Ch08 Behavior Within Organizations Groups and Interpersonal Influence.docx

Chapter 08 Behavior Within Organizations: Groups and Interpersonal Influence, Organizations   True / False Questions   1. (p. 232) Groups and teams in organizations can alter the individual's motivations or needs.  TRUE     2. (p. 232-233) Most employees are members of a group based on their seniority in the organization.  FALSE   Rationale: Most employees are members of a group based on their positions in the organization.   3. (p. 232) Organizational behavior is merely the logical composite of the behavior of individuals.  FALSE   Rationale: Organizational behavior more than the logical composite of the behavior of individuals. It is also the behavior of groups that interact and the activities within groups.   4. (p. 233) Whenever individuals associate on a fairly continuous basis, groups tend to form.  TRUE   5. (p. 233) The task group, which is specified by the organization chart, consists of the subordinates who report directly to a given supervisor.  FALSE   Rationale: This is a description of a command group.   6. (p. 233) The authority relationship between a senior nurse and her subordinates exemplifies a task group.  FALSE   Rationale: The authority relationship between a senior nurse and her subordinates exemplifies a command group.   7. (p. 233) A task group consists of the employees who work together to complete a particular project.  TRUE     8. (p. 233) A team is a special type of task group.  TRUE     9. (p. 233) Friendship groups seldom extend their interaction and communication to off-the-job activities.  FALSE   Rationale: Friendship groups often extend their interaction and communication to off-the-job activities.   10. (p. 233) Employees often belong to multiple and overlapping groups.  TRUE     11. (p. 234) Formal groups are always more powerful than friendship groups.  FALSE   Rationale: In some organizations, friendship groups are more powerful than formal groups.   12. (p. 234) Interaction and communication among a group's members can serve as a buffer to management demands.  TRUE     13. (p. 234) The desire for need satisfaction can lead to group formation.  TRUE     14. (p. 234) Group support can help individuals adjust to the feeling of insecurity caused by corporate downsizing.  TRUE   15. (p. 234) Membership in a group with high prestige offers members a status not enjoyed by nonmembers.  TRUE     16. (p. 235) In many cases, groups form because individuals believe that they can derive greater economic benefits from their jobs if they organize.  TRUE     17. (p. 235) Identifying group goals is always easy or possible.  FALSE   Rationale: Identifying group goals is not always easy; perception, attitudes, personality and learning can distort goals.   18. (p. 235) Paying group members for individual performance always enhances performance.  FALSE   Rationale: Paying for individual performance can interfere with group productivity because it stresses self versus group.   19. (p. 235) Groups learn, just as individuals do.  TRUE    20. (p. 236) The Punctuated Equilibrium Model is less applicable to project teams and temporary groups than are other models.  FALSE   Rationale: The Punctuated Equilibrium Model is more applicable to project teams and temporary groups than are other models.   21. (p. 237) In most cases, status differences among positions create a hierarchical group structure.  TRUE     22. (p. 237) Assigned group status may have nothing to do with the formal status hierarchy.  TRUE     23. (p. 237) Status in informal groups can be based on anything relevant to the group.  TRUE     24. (p. 237) The set of expected behaviors associated with a position constitutes the role of that position's occupant.  TRUE   25. (p. 237) An individual's status in a group is never dependent on age or job seniority.  FALSE   Rationale: In some cases, a person is assigned status because of such factors as job seniority, age or ability.   26. (p. 237) Some groups never develop any type of structure.  FALSE   Rationale: Within any group, some type of structure evolves over time.   27. (p. 237) Status and position are so similar that the terms are often interchangeable.  TRUE     28. (p. 238) The expected behaviors of a role are generally agreed to by the occupant of the role, but not by members of the group.  FALSE   Rationale: The expected behaviors of a role are generally agreed to by the occupant of the role, as well as the members of the group.   29. (p. 238) When trying to assemble a high-performance group, managers must take into account both formal and informal norms.  TRUE    30. (p. 238) Norms are formed only with respect to things that have significance for the group.  TRUE     31. (p. 238) Both formal and informal groups may have a variety of norms, include dress norms.  TRUE     32. (p. 238) Norms may apply to only some group members.  TRUE     33. (p. 238) Groups have performance and resource allocation norms.  TRUE     34. (p. 238) Informal groups never have performance norms.  FALSE   Rationale: Even informal groups can have performance norms.   35. (p. 240) In formal groups, the leader can exercise legitimately sanctioned power.  TRUE     36. (p. 240) Blindly accepting group conformity can pose serious problems when trying to optimize performance in a work setting.  TRUE     37. (p. 241) Highly cohesive groups are more effective than non-cohesive groups.  FALSE   Rationale: This logic isn't supported by research evidence.   38. (p. 241) A group's degree of cohesiveness can have either positive or negative effects for the organization in which it exists.  TRUE     39. (p. 241) The goals of a group that is low in cohesiveness never agree with those of the formal organization in which it exists.  FALSE   Rationale: A group can be low in cohesiveness and yet have goals that agree with those of the formal organization.   40. (p. 241) Having an illusion of invulnerability leads group members to believe that they are invincible.  TRUE    41. (p. 241) Pressure toward group solidarity can distort individual members' judgments.  TRUE     42. (p. 242) When it comes to cohesiveness, more is always better.  FALSE   Rationale: When it comes to cohesiveness, more may not necessarily be better. Cohesive groups may redefine problems to mean preserving relations among group members instead of trying to make the best decision.   43. (p. 242) Some level of group cohesiveness is necessary for a group to tackle a problem.  TRUE     44. (p. 245) The use of teams has become increasingly popular in domestic organizations, but not in those located overseas.  FALSE   Rationale: The use of teams has become increasingly popular in all types of organizations, both on a domestic and foreign basis.   45. (p. 245) Problem solving is an activity that teams practice continuously.  TRUE     46. (p. 246) Microsoft uses virtual teaming in every aspect of its work.  TRUE   47. (p. 247) A general rule associated with the use of cross-functional teams is that the longer the duration, the less often team members rotate in and out.  FALSE   Rationale: The general rule is that the longer the duration, the more the team members rotate in and out.   48. (p. 247) Cross-functional teams do not run well without an established boss.  FALSE   Rationale: Many cross-functional teams run best without an established boss, as the team itself provides a basis for various individuals to exhibit leadership skills.   49. (p. 247) Cross-functional teams can take longer to develop than problem-solving teams.  TRUE     50. (p. 247) A skunk works will be shielded from barriers or bureaucratic obstacles by the larger organization of which it is a part.  TRUE     51. (p. 249) A product development group that consists only of marketers or engineers is more likely to succeed than a group that consists of both marketers and engineers.  FALSE   Rationale: A product development group that consists only of marketers or engineers is less likely to succeed than groups that consist of both marketers and engineers.   52. (p. 250) While some research studies have reported that heterogeneous groups outperformed less diverse groups, other studies have found the opposite effect.  TRUE     53. (p. 253) Team leaders who display too much of an autocratic leadership style may actually undermine team productivity.  TRUE     54. (p. 253) Teams are often able to perform miracles all on their own.  FALSE   Rationale: Teams are incapable of performing miracles on their own; they need the nurturing and support of management.   55. (p. 253) Trust takes a long time to build, but can be jeopardized by a single careless action.  TRUE     56. (p. 254) To manage themselves, teams need information that was once the exclusive domain of management.  TRUE   57. (p. 254) Teams never evolve to the point that the team's knowledge about operations is greater than management's.  FALSE   Rationale: As teams evolve, the point is eventually reached where team knowledge of certain facets of operations is as great or greater, than management's.   58. (p. 254) Teams can take years to mature to a level commensurate with the responsibilities they must take on.  TRUE     59. (p. 255) A role may include attitudes and values, as well as specific kinds of behavior.  TRUE     60. (p. 255) Whether they are formally or informally established, status hierarchies are an integral part of every organization.  TRUE     61. (p. 256) Multiple roles refer to different role, while role set refers to the different expectations associated with one role.  TRUE     62. (p. 256) Intrarole conflict occurs because individuals simultaneously perform many roles, some with conflicting expectations.  FALSE   Rationale: Interrole conflict occurs because individuals simultaneously perform many roles, some with conflicting expectations.     Multiple Choice Questions   63. (p. 233) The objectives of ____________________ groups are not related to those of the organization.  A. Interest B. Command C. Task D. All of the choices are correct     64. (p. 233) All of the following are types of groups except:  A. Command B. Interest C. Security D. Friendship     65. (p. 233) Groups created by managerial decision to accomplish stated goals of the organization are called ____________________ groups.  A. Formal B. Interest C. Task D. Command   66. (p. 233) A group of employees who get together to present a grievance to management are part of a(n) ____________________ group.  A. Command B. Task C. Friendship D. Interest     67. (p. 234) The gregariousness of people stimulates their need for ____________________.  A. Responsibility B. Esteem C. Affiliation D. Status     68. (p. 235) Space station crews need to be trained in ____________________ skills.  A. Interpersonal B. Emotional support C. Group interaction D. All of the choices are correct     69. (p. 236) During the ____________________ stage, group members are trying out behaviors, testing their position and asking others questions.  A. Forming B. Storming C. Norming D. Performing   70. (p. 236) The first phase of the punctuated equilibrium model (PEM) takes about ____________________ of a group's cycle.  A. 90 percent B. Three-quarters C. Half D. One-quarter     71. (p. 236) The five-stage model explains the group development process in terms of a ____________________ cycle.  A. Life B. Growth C. Maturity D. Development     72. (p. 236) The punctuated equilibrium model (PEM) presents group development as a ____________________ concept.  A. Single-phase B. Two-phase C. Three-phase D. Recycling     73. (p. 236) The ____________________ stage is characterized by arguing, debating, experimenting with roles, advice offered by other members and attempts to move into leadership roles.  A. Forming B. Storming C. Norming D. Performing   74. (p. 236) Progressing along the five-stage cycle of group development takes approximately ____________________.  A. One month B. Three months C. Twelve months D. There is no set time limit     75. (p. 239) Which of the following statements is an example of a negative norm?  A. In our company, people always try to improve B. There's no point in trying harder; nobody else does C. Around here, people are good listeners D. It's a tradition here for people to stand up for the company when it is criticized unfairly     76. (p. 240) All of the following statements about informal group leaders are correct except:  A. The leader has his/her own set of values B. The leader enables members to satisfy needs C. The leader is chosen by group members to represent their viewpoint when interacting with other group leaders D. The leader is a facilitator of group conflict     77. (p. 240) Whether in charge of a formal or informal group, the leader must be both ____________________.  A. Closed and systematic B. Open and bureaucratic C. Closed and authoritarian D. Open and authoritarian   78. (p. 240) A cohesive group involves individuals who are ____________________ one another.  A. In close proximity to B. Attracted to C. Motivated by D. Co-dependent on     79. (p. 242) Which of the following groups would be the most susceptible to groupthink?  A. A formal group B. A leaderless group C. A cohesive group D. An informal group     80. (p. 243) All of the following are symptoms of defective decision making except:  A. Direct pressure on dissenters B. Incomplete survey of alternatives C. Failure to examine risks of preferred choice D. Poor information search     81. (p. 244) When individuals shirk or contribute less than their optimal ____________________, there exists a social loafing effect.  A. Ideas B. Intelligence C. Effort D. Cooperation   82. (p. 245) All teams exist to ____________________.  A. Support management B. Reduce interpersonal tension C. Solve problems D. Facilitate communication     83. (p. 245) The text identifies all of the following as benefits of using virtual teams except:  A. Increased customer responsiveness B. Decreased travel expenses C. Decreased product cycle times D. Reduced wages     84. (p. 246) If all members of a group need to receive the same information quickly, then ____________________ is the best communication choice.  A. Data sharing B. A phone call C. A group email D. The company newsletter     85. (p. 246) If all members of a group need to receive training, then ____________________ is the best communication choice.  A. A Web conference B. A conference call C. A group email D. The company newsletter     86. (p. 246) For a virtual teamwork arrangement to be success, all of the following factors must be considered except:  A. The technology B. Selection of team members C. The trust between team members D. The cost savings of working from home versus driving to work     87. (p. 247) Teams that are composed of individuals from different departments or work areas who come together on a task or project basis are called ____________________ teams.  A. Cross-department B. Organizational C. Functional D. Cross-functional     88. (p. 247) A self-directed work team usually consists of ____________________ individuals.  A. 1 to 5 B. 3 to 10 C. 10 to 15 D. 10 to 25     89. (p. 247) IBM's first profitable PC was the product of a ____________________ initiative.  A. Cross-functional team B. Skunk works C. Self-directed work team D. Outsourcing   90. (p. 248) Typically, a self-directed work team has control over all of the following except:  A. Termination of non-productive employees B. Choice of operating procedures C. Allocation of resources D. Assignment of work to be performed     91. (p. 248) When conducting an environmental analysis, an organization should ask if self-directed work teams are consistent with all of the following except:  A. The practices of primary competitors B. The organization's business requirements, values and goals C. The organization's competencies D. The culture in which the organization is operating     92. (p. 249) Which of the following is not one of the categories of complementary skills that teams bring together?  A. Technical or functional expertise B. Problem-solving and decision-making skills C. Interpersonal skills D. Creativity     93. (p. 249) Teams must possess all of the problem-solving and decision-making skills that follow except:  A. The ability to identify problems and opportunities B. The ability to identify feasible alternatives and trade-offs C. The ability to make decisions that lead to optimum results D. The ability to quickly change the makeup of the team     94. (p. 250) The use of teams provides the best of both worlds: long-term vision coupled with greater flexibility for quicker ____________________.  A. Short-term decisions B. Long-term decisions C. Organization flattening D. Product development     95. (p. 250) In studying 92 work groups in a field research study, Jehn and associates defined the concept of diversity as being comprised as all of the following types except:  A. Information diversity B. Social category diversity C. Value diversity D. Technical skill diversity     96. (p. 252) When team members perform both technical and administrative functions, they gain the commitment, experience and skills required to improve the interface between ____________________.  A. Each other B. The two functions C. Themselves and other groups D. Manual data input and computer technology     97. (p. 255) Work teams can either succeed or fail, based on the amount, intensity and duration of the ____________________ they receive.  A. Socialization B. Training C. Funding D. Transition time   98. (p. 256) ____________________ conflict occurs when different individuals define a role according to different sets of expectations, making it impossible for the person occupaying the role to satisfy all of them.  A. Person-role B. Intrarole C. Interrole     Fill in the Blank Questions   99. (p. 232) A ____________________ is defined as two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.  group     100. (p. 233) The demands and processes of organizations lead to the formation of two types of formal groups: command and ____________________.  task     101. (p. 233) Informal interest and friendship groups satisfy a basic human need for ____________________.  association     102. (p. 240) A good leader must play social, spanning and ____________________ roles.  organizing     103. (p. 240) ____________________ is a force acting on the members to remain in a group that is greater than the forces pulling the members away from the group.  Cohesiveness   104. (p. 241) Janis defines ____________________ as the "deterioration of mental efficiency, reality testing and moral judgment" in the interest of group solidarity.  groupthink     105. (p. 245) A ____________________ team relies on interactive technology to work together when separated by physical distance.  virtual     106. (p. 255) ____________________ refers to the expected behavior patterns attributed to a particular position in an organization.  Role       Short Answer Questions   107. (p. 233) "A natural grouping of people who come together in response to social needs" is the definition of what type of group?  An informal group.     108. (p. 233-234) Why should managers make an effort to become aware of and try to influence friendship groups?  So that they can direct the group's efforts toward organizational goals.     109. (p. 236) List the five stages of the group development process.  Forming, storming, norming, performing and adjourning.     110. (p. 237) On what kinds of factors are group members differentiated?  Group members are differentiated by such things as expertise, aggressiveness, power and status. Other factors may also be correct, such as previous group positions held.   111. (p. 244) What does the Ringelmann effect describe?  The inverse relationship between the size of a group or team and the magnitude of the members' individual contribution to completion of a task.     112. (p. 245) Teams tend to fall into one of five categories, based on their duration and objectives. Name them.  Problem solving, virtual, cross-functional, skunk works and self-directed work teams.     113. (p. 247) What is a skunk works?  A skunk works is a small team of engineers, technicians and designers (specialists) who are placed on a team that has the goal of developing innovative new products.     Essay Questions   114. (p. 236) What happens during the first and last phases of the three-phase punctuated equilibrium model of group development?  During the first phase, groups define tasks, establish goals and consider various ways to execute plans. During the last phase, there is a "last ditch" push to complete the project on a positive note.     115. (p. 240) Name three things that can make a group attractive to an individual.  Any three of the following: 1. The goals of the group and the members are compatible and clearly specified. 2. The group has a charismatic leader. 3. The reputation of the group indicates that it successfully accomplishes its tasks. 4. The group is small enough to permit members to have their opinions heard and evaluated by others. 5. The members band together to support each other and to overcome obstacles and barriers to personal growth and development.     116. (p. 248) List at least four reasons that organizations may choose to increase the use of teams, especially those that are self-directed.  Any four of the following: enhanced productivity, flattening of the organization, need for flexibility and quicker decisions, workforce diversity, improved quality and increased customer satisfaction.     117. (p. N/A) Identify a group to which you belong. Explain why you joined the group, what personal benefits you expected to receive through membership and whether or not you have received those benefits.  Student answers will vary.     118. (p. 249) List at least three interpersonal skills that facilitate effective communication and constructive conflict in a team environment.  Any three of the following: risk taking, helpful criticism, objectivity, active listening, giving the benefit of the doubt, support, recognizing the interest and achievement of others.     119. (p. 252) What are the four questions that organizations should ask before placing employees into teams?  (1) Can the work be performed better by more than one individual? (2) Does the work lend itself to a common set of goals for the members in a team? (3) Are members of the team interdependent? (4) Do members have the appropriate skill mix to excel?     120. (p. 256) Most of us perform multiple roles. Identify some of the roles that you currently occupy. Which of these roles, if any, overlap?  Student answers will vary.