MGT 331 Final

Question 1

(CH.7) Command Workgroups

Answer 1

Relatively permanent

Formal

Organizational chart

Question 2

(CH.7) Affinity Workgroups

Answer 2

Relatively permanent

Informal

Not on organizational chart

Question 3

(CH.7) Group Performance Factors

Answer 3

Composition

Size

Norms

Cohesiveness *

Informal Leadership

Question 4

(CH.7) A formal group formed by an organization to do its work

Answer 4

Workgroups

Question 5

(CH.7) A relatively permanent, formal group with functional reporting relationships and is usually included in the organization chart

Answer 5

Command Group

Question 6

(CH.7) Collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems

Answer 6

Affinity Groups

Question 7

(CH.7) TRUE or FALSE
In business organizations, most employees work in command groups, as typically specified on an official organization chart.

Answer 7

TRUE

Question 8

(CH.7) TRUE or FALSE
Affinity Groups are typically a part of the organizational hierarchy

Answer 8

FALSE

Question 8

(CH.7) A team whose members come from the same department or function area

Answer 8

Functional Teams

Question 9

(CH.7) A team whose members come from different departments or functional areas

Answer 9

Cross-Functional Teams

Question 10

(CH.7) Teams established to solve problems and make improvements at work

Answer 10

Problem-Solving Teams

Question 11

(CH.7) Teams that set their own goals and pursue them in ways decided by the team

Answer 11

Self-Directed Teams

Question 12

(CH.7) Teams that operate semi-autonomously to create and develop new products (product development teams), processes (process design teams), or businesses (venture teams)

Answer 12

Venture Teams

Question 13

(CH.7) Teams with members from different countries

Answer 13

Global Teams

Question 14

(CH.7) Is relatively permanent and informal and draws its benefits from the social relationships among its members

Answer 14

Friendship Groups

Question 15

(CH.7) Is relatively temporary and informal and is organized around a common activity or interest of its members

Answer 15

Interest Groups

Question 16

(CH.7) The degree of similarity or difference among group members on factors important to the group’s work

Answer 16

Group Composition

Question 17

(CH.7) TRUE or FALSE
Groups with members of different ages and experiences tend to experience frequent changes in membership.

Answer 17

TRUE

Question 18

(CH.7) TRUE or FALSE
A homogeneous group tends to have more conflict, more differences of opinion, rougher communication, and less interactions.

Answer 18

FALSE
A homogeneous group tends to have LESS conflict, FEWER differences of opinion, SMOOTHER communication, and MORE interactions.

Question 19

(CH.8) Three levels of Decision-Making

Answer 19

Strategic
(Merge, new product, downsize
CEO / top management)

Tactical
(How market; how communicate decisions
Manager)

Operational
(What to tell customers about new product; how to balance new work with current
Employee)

Question 20

(CH.8) Decision-Making Process

Answer 20

1.) State the issue or
problem

2.) Establish and weight
the criteria

3.) Generate options

4.) Evaluate options

5.) Select Best

6.) Implement

7.) Review decision

Question 21

(CH.7) A team of Americans and Koreans are working on resolving problems at Korean Air. Tim, an American and a team leader from Houston, understands in advance that there will be cultural challenges in this arrangement. What should he be sensitive to in dealing with his Korean counterparts?

A.) The Koreans are more likely to bypass senior managers and freely express their ideas.

B.) The Koreans may not openly disagree with Tim because of his position of authority.

C.) The Koreans will be willing to directly answer questions about their preferences.

D.) The Koreans will want to get closure each day and move on to the next agenda item.

Answer 21

B.) The Koreans may not openly disagree with Tim because of his position of authority.

Question 22

(CH.7) The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company’s organization chart. This type of group is known as a __________.

A.) functional group

B.) command group

C.) affinity group

D.) common interest group

Answer 22

C.) affinity group

Question 23

(CH.7) Which of the following is a core strength of problem-solving teams?

A.) They take advantage of employees’ expertise by grouping employees who do the actual work.

B.) They save the company money by communicating using the Internet and other information technologies.

C.) Employees can bond from long-standing relationships.

D.) They can come up with creative products and solutions by operating semi-autonomously.

Answer 23

A.) They take advantage of employees’ expertise by grouping employees who do the actual work.

Question 24

(CH.7) Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact. A.) positive, positive B.) negative, positive C.) positive, negative D.) negative, negative

Answer 24

C.) positive, negative

Question 25

(CH.7) What term refers to the performance improvements that occur because people work together rather than independently? A.) process loss B.) process gain C.) team efficacy D.) cohesiveness

Answer 25

B.) process gain

Question 26

(CH.7) Which of the following is NOT one of the five basic group performance factors? A.) cooperation B.) informal leadership C.) cohesiveness D.) composition

Answer 26

A.) cooperation

Question 27

(CH.7) After management at Cascade Geotechnical decided to adopt a teams approach to problem solving, the firm benefitted in many ways. Which of the following items was an organizational benefit? A.) Employees had the opportunity to be self-determining. B.) It eliminated redundant layers of bureaucracy. C.) Absenteeism and turnover both declined significantly. D.) There was less use of employee assistance programs.

Answer 27

B.) It eliminated redundant layers of bureaucracy.

Question 28

(CH.7) Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur? A.) leader-centered B.) tightly formed C.) reality and unrest D.) start-up

Answer 28

B.) tightly formed

Question 29

(CH.7) You are worried about some of the costs associated with shifting to a team approach. Which of the following factors is a legitimate concern? A.) Teams take a fair amount of work but have a relatively short lifespan. B.) Some employees may feel concerned that their jobs are in jeopardy. C.) Managers may take their desirable new skills as coaches to a competitor. D.) It can be hard to attract younger workers, who tend to prefer workplaces with traditional manager-based systems.

Answer 29

B.) Some employees may feel concerned that their jobs are in jeopardy.

Question 30

(CH.7) Which of the following factors is associated with a high level of group cohesiveness? A.) individualism B.) large size C.) external threats D.) recent composition

Answer 30

C.) external threats