Benedictine University Operations And Supply Chain Management Assignment Help - MGMT Managing

Question - 1. W hen it comes to how a team is designed (i.e., members, communication, goals, norms, etc.) and
team leadership, which of the following statements is most true based upon the studies from the
Xerox customer-service teams? a. For optimal performance, it is more important to have a well-
designed team than a team with a good leader b. For optimal performance, it is more important to
have an excellent leader than a well-designed team c. Both team design and leadership are equally
important d. Well-designed teams tend to sabotage leaders 2. Clearly-defined goals are the essence
of great teamwork. Which of the following statements is most true about how goals should be
articulated by teams: a. Goals should not be clearly articulated; ra ...Read More ther members should be free to
interpret them creatively b. Goals should be complex and contain several objectives c. Goals should
be simple and specify ends, but not means d. Goals should be simple, and specify means, but not
end 3. A cardiac surgery team is an example of a _____ team; the Sandia Nuclear Weapons
laboratory team is an example of a _____ team. a. Problem-solving; creative b. Tactical; creative c.
Problem-solving; tactical d. Tactical; problem-solving 4. The dominant feature of tactical teams is
_____; the dominant feature of problem-solving teams is _____; the dominant feature of creative
teams is: _____. a. Expertise, training; communication b. Training; expertise; communication c. Trust;
clarity; autonomy d. Clarity; trust; autonomy 5. There are many types of interdependence in a team. A
team of people selling cookies and then combining their total profits is an example of __________; a
team of people on an assembly line making an automobile is an example of __________. a. Pooled
interdependence; sequential interdependence b. Pooled interdependence; reciprocal
interdependence c. Cooperative interdependence; competitive interdependence d. Tactical
interdependence; problem-solving interdependence 6. With regard to the question of team size (i.e.,
how big the team should be), all of the following are true, except: a. Most of the time, teams should be
fewer than 10 members b. Managers tend to make teams too large c. It is wise to compose teams
using the smallest number of people who can do the task d. Larger teams are more cohesive and
want to stay together 7. When selecting members for a team, certain skills are very important. These
skills are best described as: a. Technical skills and interpersonal skills b. Analytical and intuitive skills
c. Cognitive and emotional skills d. Mental and physical skills 8. In a diverse team, a "fault-line"?
refers to: a. Cases in which a team tends to find fault or blame in the other team members rather than
their own behavior b. Cases in which group members fall into two distinct, non-overlapping
subgroups, usually based on demographic characteristics (such as male vice-presidents and female
clerical workers) c. Cases in which group members make more extreme judgments of
demographically dissimilar group members than is actually warranted d. Cases in which a
homogenous group does not allow a diverse member to join the group 9. Creating diverse teams is a
challenge. All of the following are important steps to include in a plan for bringing diversity to a team,
except: a. The organization should publicly commit to valuing diversity b. The organization should
solicit ideas and best practices on how to diversify c. The organization should educate members on
the advantages of diversity d. The organization should build diversity at the lowest, entry levels of the
organization, rather than at the governing level 10. Norms are the unwritten rules that specify
appropriate and expected behavior in teams. Which of the following statements is most true about
norms in a team? a. It is best to not impose norms of behavior on a team, but rather, empower the
team to develop its own norms over time b. Norms take time to develop in a team and emerge slowly
as the team matures c. Many norms develop within the first few minutes of a team's first meeting d.
The most competent and respected individuals dictate the norms for the team 11. Base pay is a
person's regular salary that differs from variable pay. Base pay is based on: a. Internal equity (job
evaluation) and external equity (market data) b. How well the company is doing per the stock market
and other financial indicators c. Government-determined standards, akin to minimum wage d. The
quality of one's education and experience as reported on a resume 12. Recognition is considered one
type of team-based pay. Recognition is best described as: a. An opportunity to single out the best
performer in a team b. A monetary award of at least $2500 c. A percentage of corporate profits given
to the highest performing teams on an annual basis d. A one-time award for a team performing well
beyond expectations or for completing a project, program, or product 13. When it comes to incentive
pay and giving rewards, which of the following is most true? a. Rewarding results is more important

than rewarding behavior (e.g., effort) b. Rewarding behavior (e.g., effort) is more important than
rewarding results c. Rewarding competencies can be very effective d. It is best to not offer rewards so
as not to create confusion 14. In profit-sharing plans: a. A cash award is given on a yearly basis b. A
non-cash award is given on a yearly basis c. A portion of the bottom-line economic profits is given to
employees based on equality (everyone) or equity (performance) d. A portion of the bottom-line
economic profits is given to employees based on need (as determined by base income) 15. W hich
type of performance appraisal is best used with teams? a. Skill-based pay b. Job-based pay c.
Competency-based pay d. They are all used for team performance appraisals 16. The 360-degree
feedback method is best described as: a. An employee is rated by others each day of the year for a
full year b. An employee is evaluated by others in the company who work in different geographic
locations c. Multiple raters from different levels and vantage points evaluate an employee d. An
employee evaluates his or her own performance and compares that to the standards put forth by the
company at large. 17. All of the following are potential problems with 360-degree feedback, except: a.
Getting enough sources of feedback b. Some systems can be abused or compromised if members
made side-deals to rate one another favorably c. Team members may be unpopular for reasons other
than performance d. The database of evaluations may be too large and unwieldy to appropriately
monitor 18. The extrinsic incentives bias is best described as: a. The tendency for people to care
more about short-term gain than long-term interest b. The tendency for people to care more about
what others think of them than their own self-view c. The tendency for people to believe that others
are motivated more by money than by the meaning of the work d. The tendency for people to believe
that others are self-motivated, when in fact they are free riders. 19. In addition to biases existing on
the part of people who do the ratings, the people who receive evaluations (i.e., the ratees) can be
biased as well. One example of ratee bias is EGOCENTRIC BIAS, which is best described as: a. The
tendency to evaluate oneself more favorably than others do b. The tendency to believe that one can
accomplish a task alone, when in fact, a team is needed c. The tendency to compare oneself with less
fortunate and incompetent others d. The tendency to believe that others are envious of your abilities
and competencies 20. There are several useful "guiding principles"? that leaders should follow when
instituting team-based pay. All of the following are useful guidelines, except: a. The balance between
individual- and team-based pay should be in proportion to the amount of individual and team-based
work an employee does b. The goals should be difficult enough that members cannot actually reach
them, so as to provide a true stretch of performance c. Team members who will be affected by the
program should be consulted ahead of time d. The criteria used to determine the pay should be
quantified 21. The organizational context, team design, and team culture are three important aspects
that affect the ultimate performance of a team. Which of these three aspects does a leader have the
most control over? a. The organizational context b. Team design c. Team culture d. All three about
equally 22. Team culture refers to: a. The personality of a team b. The ethnic origin of the team
members c. The extent to which team members are polite and respectful to one another d. The
geographical location of the team 23. A number of factors must be in place for a team to perform well.
All of the following are considered essential for team effectiveness, except: a. Knowledge and skill
regarding the team task b. Motivation to accomplish the goals of the team c. The ability to identify the
different personality styles of team members d. The ability to coordinate effort and communicate 24.
The social loafing effect refers to: a. The tendency of people in teams to let others make mistakes
instead of telling them what to do b. The tendency for teams to take longer to complete a task than
individuals c. The tendency for teams to be more creative than individuals but experience more
conflict d. People in teams who do not work as hard as they would if they were working individually
25. If you detect a free rider on your team, the best way to remedy the situation is to: a. Stop
carpooling with members of the team b. Increase the identifiability of that person's work products,
through performance reviews c. Increase the size of the team d. Diffuse responsibility for the failure of
the team 26. Coordination is the ability of teams to communicate effectively and combine their efforts.
All of the following can enhance team coordination, except: a. Training team members together b.
Practice and rehearsal c. Setting clear performance standards d. Rewarding team members for their
performance 27. There are several criteria by which to evaluate the success of a team. Which of the

following do most organizations (and team members) care about the most? a. Responsibility: being
allowed to set their own performance goals b. Design: choosing the right team members c. Results:
achieving the goal d. Rewards: being appropriately compensated for effort 28. Which of the following
is true about individual performance under stress and pressure? a. Performance improves only for
tasks that require high motivation b. Performance on a well-learned task improves c. Performance on
a not-well-learned task improves d. Stress never enhances performance 29. The Kohler Effect refers
to: a. The observation that less-capable members work harder in a team than they do alone b. The
observation that more-capable members don't work as hard in a team as they do alone c. The
observation that people work less hard in a group than they do alone d. The observation that people
work harder when they are in a flow state 30. The team performance equation attempts to predict the
actual productivity of a team. It states that the AP (Actual productivity) of a team = a. The potential
productivity of a team, plus team synergies, minus team threats b. The potential productivity of a
team, plus team culture, minus free-riding c. The potential productivity of a team, plus task design,
plus team culture d. Cohesion, plus learning, plus integration 31. W ith regard to the defining
characteristics of a team, all of the following are true except: a. Teams exist to achieve a shared goal
b. Team members are interdependent regarding the achievement of a goal c. Teams contain diverse
members d. Teams are bounded and stable over some period of time 32. W hen it comes to
teamwork, interdependence means: a. Team members should divide work among people on the team
b. Team members should do their fair share of the work on a team c. Team members should give
credit to their team, not their individual efforts d. Team members cannot achieve their goals single-
handedly 33. In manager-led teams, the team members: a. Execute a task b. Monitor and manage the
performance of the team c. Design the team as a performing unit d. Design the organizational context
34. The most common type of team is: a. Self-directing teams b. Manager-led teams c. Self-managing
teams d. Self-governing teams 35. Which of the following is an example of sampling-on-the-
dependent variable: a. To find out why teams are successful, only successful teams are studied b. To
find out why teams are unsuccessful, only unsuccessful teams are studied c. To find out whether
performance reviews help teams, some teams are given performance reviews; others are not and the
effect on performance is measured d. Asking team members to reflect upon their team successes and
team failures e. A & B 36. Transactional models of teamwork ___ and relational models of teamwork
_____. a. Are outdated; are updated b. Contain a large interaction between customer and vendor;
occur over time c. Are short-term in nature; are built upon relationships between the people involved
d. Focus on customer service; deal with competition 37. W hich type of team is responsible for
determining their own objectives and methods by which to achieve those objectives? a. Self-
governing teams b. Manager-led teams c. Self- directing or self-designing teams d. Self- managing or
self-regulating teams 38. Self-designing teams are best suited for: 1. People who cannot take
direction 2. Teams whose leaders are incompetent 3. Complex, ill-defined, and ambiguous problems
4. Simple, well-defined, and clear problems 39. One of the most frustrating aspects of teamwork is: a.
Sustaining high motivation b. High level of turnover c. Not being able to select one's preferred team
members d. Ineffective leadership 40. W hen we ask, "why should organizations bother to develop and
support teamwork,"? all of the following challenges facing organizations might be addressed through
teams in organizations, except: a. Providing better customer service b. Dealing with competition in
one's industry c. Globalization d. Ethical dilemmas e. Information technology ...Read Less

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