When working on a disjunctive task the potential performance of a group depends on the performance of its best member.
Difficulty: 2
Page Reference: 234
Skill: Applied
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
152) “One weak link in the chain” severely damages a group's performance on a(n) conjunctive task.
Difficulty: 2
Page Reference: 234
Skill: Recall
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
153) Expectations that social units have regarding the behaviour of others are called norms.
Difficulty: 1
Page Reference: 235
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
154) Roles are positions in a group that have attached to them a set of expected behaviours.
Difficulty: 1
Page Reference: 236
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
155) Jim's boss tells him to do one thing one minute and the opposite thing the next minute. Jim is experiencing intrasender role conflict.
Difficulty: 2
Page Reference: 238
Skill: Applied
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
156) The controller tells Tina to do one thing and the firm's legal counsel tells her to do the opposite. Tina is experiencing intersender role conflict.
Difficulty: 2
Page Reference: 238
Skill: Applied
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
157) Jason had trouble balancing the demands of work with the needs of his family. Jason is experiencing interrole conflict.
Difficulty: 2
Page Reference: 238
Skill: Applied
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
158) Stanley decided that he just didn't have the right personality for sales. In terms of role dynamics, Stanley is experiencing person-role conflict.
Difficulty: 2
Page Reference: 238
Skill: Applied
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
159) One's rank or social position in a group is called status.
Difficulty: 1
Page Reference: 239
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
160) Self-managed work teams provide their members with the opportunity to do challenging work under reduced supervision.
Difficulty: 1
Page Reference: 245
Skill: Recall
Objective: 7.7 Discuss how to design and support “self-managed teams.”
161) For a(n) additive task, the potential performance of the group equals the sum of the individual members' performances.
Difficulty: 1
Page Reference: 233
Skill: Recall
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
162) Conventional highly specialized roles generally disappear in effective self-managed work groups.
Difficulty: 2
Page Reference: 246
Skill: Recall
Objective: 7.7 Discuss how to design and support “self-managed teams.”
163) Role ambiguity occurs when job goals or the method of performing one's job is unclear.
Difficulty: 1
Page Reference: 237
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
164) By definition, a group has at least two members.
Difficulty: 1
Page Reference: 230
Skill: Recall
Objective: 7.1 Define “groups” and distinguish between “formal” and “informal groups.”
165) Groups that are especially attractive to their members are labelled cohesive groups.
Difficulty: 1
Page Reference: 240
Skill: Recall
Objective: 7.5 Discuss the causes and consequences of “group cohesiveness.”
166) By definition, incompatible role expectations cause role conflict.
Difficulty: 1
Page Reference: 238
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
167) Virtual teams are often cross-functional in nature.
Difficulty: 1
Page Reference: 250
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
168) Competition, success, small size, and a tough initiation are part of the recipe for forming a(n) cohesive group.
Difficulty: 1
Page Reference: 240
Skill: Applied
Objective: 7.5 Discuss the causes and consequences of “group cohesiveness.”
169) The term for a team composed of individuals from several different departments is a cross-functional team.
Difficulty: 1
Page Reference: 248
Skill: Recall
Objective: 7.8 Explain the logic behind “cross-functional teams” and describe how they can operate effectively
170) Actual group performance equals potential performance minus process losses.
Difficulty: 2
Page Reference: 234
Skill: Recall
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
171) Virtual teams are work groups that use technology to communicate and collaborate across time, space, and organizational boundaries.
Difficulty: 1
Page Reference: 250
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
172) Along with their reliance on computer and electronic technology, the primary feature of a virtual team is the lack of face-to-face contact between team members due to geographic dispersion.
Difficulty: 1
Page Reference: 250
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
173) When recruiting members for virtual teams, it is important to find people with good interpersonal skills, not just technical expertise.
Difficulty: 2
Page Reference: 253
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
174) Superordinate goals are attractive outcomes that can only be achieved by collaboration.
Difficulty: 1
Page Reference: 249
Skill: Recall
Objective: 7.8 Explain the logic behind “cross-functional teams” and describe how they can operate effectively.
175) Cross-functional team leaders need especially strong people skills in addition to task expertise.
Difficulty: 2
Page Reference: 250
Skill: Recall
Objective: 7.8 Explain the logic behind “cross-functional teams” and describe how they can operate effectively.
176) Group structure refers to the characteristics of the stable social organization of a group.
Difficulty: 1
Page Reference: 233
Skill: Recall
Objective: 7.1 Define “groups” and distinguish between “formal” and “informal groups.”
177) The most basic structural characteristics along which groups vary are size and member diversity.
Difficulty: 2
Page Reference: 233
Skill: Recall
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
178) Diverse groups have a more difficult time communicating effectively and becoming cohesive.
Difficulty: 2
Page Reference: 235
Skill: Recall
Objective: 7.3 Explain how group size and member diversity influence what occurs in groups.
179) Social loafing is a motivation problem.
Difficulty: 3
Page Reference: 244
Skill: Recall
Objective: 7.6 Explain the dynamics of “social loafing.”
180) Managers are most likely to develop norms regarding the performance and attendance of employees.
Difficulty: 2
Page Reference: 235
Skill: Recall
Objective: 7.4 Review how “norms,” “roles,” and “status” affect social interaction.
181) In the free rider effect, people lower their effort to get a free ride at the expense of their fellow group members.
Difficulty: 1
Page Reference: 244
Skill: Recall
Objective: 7.6 Explain the dynamics of “social loafing.”
182) In the sucker effect, people lower their effort because of the feeling that others are free riding, that is, they are trying to restore equity in the group.
Difficulty: 1
Page Reference: 244
Skill: Recall
Objective: 7.6 Explain the dynamics of “social loafing.”
183) Superordinate are attractive outcomes that can only be achieved by collaboration.
Difficulty: 1
Page Reference: 249
Skill: Recall
Objective: 7.8 Explain the logic behind “cross-functional teams” and describe how they can operate effectively.
184) Compared to face-to-face teams, virtual teams engage in a lower volume of information sharing.
Difficulty: 3
Page Reference: 253
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
185) Compared to face-to-face teams, virtual teams are more likely to share unique information which was not known by other team members.
Difficulty: 3
Page Reference: 253
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
186) The uniqueness advantage is associated with virtual teams.
Difficulty: 3
Page Reference: 253
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
187) Social loafing is a motivation problem.
Difficulty: 3
Page Reference: 244
Skill: Recall
Objective: 7.6 Explain the dynamics of “social loafing.”
188) Virtual teams can allow for a better work-life balance.
Difficulty: 3
Page Reference: 251
Skill: Recall
Objective: 7.9 Understand “virtual teams” and what makes them effective.
189) Gary Lee is the supervisor of the sheet metal shop at Kaptser Enterprises. He is known for his friendly, easygoing manner and mild temperament. Recently, he was asked by his boss to introduce several new policies designed to tighten-up break times and reduce unnecessary overtime. Gary has always considered himself to be a friend as well as a supervisor to his employees. In fact he often socializes with them just as he did before he was promoted to supervisor. Now his boss wants him to start adopting a tougher, more controlling leadership style. His workers, on the other hand, want Gary to “cut them some slack” and give them more freedom in their duties. Discuss the three types of role conflict which Gary is experiencing.
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