.B.assertive style.C.avoiding style.D.accommodating style.E.compromising style.The _____ conflict resolution style is best when maintaining harmony is important.A.competing styleB.collaborating styleC.accommodating styleD.avoiding styleE.comprisingThe collaborating style of conflict resolution is based on a _____ degree of assertiveness and a _____ degree of cooperativeness.A.high, highB.high, lowC.low, highD.low, lowE.low, mediumAll of these behaviors are consistent with the role of a task specialist EXCEPT:A.seek information.B.initiation.C.summarize.D.compromise.E.energize._____ are goals that cannot be attained by a single party.A.Conflict goalsB.Mission-driven goalsC.Superordinate goalsD.Competitive goalsE.Extraordinary goalsCarmen'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.BATNA.B.a bargaining zone.C.mediation.D.integrative negotiation.E.distributive negotiation.A competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party, is called:A.BATNA.B.a bargaining zone.C.mediation.D.integrative negotiation.E.distributive negotiation._____ is a collaborative approach to negotiation that is based on a win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict.A.BATNAB.A bargaining zoneC.MediationD.Integrative negotiationE.Distributive negotiationWhich of the following is NOT one of the four key strategies for achieving a win-win solution through negotiation?A.Separate the people from the problemB.Focus on interestsC.Generate many alternatives for mutual gainD.Insist that results be based on objective standardsE.Keep the demands at the centerScenario - Malcolm BaggetMalcolm Bagget has been working as a production employee for the last three years. His firm is currently undergoing a change in structure with a new management group and the production department is being restructured. Each production employee will be assigned to a small six-member production team. Malcolm is looking forward to the extensive cross training that has been promised and is looking forward to enjoying more power and discretion than he has had in the past. In addition to skill training, Malcolm is receiving management training in team building. One of Malcolm's co-workers, Danny Newcomber, is great at reducing tension by telling jokes and in other ways drawing off emotions when the group atmosphere is tense. Additionally, Danny can be counted on to energize by stimulating the team into action when the interest drops. Danny is demonstrating which of these?a.The task specialist roleb.The task and socioemotional rolec.The socioemotional roled.The participator rolee.None of theseScenario - Malcolm BaggetMalcolm Bagget has been working as a production employee for the last three years. His firm is currently undergoing a change in structure with a new management group and the production department is being restructured. Each production employee will be assigned to a small six-member production team. Malcolm is looking forward to the extensive cross training that has been promised and is looking forward to enjoying more power and discretion than he has had in the past. In addition to skill training, Malcolm is receiving management training in team building. When Malcolm's team encounters the establishment of order and cohesion with the leader helping to clarify team roles and values, then his team is in the developmental stage of team development of _____.a.formingb.stormingc.normingd.performinge.adjourningScenario - Malcolm BaggetMalcolm Bagget has been working as a production employee for the last three years. His firm is currently undergoing a change in structure with a new management group and the production department is being restructured. Each production employee will be assigned to a small six-member production team. Malcolm is looking forward to the extensive cross training that has been promised and is looking forward to enjoying more power and discretion than he has had in the past. In addition to skill training, Malcolm is receiving management training in team building. Malcolm has developed strong task skills and has normally taken the role of task specialist. His task specialist behaviors will include all of the following EXCEPT:a.initiating.b.summarizing.c.compromising.d.energizing.e.all of these are included as task specialist behaviors.A(n) _____ is a unit of two or more people who interact and coordinate their work to accomplish a specific goal._____________________________________________ refers to the tendency for the presence of others to enhance an individual's motivation and performance.________________________________________A manager can put together a(n) _____ of people, but never build a(n) _____.________________________________________A(n) _____ is composed of a manager and his or her subordinates in the formal chain of command.________________________________________A(n) _____ team is composed of employees from about the same hierarchical level but from different areas of expertise.________________________________________A long-lasting, sometimes permanent team in the organization structure created to deal with tasks that recur regularly is called a(n) _____.________________________________________A team created outside the formal organization to undertake a project of special importance or creativity is known as a(n) _____.________________________________________A goal that cannot be reached by a single party is called a(n) _____.________________________________________The term _____ refers to a team member who attains benefit from team membership but does not do a proportionate share of the work.________________________________________A(n) _____ is a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work._____________________________________________ pertains to the team's ability to meet the personal needs of its members.________________________________________The quality and quantity of task outputs as defined by team goals is known as _____._____________________________________________ are created by the organization as part of the formal organization structure._____________________________________________ teams typically consist of 5 to 20 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.________________________________________In a(n) _____ team, team members take over managerial duties.________________________________________A(n) _____ team uses computer technology and groupware so that geographically 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 size of work teams is often thought to be _____.________________________________________A role in which the individual devotes personal time and energy to helping the team accomplish its task is called a(n) _____ role.________________________________________A role in which the individual provides support for team members' emotional needs and social unity is called a(n) _____ role.________________________________________The _____ stage of development is a period of orientation and getting acquainted.________________________________________During the _____ stage of team development, individual personalities emerge. People become more assertive in clarifying their roles and what is expected of them.________________________________________During the _____ stage of team development, conflict is resolved, and team harmony and unity emerge.________________________________________During the _____ stage of team development, the major emphasis is on problem solving and 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 context influence cohesiveness.________________________________________A(n) _____ is a standard of conduct that is shared by team members and guides their behavior.________________________________________As one of the four common ways in which norms develop in teams, _____ come from a team's history and establish important precedents.________________________________________As one of the four common ways in which norms develop in teams, _____ means that the first behaviors that occur in a team often set a precedent for later team expectations.________________________________________As one of the four common ways in which norms develop in teams, _____ bring norms into the team from the outside.________________________________________As one of the four common ways in which norms develop in teams, _____ are used by leaders or team members to initiate norms by articulating them to the team._____________________________________________ is defined as the extent to which members are attracted to the team and motivated to remain in it.________________________________________The antagonistic interaction in which one party 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, whereby the parties want to come up with a creative solution that benefits both sides of the conflict._____________________________________________ negotiation is a competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party.________________________________________The _____ style to handle conflict involves a high degree of assertiveness and a low degree of cooperation.________________________________________The _____ style 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 ways team norms develop.According to your text, list three factors that can cause people to engage in conflict.What are the three key components of the author's definition of a team?Discuss the differences between groups and teams.Describe the three types of formal teams.What are self-directed teams? Briefly discuss three characteristics or elements of self-directed teams.Describe the stages of team development.Discuss the determinants of team cohesiveness and its consequences.Briefly discuss the various styles that can be used to handle conflict.Discuss the differences between distributive and integrative negotiation. Describe the steps for achieving a win-win solution with integrative negotiation.Chapter 18--Leading Teams Key1.TRUE2.FALSE3.TRUE4.FALSE5.TRUE6.FALSE7.FALSE8.TRUE9.FALSE10.TRUE11.FALSE12.FALSE13.TRUE14.FALSE15.FALSE16.TRUE17.FALSE18.TRUE19.TRUE20.TRUE21.FALSE22.TRUE23.TRUE24.FALSE25.TRUE26.TRUE27.TRUEFALSEFALSEFALSETRUEFALSETRUEFALSETRUETRUEFALSEFALSETRUETRUETRUEFALSEFALSETRUEFALSETRUEFALSETRUEFALSETRUEBCABCABABDBCBCBAAEDDBCBavoidingcompromisingaccommodatingmediationBEEDBBDCDCADBDCADAEBBCCBBEDABDCDCEDDBABCBDCACBDBDCDBCADCCEDEbccteamSocial facilitationgroup; teamvertical teamfunctionalcommitteespecial purpose teamsuperordinate goalfree riderfree riderSatisfactionproductive outputFormal teamsSelf-directedself-directedvirtualGlobal teams5orfivetask specialistsocioemotionalformingstormingnormingperformingAdjourningTeam interaction; shared goals; personal attraction to the teamteam normcritical eventsprimacycarryover behaviorsexplicit statementsTeam cohesivenessconflictIntegrativeDistributivecompetingcollaboratingThe five behaviors are (1) initiation, (2) give opinions, (3) seek information, (4) summarize, and (5) energize.The five stages are (1) forming, (2) storming, (3) norming, (4) performing, and (5) adjourning.(1) Critical events, (2) primacy, (3) carryover behaviors, and (4) explicit statements.The six factors are (1) scarce resources, (2) communication breakdown, and (3) goal differences.The three key components are (1) two or more people are required, (2) the people in the team must have regular interaction, and (3) people in the team share a specific performance objective.A team is a type of group, but the terms are not interchangeable. The use of the word team implies a sense of shared mission and responsibility. There are other differences as well. In a team situation, leadership is usually shared or rotated and there is both individual and mutual accountability. In a group situation, leadership is concentrated in a single person and there is only individual accountability. Finally, groups tend to focus on individual work products, teams on collective products.Vertical teams, also called functional teams and command teams, are composed of a manager and his/her subordinates in the organization's formal chain of command. Horizontal teams are composed of employees from about the same hierarchical level but from different areas of expertise. Task forces and committees are the two most common types. Special-purpose teams, also called project teams, are created from outside the formal organization to undertake a project of special importance or creativity.Self-directed teams, normally evolving from problem solving teams in mature companies, are teams of five to twenty 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 excellent coordination. The team is given access to resources including information, equipment, machinery, and supplies needed to complete the entire task. Finally, the team is empowered with the decision making authority to select new members, solve problems, spend money, monitor results, and plan for the future.The first stage, forming, is a period of orientation and getting acquainted. Uncertainty is high in this stage. The second stage is storming. It is when individual personalities emerge and conflict and disagreements occur. During the third stage, norming, conflict is resolved, and team harmony and unity 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 afterward. Emphasis is placed on wrapping up and gearing down, instead of task performance, like in the other stages.Determinants of team cohesiveness go in two categories:1.Team structure which includes team interaction, shared goals, and personal attraction to the team.2.Team context which include the presence of competition, and team success and the favorable evaluation of the team by outsiders.Consequences of team cohesiveness also fall into two categories:1.Morale: In general, morale is higher in cohesive teams because of increased communication among members, a friendly team climate, maintenance of membership because of commitment to the team, loyalty, and member participation in team decisions and activities. High cohesiveness has almost uniformly good effects on the satisfaction and morale of team members.2.Team productivity: Research findings are mixed. First, in a cohesive team, members' productivity tends to be more uniform. Cohesive teams have the potential to be productive, but the degree of productivity depends on the relationship between management and the working team.There are five styles for dealing with conflict. These styles are based on two dimensions: the individual's desire to satisfy his or her own concern (assertiveness) versus the other party's concern (cooperativeness). A competing style is based on a high degree of assertiveness and a low degree of cooperativeness. It should be used when quick, decisive action is needed. An avoiding style reflects a low concern with both assertiveness and cooperativeness. It is appropriate in a number of situations, including when the issue in conflict is minor. A compromising style is based on a moderate amount of both dimensions and is appropriate when both sides have equal power and want to split the difference. An accommodating style reflects a high degree of cooperativeness and a low degree of assertiveness; it is appropriate, for example, when people think they are wrong. The collaborating style is based on a high degree of both dimensions and enables both parties to win, although it may require hard work to reach an agreement.Distributive negotiation is a competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party.Integrative negotiation is a collaborative approach to negotiation that is based on a win-win assumption, whereby 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.separate the people from the problem2.focus on interests, not current demands3.generate many alternatives for mutual gain4.insist that results be based on objective standards