Multiple Choice Questions

1. The FIRO-B theory deals with ____________ in teams.

(a) Membership compatibilities

(b) Social loafing

(c) Dominating members

(d) Conformity

2. It is during the ____________ stage of team development that members begin to come together as a coordinated unit.

(a) Storming

(b) Norming

(c) Performing

(d) Total integration

3. An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____________.

(a) Coordination

(b) Harmony

(c) Creativity

(d) Team viability

4. Task characteristics, reward systems, and team size are all ____________ that can make a difference in group effectiveness.

(a) Group processes

(b) Group dynamics

(c) Group inputs

(d) Human resource maintenance factors

5. The best size for a problem-solving team is usually ____________ members.

(a) No more than 3 or 4

(b) 5 to 7

(c) 8 to 10

(d) Around 12 to 13

6. When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ____________.

(a) Relationships

(b) Goals

(c) Processes

(d) Control

7. Self-managing teams ____________.

(a) Reduce the number of different job tasks members need to master

(b) Largely eliminate the need for a traditional supervisor

(c) Rely heavily on outside training to maintain job skills

(d) Add another management layer to overhead costs

8. Which statement about self-managing teams is correct?

(a) They can improve performance but not satisfaction.

(b) They should have limited decision-making authority.

(c) They should operate without any team leaders.

(d) They should let members plan their own work schedules.

9. When a team of people is able to achieve more than what its members could by working individually, this is called ____________.

(a) Distributed leadership

(b) Consensus

(c) Team viability

(d) Synergy

10. Members of a team tend to become more motivated and better able to deal with conflict during the ____________ stage of team development.

(a) Forming

(b) Norming

(c) Performing

(d) Adjourning

11. The Ringlemann effect describes ____________.

(a) The tendency of groups to make risky decisions

(b) Social loafing

(c) Social facilitation

(d) The satisfaction of members' social needs

12. Members of a multinational task force in a large international business should probably be aware that ____________ might initially slow the progress of the team in meeting its task objectives.

(a) Synergy

(b) Groupthink

(c) The diversity-consensus dilemma

(d) Intergroup dynamics

13. When a team member engages in social loafing, one of the recommended strategies for dealing with this situation is to ____________.

(a) Forget about it

(b) Ask another member to force this person to work harder

(c) Give the person extra rewards and hope he or she will feel guilty

(d) Better define member roles to improve individual accountability

14. When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ____________.

(a) Role underload

(b) Role overload

(c) Status incongruence

(d) The diversity-consensus dilemma

15. The team effectiveness equation states: team effectiveness = ____________ + (process gains - process losses).

(a) Nature of setting

(b) Nature of task

(c) Quality of inputs

(d) Available rewards.