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1. Individuals make good decisions much quicker than teams do.

True
False

A.
B.

2.

Teams make the best decisions when

A.
Leaders are autocratic
B. Team members who dont know anything keep quiet
C.
Decisions are made by consensus
D.
Team members listen carefully

3. Group members are dependent on one another, while team members are independent of one another.
True
False

A.
B.

4.

Healthy conflict is a key building block of an effective team.

5.

The second stage of team formation and develop is

6.

Listening is a critical behavior in consensus building

True
False

A.
B.

Performing
Storming
Forming
Norming

A.
B.
C.
D.

True
False

A.
B.

7. No group ever becomes a team unless it can hold itself accountable as a team.
True
False

A.
B.

8.
A.
B.
C.
D.

Which of the following is not a Team Maintenance Role?


Encouraging
Compromising
Harmonizing
Information Giving

9. Effective team behavior is always more encouraging than challenging of new ideas.
True
False

A.
B.

10. Teams operate most effectively when leadership is formally established and recognized.
True
False

A.
B.

ANSWERS

ABBABAADBB

Question 1
Which of these is not a key feature of a team?

a) Mutual independence
b) Mutual purpose
c) Shared responsibility
d) Working in the same department that is called a team
Question 2
What is social loafing?

a) A process where individuals in teams work less hard than they


would individually.
b) A process where individuals work harder when they are in
teams.
c) When someone hangs around with others and enjoys the
camaraderie of being part of a team.
d) Team building activities
Question 3
Which of the following is a particular benefit of teamwork to the
organization asa whole, rather than the individual?

a) Transfer of skills and technical expertise


b) Learning skills from others
c) Job enrichment
d) Increased motivation

Question 4
According to Katzenbach and Smith (1993), why is a high performance
team hard to achieve?

a) People are motivated by their own careers.


b) People are on different pay scales.
c) It involves higher levels of trust and commitment.
d) High achievers get promoted out of the team.
Question 5
In the Belbin Team Role a Shaper is:

a) Outgoing, enthusiastic, communicative. Explores opportunities


and develops contacts
b) Single-minded, self-starting, dedicated. Provides knowledge
and skills in rare supply
c) Creative, imaginative, free-thinking. Generates ideas and
solves difficult problems
d) Challenging, dynamic, thrives on pressure. Has the drive and
courage to overcome obstacles
Question 6
In the Belbin Team Role someone who is creative, imaginative, freethinking. Generates ideas and solves difficult problems is a:

a) Plant
b) Implementer
c) Specialist

d) Resource Investigator
Question 7
What is it to be de-individualized? ) Adams
and Hogg, 2003)

a) Dehumanization that occurs by being part of a team


b) A person who is not allowed a personality
c) Transformed thinking and the feeling to feel psychologically
intertwined with the group
d) Made to do the same as everyone else
Question 8
Tuckman's stages of team formation go in what order?

a) Norming, storming, forming, performing, adjourning


b) Forming, storming, norming, performing, adjourning
c) Founding, storming, norming, performing, adjourning
d) Forming, staining, norming, performing, adjourning
Question 9
What is groupthink?

a) Negotiation a solution as part of the group


b) Learning to compromise to fit within the group
c) A meeting where everyone shares their ideas
d) Social pressure put on individuals to think in a particular way

Question 10
Why, according to Barker (1993) and Sewell (1998), can teamwork
increase management control?

a) Team members monitor and control each other's actions.


b) People within the team compete with each other for
management's favour.
c) People can share more information and knowledge so
individual skill diminishes.
d) Creating high performance teams increases managements
control.
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Question 1
Which of these is not a key feature of a team?
Correct answer:
d) Working in the same department that is called a team
Feedback:
Whilst people who do the same role or work in the same department
which has the title of being a team might share commonality, this does
not necessarily mean they work together for the same purpose. A team is
seen as having a more specific purpose and function.
Page reference: 159
Question 2
What is social loafing?
Correct answer:

a) A process where individuals in teams work less hard than they would
individually.
Feedback:
Developed by Bibb Latan and colleagues (Harkins et al., 1980; Latan et
al., 1979)social loafing theory suggests that people work harder
individually than when they are part of a group. They did various
experiments such as getting people to clap or pull agricultural equipment
and found that the amount an individual produced on their own was up to
twice what they would achieve when in a large group. Individuals,
unconsciously, they concluded, feel less responsibility in a group than
they do individually.
Page reference: 166
Question 3
Which of the following is a particular benefit of teamwork to the
organization asa whole, rather than the individual?
Correct answer:
a) Transfer of skills and technical expertise
Feedback:
Whilst sharing problems and not feeling personally responsible might be
seen as beneficial to an individual, it is not one that is good for personal
growth or the effectiveness of the organization. There are many personal
benefits that come with being part of a team which are listed on page
165.
Page reference: 165
Question 4
According to Katzenbach and Smith (1993), why is a high performance
team hard to achieve?

Correct answer:
c) It involves higher levels of trust and commitment.
Feedback:
High performance teams are very difficult to achieve because they
involve higher levels of trust, commitment, honesty, openness, and a
shared sense of purpose. This is very difficult to achieve because it
involves vulnerability and what they call a 'leap of faith'. For many teams
this is too big a challenge and therefore they remain an ineffective
working group..
Page reference: 168
Question 5
In the Belbin Team Role a Shaper is:
Correct answer:
d) Challenging, dynamic, thrives on pressure. Has the drive and courage
to overcome obstacles
Feedback:
The Shaper is challenging, dynamic, thrives on pressure and is also prone
to provocation; they may offend people's feelings.
Page reference: 173
Question 6
In the Belbin Team Role someone who is creative, imaginative, freethinking. Generates ideas and solves difficult problems is a:
Your answer:
a) Plant
Feedback:

The Plant's allowable weaknesses is that they ignore incidentals and are
too preoccupied to communicate effectively.
Page reference: 173
Question 7
What is it to be de-individualized? ) Adams
and Hogg, 2003)
Correct answer:
c) Transformed thinking and the feeling to feel psychologically intertwined
with the group
Feedback:
From social identity theory to be de-individualized is to feel
'psychologically intertwined with the group's fate' (Mael and Ashforth,
1995: 310).
Page reference: 176
Question 8
Tuckman's stages of team formation go in what order?
Correct answer:
b) Forming, storming, norming, performing, adjourning
Feedback:
Tuckman argued that a team goes through 5 stages: forming, storming,
norming, performing, adjourning.
Page reference: 178
Question 9
What is groupthink?

Correct answer:
d) Social pressure put on individuals to think in a particular way
Feedback:
Identified by Janis, groupthink occurs when powerful social pressures are
put on group members to think in a particular way.
Page reference: 184
Question 10
Why, according to Barker (1993) and Sewell (1998), can teamwork
increase management control?
Your answer:
a) Team members monitor and control each other's actions.
Feedback:
Barker (1993) and Sewell (1998) state that whilst on the surface
teamwork can seem as though managers have less control in fact it shifts
responsibility to the team, who then take collective responsibility and
watch and monitor each other. This therefore indirectly increases
managers' control.

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