BUS 380 QUIZ 1

Question 1

For tactical teams to be successful, there must be ________ and ________.

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a high degree of task clarity;   unambiguous role definition


the freedom to innovate; the ability   to question assumptions


ambiguous problems; limited emphasis   on formal organizational structures


the ability to think out of the box;   the ability to work remotely

Question 2

The dominant feature of tactical teams is ________; the dominant feature of problem-solving teams is ________; the dominant feature of creative teams is ________.


clarity; trust; autonomy


trust; clarity; autonomy


expertise; training; communication


training; expertise; communication

Question 3

The misattribution error is the tendency for managers to attribute the causes of team failure to forces beyond their personal control. According to that definition, which of the following is a misattribution error? Blaming an unsuccessful outcome on:


lack of knowledge.


the competitive   environment/marketplace.


lack of preparation.


low motivation.

Question 4

Unless companies and managers take the time to understand the different work and value systems of different generations of workers, multigenerational teams will work under frustrating conditions. Values that should be considered when composing a team of different generational members include the importance of family, team versus individual orientation, achievement orientation and:


the person’s negotiation skills.


the number of contacts the person has   in their social network.


how well the person understands the   corporate culture of the team.


the person’s need for feedback,   attention, and coaching.

Question 5

With regard to the question of team size (i.e., how big the team should be), all of the following are true EXCEPT:


larger teams are more cohesive, and   want to stay together.


it is wise to compose teams using the   smallest number of people who can do the task.


managers tend to make teams too   large.


most of the time, teams should be   fewer than 10 members

Question 6

To be successful in the long run, teams need ongoing resources and support, information, education, and:


competition amongst team members and   an unaligned incentive structure.


goals and good communication skills.


regular team building retreats.


an authoritarian manager.

Question 7

Managers frequently fault the wrong causes for team failure. Often, what is the real key causal factor in underperforming teams?


The difficult personalities on the   team


The manager’s talent acquiring team   resources


External, uncontrollable forces, such   as market competition


Faulty team design

Question 8

With regard to the disadvantages of self-directing teams, all of the following are true EXCEPT:


the team can suffer from   marginalization and struggle with team legitimacy.


teams of this type can be very costly   to build.


the team can suffer from conforming   too much to team leaders.


it is difficult to monitor the team’s   progress.

Question 9

In contrast to a team, a working group differs from a team because:


the working team relies on their   manager’s social network for success.


the working team members have   collective responsibilities and rewards for their production outcome.


the working team members are not   interdependent and are not working toward a shared goal.


the working group members are   interdependent.

Question 10

One of the most frustrating aspects of teamwork is:


sustaining high motivation.


ineffective leadership.


not being able to select one’s   preferred team members.


a high level of turnover.

Question 11

A cardiac surgery team is an example of a ________ team; the Sandia Nuclear Weapons laboratory team is an example of a ________ team.


tactical; creative


problem-solving; creative


tactical; problem-solving


problem-solving; tactical

Question 12

A team where a manager or a leader determines the overall purpose or goal of the team, but team members are at liberty to manage the means by which they meet that goal is called a:


self-managing team.


manager-lead team.


self-governing team.


self-directing team.

Question 13

According to research, what is the best advice regarding team size?


Teams should generally increase in   size up to a maximum of 14 people.


Teams should generally have fewer   than 10 members – with an optimal size of 5-6 people.


Teams should generally decrease in   size down to a maximum of 3 people.


Teams should not be limited in size.

Question 14

For team coaching to be effective, several conditions need to be present. Which of the following is one of those conditions?


The organization constrains and strictly   controls the performance processes essential for team success.


The team is formed haphazardly and   has sparse support within the organization.


Team expertise, engagement, and   method of execution are unconstrained by task or organizational requirements.


Coaching interventions are required   to be introduced and incorporated from the start of the team interaction.

Question 15

A situational example of team coaching is a:


manager personally coordinates the   work of their team.


manager negotiates the acquisition of   resources for their team.


product team holds a meeting to   discuss product messaging and brand before a new product is announced in the   press.


team discusses a competitor’s brand   strategy.

Question 16

As group size increases, ________ also increases in a negatively accelerating fashion, such that each additional person who agrees with the majority has ________ overall influence.


interpersonal congruence; more


conflict; equal amounts of


interdependence; more


conformity; less

Question 17

Teams whose members share egalitarian values, or a desire to create a shared sense of members, develop ________ interdependent task approaches. In contrast, teams whose members hold meritocratic values, or are motivated to demonstrate their unique abilities to other group members, develop ________ interdependent task approaches.


low; high


early; late


high; low


late; early

Question 18

High levels of task interdependence, which require frequent interactions among group members to obtain resources, can:


make the team less tolerant of   project errors.


decrease team cohesion.


enhance performance productivity.


be slower to generate problem   solutions.

Question 19

Two key types of chronic goals are ________, in which a person attempts to achieve desired positive outcomes and ________, in which a person attempts to avoid negative outcomes.


tactical goals; crisis goals


promotion goals; prevention goals


self-managing goals; structural   adaptation goals


performance-prove goals; faultline   goals

Question 20

In a diverse team, a “faultline” refers to cases in which:


a homogenous group does not allow a   diverse member to join the group.


group members make more extreme   judgments of demographically dissimilar group members than is actually   warranted.


a team tends to find fault or blame   in the other team members rather than their own behavior.


group members fall into two highly   visible, moderate, non-overlapping subgroups usually based on demographic   characteristics (such as male vice-presidents and female clerical workers).

Question 21

Which of the following can be a drawback of “backing up” behavior?


Task motivation increases.


Pooled interdependence


Team member neglects his or her own   task work.


Task work capacity increases in   subsequent tasks.

Question 22

Leaders consistently struggle with the question of how many people to put on a team. Which of the following best describes the team scaling fallacy?


Adding more members of a team   increases productivity but also increases the expense of the team relative to   the gains on the project.


Team productivity is always more   innovative and productive than the sum of its members working as individuals.


As team size increases, people   increasingly underestimate the number of labor hours required to complete   projects.


A team’s ability to adapt their   strategy in the face of change and upheaval.

Question 23

To perform effectively, teams need to adapt their roles when faced with conflict. With respect to team goal orientation, which orientation type is the most adaptable when goals shift and change?


High-learning orientation


High-service orientation


High-training orientation


High-performance orientation

Question 24

Diversity in learning and performance orientation decreases team performance; but if teams engage in ________, the negative effects of diversity can be counteracted.


deciding who is in charge


talk about how they work as a team


experimentation with failure


increasing group size

Question 25

A situational example of a script is:


a new team member doesn’t have enough   time to complete all the tasks assigned to him or her that day.


two team members go to lunch with a   client. The team members have rehearsed who will bring up what   business-appropriate subjects to the client.


two team members work on the pacing   and wording of their presentation to a client.


a new team member demonstrates some   of his or her unique work skills to an established team member.

Question 26

In terms of leadership selection, an investigation of team performance showed that teams with ________ leaders performed better on all organizational decision-making tasks than did teams whose leaders were ________.


team-selected; top-management   selected


randomly selected; systematically   selected


quickly selected; slowly selected


passive; aggressive

Question 27

The question of how one leads others who are supposed to lead themselves is the essence of the team paradox encountered by leaders of self-managing and self-directing teams. When a team leader encounters the challenge posed by this paradox, which of the following reactions is most common/likely by the leader?


Resistance to change, role conflict,   and the unwillingness to relinquish power


Hiring more people to join the team   and share the work


Restructuring the tasks performed by   the team to make them more rewarding


A willingness to relinquish power,   embracing change, and a relaxing of the rules/norms used to reinforce the   leader’s authority

Question 28

The leadership paradox is best stated as the fact that:


leaders must pay attention to   cognition (rationality) and emotion (intuition) when making decisions.


teams usually need leaders, but the   very presence of a leader threatens the autonomy of a team.


leaders often change their mind   immediately after having made a decision.


leaders often know what to do, but   are reluctant to share that knowledge with their team

Question 29

What is one way to enhance the quality of Leader-Member Exchanges (LMX) between leaders and their employees and increase team performance?


A leader keeps out of his or her   employees’ way, and focuses on tracking the financial gains of the team’s   performance.


Unethical leadership practices


A leader invests in building their   external network of business contacts.


A manager invests in their employees’   skills, and empowers them to grow and learn.

Question 30

Leaders have a different point of view from those who strictly manage employees. A manager’s main concerns with a team are: ________, whereas a leader’s main concerns with a team are: ________.


understanding the underlying forces   working in an organization; meeting budget and sales goals


selecting talent, motivating   employees, coaching team members; scheduling work, processes, budgeting


evaluating employees, planning for   changes to the project schedule; building trust and positive relationships   within the team, initiating actions to make the team and work environment   better


shape goals, coordinate team efforts,   and energize team members; maintain project procedures, gain approvals from   senior management, find project investors

Question 31

Transformational leadership can have a dark side and under some conditions, charismatic leaders can promote disenchantment among team members. The tendency for team members to draw sinister conclusions about a leader’s behavior is best termed:


the leader-member influence exchange.


the hypocrisy attribution dynamic.


the leader-team perceptual distance.


a mood-contagion.

Question 32

Transformational leadership is based on a leader’s________; transactional leadership is based on a leader’s ________.


active engagement with a team through   highly visible behaviors; passive engagement with a team via laissez-faire behaviors


power to reinforce team members for   their successful completion of a task; ability to motivate their teams to   work toward goals that go beyond immediate self-interest


passive engagement with a team   via laissez-faire behaviors; active engagement with a team   through highly visible behaviors


ability to motivate their teams to   work toward goals that go beyond immediate self-interest; power to reinforce   team members for their successful completion of a task

Question 33

With respect to leadership, ________ refers to the extent to which a leader expects his or her subordinates to acknowledge a formal power relationship and therefore, be more obedient and accepting of the leaders’ influence.


participative management


fundamental attribution error


the leadership paradox


power distance

Question 34

There is overwhelming evidence that environmental and situational factors strongly affect leadership. Of the following, which is the best example of one of those situational factors?


Positive personality


Seating arrangements


Pragmatism about solutions


Diversity of network contacts

Question 35

The romanticized conception of leadership is that leaders have the ability to control and influence the fates of their organizations and people. Why do so many people believe that fixed traits, such as intelligence and personality, can predict those persons who will be good leaders?


This leader-team perceptual distance   mindset is mainly due to the more disconnect between what the leader sees and   what the team sees.


This psychological contract bias is   due to a person’s belief in mutual obligations between the leader and another   party, such as an employee.


This hypocrisy attribution dynamic is   due to the tendency for team members to draw sinister conclusions about a   leader’s behavior.


This fundamental attribution error is   due to people’s tendency to overemphasize the impact of a stable personality   and dispositional traits, and to underemphasize the impact of a given   situation on a person’s behavior.

Question 36

The following are key determinants that can lead to the growth of close, trusting relationships between leaders and their teams EXCEPT:


a subordinates’ similarity to the   leader.


demonstrated competence and   performance.


diversity of team members.


team member extraversion.

Question 37

Environmental conditions, such as change, uncertainty, and risk, affect how people perceive leaders. Under conditions of uncertainty, people with high and stable self-esteem show a stronger preference for ________ leadership, but people with low and unstable self-esteem prefer ________ leadership.


extrinsically motivated;   intrinsically motivated


democratic; autocratic


task-oriented; relationship-oriented


directive style of; participative   style of

Question 38

Organizational involvement may involve top-management teams (TMT). One advantage of TMT with regard to participative management is:


TMT, as opposed to individuals, are   more likely to represent the wide range of interests of people in the   organization.


by involving people at the lowest   levels of the organization, they learn how to maximize the organization’s   goals.


by restructuring the tasks performed   by employees to make them more rewarding, people are more engaged.


by moving away from commitment and   toward bureaucracy, the hierarchy of leadership is concentrated at the top of   the organization.

Question 39

Among the characteristics of “ideal members” of teams and relationships the trait of ________ is the most important attribute for all interdependent relationships.









Question 40

Group identity refers to the extent to which people feel their group membership is an important part of who they are. Relational identity refers to ________; collective identity refers to ________.


having a relationship with a   particular person; being a member of a particular group


being a member of a particular group;   having a relationship with a particular person


the emotional aspect of identity; the   cognitive aspect of identity


the cognitive aspect of identity; the   emotional aspect of identity

Question 41

The average lifespan of a team is approximately:


24 months.


12 months.


6 months.


36 months.

Question 42

A team member who has a strong sense of group identity would behave in which of the following ways?


The team member emotionally distances   themselves from their group.


The team member shows emotions of   confidence, shares their opinions, thinks independently from their group, and   pushes the team to change their behavior and beliefs.


The team member feels particularly   stressed when their attitudes differ from those of their group members and   they avoid attempting to change the behavior of the group.


The team member openly judges their   own group to have lower status than other groups within the company.

Question 43

Questions such as, “To what extent can people on your team bring up problems and tough issues?” and “How comfortable do you feel checking in with others if you have a question about the right way to do something?” are examples of what type of trust?


Psychological safety


Implicit trust


Incentive-based trust


Social network trust

Question 44

Of the following, which is the best example of the concept of retroactive pessimism?


The Acme Corporation attributes their   team successes to excellent teamwork, while team failures are attributed to   external, uncontrollable factors.


The Bellewood Company team has a   strong sense that they can perform successfully, and set more challenging   goals for themselves.


The Arrow Company has failed on   several occasions to secure lucrative contracts from a national retailer.   Arrow’s competitor received those contracts instead. The team at The Arrow   Company has become increasingly pessimistic about their chances for future   contract acquisition after every loss.


The Blue Star Company is pessimistic   about their business outlook for the coming year.

Question 45

Group socialization refers to the:


amount of time a group spends   together professionally and personally.


process by which a person becomes a   full member of a team.


process of gaining trust with new   members of a team.


way a group works together to   complete a task or meet a goal.

Question 46

People with a high sense of identity fusion with their group are less likely to:


fight or die for their group.


feel disconnected from their group.


endorse extreme behaviors on behalf   of their group.


act speedily for their group.

Question 47

Which of the following is the best example of social embeddedness?


A Vice President of a restaurant   chain knows the owner of a brewery from their time in college. They team up   and open a restaurant featuring artisanal beers.


A business owner signs a contract   with a new supplier.


The manager of operations is   introduced to a new employee who went to a highly regarded business school.


Employees within an established team   work with a new team member for several weeks.

Question 48

With regard to building cohesion in groups, of the following, which is the best way to facilitate this type of group bonding?


Encourage the group to interact   virtually


Encourage members to pursue personal   projects


Physical proximity


Focus on the diversity and   differences of the group

Question 49

Repairing trust is more difficult with groups than with individuals. What is the best way to start repairing trust with a group for both competence-based and integrity-based violations?


Explain the motivations behind the   situation.


Deflect blame for the outcome of the   situation.


Apologize for the wrongdoing.


Deny the wrongdoing.

Question 50

Three critical activities occur during group socialization that affect the productivity of teams, and they are:


the sharing of hardship stories,   conveyance of social norms, and establishing goals.


evaluation, commitment, and role   transitions.


flattery, a focus on similarities,   and behavior modified to synchronize with another person’s behavior.


perceptions of status, status competition,   and mirroring.