Testbank of fundamental of management 7e by robin ch 09

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)
Chapter 9 Understanding Groups and Managing Work Teams
1) A group consists of individuals who share specific goals.
Answer: TRUE
Explanation: A group is defined as a collection of interacting individuals who are dependent on
one another and share specific goals.
Diff: 1
Page Ref: 242
Objective: 9.1
2) Formal groups tend to form around friendships and common interests.
Answer: TRUE
Explanation: Informal, rather than formal groups tend to form around common interests and
friendships. Formal groups are usually organized by an organization for a specific purpose.
Diff: 2
Page Ref: 242
Objective: 9.1
3) To be considered a group, a gathering must include at least five people.
Answer: FALSE
Explanation: The minimum number for a group is two. Any number of individuals two or
greater constitutes a group.
Diff: 1
Page Ref: 243
Objective: 9.1
4) Groups tend to go through five stages as they develop.
Answer: TRUE
Explanation: The five typical stages of development are forming, storming, norming,
performing, and adjourning.
Diff: 2
Page Ref: 243
Objective: 9.1
5) The forming stage of group development begins when members consider themselves a part of

the group.
Answer: FALSE
Explanation: The forming stage ends, rather than begins, when members feel that they are a part
of the group.
Diff: 2
Page Ref: 243
Objective: 9.1
6) Managers should try to avoid conflict especially during the storming stage of group
development.
Answer: FALSE
Explanation: During the storming stage of group development, managers should expect conflict,
rather than try to avoid it.
Diff: 2
Page Ref: 243
Objective: 9.1

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7) In the norming stage of group development, the group becomes cohesive.
Answer: TRUE
Explanation: During the norming stage the group's identity increases and a common set of group
expectations is established.
Diff: 2
Page Ref: 243
Objective: 9.1
8) The group is likely to work on its primary task during the adjourning stage of group
development.
Answer: FALSE

Explanation: The group works on its primary task during the performing, not the adjourning
stage of group development. During the adjourning stage, the group prepares to disband.
Diff: 1
Page Ref: 244
Objective: 9.1
9) Group norms have little to do with how hard a group member works.
Answer: FALSE
Explanation: Group norms are the primary way in which the group enforces its standards on an
individual. How hard a group member works depends largely on the standards, or norms, set by
the group.
Diff: 2
Page Ref: 244
Objective: 9.2
10) The studies by Solomon Asch show that group norms are a powerful force.
Answer: TRUE
Explanation: Asch's studies showed that group norms were strong enough to make people go
along with something that they knew was wrong.
Diff: 2
Page Ref: 245
Objective: 9.2
11) A group of five working collectively would be certain to out-produce five workers working
individually.
Answer: FALSE
Explanation: In groups, individuals often work less hard and produce less than they would
working individually. So the group would not at all be certain to out-produce five individual
workers.
Diff: 2
Page Ref: 247
Objective: 9.2
12) As a group expands, individual productivity tends to decline.

Answer: TRUE
Explanation: Social loafing typically causes individual productivity to drop as individuals enter
a group. Within a group, individuals tend to hide behind the collective effort and get less done
individually.
Diff: 2
Page Ref: 247
Objective: 9.2

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13) High cohesiveness always results in a productivity increase.
Answer: TRUE
Explanation: In a situation in which group goals are aligned with organizational goals,
productivity rises when groups are cohesive. However, when group goals conflict with
organization goals, productivity actually drops in cohesive groups.
Diff: 2
Page Ref: 248
Objective: 9.2
14) More than 80 percent of all Fortune 500 companies use teams.
Answer: TRUE
Explanation: Within those companies, 50 percent or more of employees are members of teams.
That means that fewer than 20 percent of Fortune 500 companies have fewer than 50 percent of
employees working as members of teams.
Diff: 2
Page Ref: 248
Objective: 9.3
15) Teams and groups are the same thing.
Answer: FALSE

Explanation: Teams and groups are definitely not the same thing. Work groups typically do not
share a common specific goal, while work teams do share a goal.
Diff: 2
Page Ref: 249
Objective: 9.3
16) Accountability for a work team is strictly on an individual basis.
Answer: FALSE
Explanation: Within a team, accountability is both individual and shared with the team. Within a
group, on the other hand, accountability is strictly individual.
Diff: 2
Page Ref: 249
Objective: 9.3
17) The problem with many problem-solving teams is that they don't have the authority to act on
their decisions.
Answer: FALSE
Explanation: Problem-solving teams often come up with good ideas, but lack the managerial
authority to implement their ideas. Many people feel that problem-solving teams don't allow
team members to make decisions that have impact.
Diff: 2
Page Ref: 250
Objective: 9.3
18) A self-managed team is responsible for both completing tasks and managing itself.
Answer: TRUE
Explanation: A self-managed team is responsible for managing itself as well as carrying out the
tasks it has been given. Typically, no supervisor is assigned to oversee a self-managed team
because it supervises itself.
Diff: 2
Page Ref: 250
Objective: 9.3

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19) A problem-solving team is likely not to have a supervising manager to oversee it.
Answer: FALSE
Explanation: A self-managed team is likely not to have a supervisor, not a problem-solving
team.
Diff: 2
Page Ref: 250
Objective: 9.3
20) In an electronics company, a cross-functional team is likely to have an engineer, a designer, a
software specialist, and a marketing specialist all working on the same project.
Answer: TRUE
Explanation: A cross-functional team brings together specialists with different skills who each
can contribute to the team effort.
Diff: 2
Page Ref: 250
Objective: 9.3
21) Members of a virtual team never actually communicate with one another.
Answer: FALSE
Explanation: Virtual team members communicate electronically. What they may not do is meet
on a personal basis.
Diff: 2
Page Ref: 251
Objective: 9.3
22) An effective team leader is often more of a coach than a manager.
Answer: TRUE
Explanation: Team leaders often have to focus on helping team members get the best out of
themselves with respect to performance. This puts them in the role that is similar to that of a

coach.
Diff: 2
Page Ref: 252
Objective: 9.3
23) Conscientiousness seems to be a key ingredient in successful teams.
Answer: TRUE
Explanation: When team members care about results, team performance typically rises.
Diff: 2
Page Ref: 252
Objective: 9.3
24) Disagreeable team members rarely decrease team performance.
Answer: FALSE
Explanation: One or more disagreeable team members are known to drag down the performance
of an entire team.
Diff: 2
Page Ref: 252
Objective: 9.3
25) On successful teams, individuals rarely play more than one role.
Answer: FALSE
Explanation: Nine roles have been identified for teams. Since teams often have fewer than nine
members they frequently need to function with team members taking on multiple roles.
Diff: 2
Page Ref: 252
Objective: 9.3
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26) Diversity tends to have a positive effect on team performance.
Answer: TRUE

Explanation: Though initially performance seems to suffer when teams are formed with highly
diverse individuals, as time passes studies show that diverse teams outperform homogeneous
teams.
Diff: 2
Page Ref: 251
AACSB: Diversity
Objective: 9.3
27) The team role of linker initiates creative ideas in a team.
Answer: FALSE
Explanation: A linker coordinates and integrates the team. The creator-innovator is the one that
initiates creative ideas.
Diff: 2
Page Ref: 254
Objective: 9.3
28) A team's upholder-maintainer would likely submit the team's request for a large increase in
resources to top management.
Answer: TRUE
Explanation: The upholder-maintainer represents the team and its interests to the outer world, so
she would be likely to take a request for more resources to top management.
Diff: 2
Page Ref: 254
Objective: 9.3
29) The "two pizza" rule states that the best teams should be small enough so that they can be
satisfied with no more than two pizzas.
Answer: TRUE
Explanation: Amazon follows the two-pizza rule, typically limiting team size to five to seven
team members.
Diff: 2
Page Ref: 254
Objective: 9.3

30) An effective team must have a whole and identifiable task.
Answer: TRUE
Explanation: Having a discrete task to perform increases team coherence and motivation, which
ultimately results in increased team effectiveness.
Diff: 2
Page Ref: 255
Objective: 9.3
31) Effective teams should avoid conflict at all costs.
Answer: FALSE
Explanation: Good teams usually thrive on conflict, as long as it is not of a personal nature.
Conflict over tasks and goals tends to bring out the best arguments in people in supporting their
positions.
Diff: 2
Page Ref: 255
Objective: 9.3

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32) There is no way to reduce social loafing within a team.
Answer: FALSE
Explanation: Social loafing probably cannot be eliminated, but it can be reduced by monitoring
team performance carefully and holding team members accountableindividually as well as
collectivelyfor their output.
Diff: 3
Page Ref: 255
Objective: 9.3
33) The behaviors required for successful team performance cannot be gained through training.
Answer: FALSE

Explanation: Over time, careful training does tend to produce successful team members. Some
team members cannot pick up necessary skills to function within the team, so those individuals
typically need to be dismissed.
Diff: 2
Page Ref: 256
Objective: 9.3
34) Selection is important in the success of a team.
Answer: TRUE
Explanation: Selecting the right employees to be members of a team often can determine how
successful the team will be. Teams that have been selected carefully with the right skills,
knowledge, and attitudes are highly likely to be successful.
Diff: 1
Page Ref: 256
Objective: 9.3
35) Rewards for team members should be distributed strictly on team performance.
Answer: TRUE
Explanation: Team performance should be an important element in rewarding team members.
However, the contributions of individuals should not be ignored.
Diff: 2
Page Ref: 256
Objective: 9.3
36) Asch's findings suggest that Chinese members of a global team might be expected to
conform easily to the team's norms.
Answer: TRUE
Explanation: As a collectivist society, one would assume that Chinese team members would
pose no problem when it comes to conforming to team norms.
Diff: 2
Page Ref: 257
AACSB: Diversity
Objective: 9.4

37) A Latin American team member would be more likely than a North American team member
to afford status to an individual who comes from a powerful family.
Answer: TRUE
Explanation: Latin American societies tend to place more importance on family and official
status than North Americans, so this statement is true.
Diff: 2
Page Ref: 257
AACSB: Globalizations
Objective: 9.4
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38) A Japanese manager with the biggest office is likely to have the most power within an
organization.
Answer: FALSE
Explanation: In Japan, office size does not correlate to company prestige, so the person with the
largest office would not necessarily have the highest rank in an organization.
Diff: 2
Page Ref: 257
AACSB: Globalizations
Objective: 9.4
39) Collectivist societies tend to have an enormous problem with social loafing.
Answer: FALSE
Explanation: Social loafing is less common in collectivist societies than individualistic societies,
so this statement is false.
Diff: 2
Page Ref: 258
AACSB: Globalizations
Objective: 9.4

40) Diversity within a group typically makes reaching consensus easier.
Answer: FALSE
Explanation: Diversity has many virtues, but it tends to make arriving at consensus harder, not
easier.
Diff: 2
Page Ref: 258
AACSB: Diversity
Objective: 9.4
41) Some organizational tasks are better done individually than in a team or group.
Answer: TRUE
Explanation: To find out whether a task is best performed by a group or an individual, three tests
are recommended, using the following questions: (1) Can the work be done better by a single
person? (2) Does the work include a common set of goals that a group can share? (3) Will the
tasks involved rely on interdependence among individuals?
Diff: 2
Page Ref: 258
Objective: 9.4
42) Many managers in today's business world have restructured work ________.
A) around individuals rather than teams
B) around teams rather than individuals
C) around both individuals and teams.
D) around groups rather than teams
Answer: B
Explanation: B) The trend in today's dynamic global business environment is to focus work
around teams rather than hierarchies of individuals, making that the correct response. This shift
to teams has also served to make organizations more decentralized, since teams are often
decision-making entities, and more organic as teams take some authority away from the top
managers. Note that teams rather than groups are the trend, reflecting that teams are more taskoriented.
Diff: 2
Page Ref: 242

Objective: 9.1
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43) Of the following, which is NOT thought to be an advantage of teams within an organization?
A) increased organizational coherence
B) employee job satisfaction
C) more innovation
D) new products developed faster at lower costs
Answer: A
Explanation: A) Use of teams has definitely been associated with job satisfaction, innovation,
and faster turnaround in developing new products, eliminating these choices as correct responses
for this question. Teams do not typically bring various organizational parts together, making
increased organizational coherence the only item that is not true, and therefore causing it to be
the correct response.
Diff: 2
Page Ref: 242
Objective: 9.1
44) Formal groups ________.
A) meet at a regular time and place
B) are defined by an organization's structure
C) include people who share a common interest
D) include people who eat lunch together each day
Answer: B
Explanation: B) Formal groups are groups that are officially defined and recognized by the
organizational hierarchy, making that the correct response. The meeting time of a group does not
determine whether the group is formal or not, making that an incorrect choice. People who meet
for lunch or share a common interest are forming informal, not formal groups.
Diff: 2

Page Ref: 242
Objective: 9.1
45) This kind of work group is brought together to accomplish a specific job or single activity,
such as the development of a new product.
A) command group
B) formal group
C) informal group
D) task group
Answer: D
Explanation: D) A group that is brought together for a specific task is called a task group,
making that the correct response. A command group refers to whether or not a work group has
been formed as a part of the company structure, ruling it out as a correct response. A task group
is typically a formal work group, but task groups are not defined by whether they are formal or
informal, eliminating formal and informal groups as correct responses.
Diff: 2
Page Ref: 242
Objective: 9.1

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46) This kind of work group brings individuals together from different work disciplines with
different knowledge and skills.
A) formal group
B) cross-functional team
C) command group
D) self-managed team
Answer: B
Explanation: B) The key to a cross-functional team is not that it is formal, which it likely is, or a

type of command group, which means it is part of the organizational hierarchy, or that it manages
itself, making it a self-managed team. What defines a cross-functional team is that it brings
together workers with different skills and abilities to complement one another and work on a
single project or goal. This makes cross-functional team the best answer for this question and
eliminates the other three choices.
Diff: 2
Page Ref: 242
Objective: 9.1
47) The ________ stage of the group development process is complete when members begin to
think of themselves as part of a group.
A) forming
B) storming
C) norming
D) performing
Answer: A
Explanation: A) The forming stage of the group development process is the first stage of the
process. It begins with group members getting together to establish group goals, structure, and
purpose. The forming stage is considered complete when members feel like they are official
members of the group. This makes forming the correct response and rules out all other responses.
Diff: 2
Page Ref: 243
Objective: 9.1
48) This stage involves the most conflict during the entire group development process.
A) forming
B) storming
C) norming
D) performing
Answer: B
Explanation: B) The storming, or second stage of the group development process, is
characterized by a struggle for control of the group and a search by members for their roles

within the group. When storming is complete, a fairly orderly hierarchy will be evident within
the group. These factors make storming the correct response and rule out all other responses.
Diff: 2
Page Ref: 243
Objective: 9.1

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49) Norming is a stage of group development that occurs when ________.
A) the group struggles for leadership
B) the group defines its purpose
C) the group develops cohesiveness
D) the group defines its goals
Answer: C
Explanation: C) The group defines its purpose and goals during the forming, not the norming
stage, so the choices regarding purpose and goals are both incorrect. Group members vie for
leadership during the storming, not the norming stage, making the choice regarding leadership
incorrect. Norming is characterized by a strong sense of group cohesiveness, group identity, and
camaraderie, making the choice regarding cohesiveness the correct response.
Diff: 2
Page Ref: 243
Objective: 9.1
50) In the group development process, the group carries out its primary work during this process.
A) storming
B) forming
C) norming
D) performing
Answer: D

Explanation: D) Forming, storming, and norming are all preludes for the performing stage of the
group development process. The group forms, identifies its goals, figures out how it will operate,
and then it is finally ready for performing—to carry out the task it was created for, whether it is
developing a new product or achieving some other organizational goal. This makes performing
the correct response.
Diff: 2
Page Ref: 244
Objective: 9.1
51) Permanent work groups are not likely to go through this stage.
A) storming
B) adjourning
C) forming
D) norming
Answer: B
Explanation: B) The adjourning stage of the group development process takes place only in
groups that are disbanding. That means that permanent work groups don't typically go through an
adjourning stage of the group development process, making that the correct response, and
eliminating all other responses.
Diff: 2
Page Ref: 244
Objective: 9.1

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52) During a recent meeting, a shouting match arose between a design manager and a marketing
representative about a marketing plan for a new product. This team seems to be at the ________
stage of group development.
A) conflict

B) forming
C) norming
D) storming
Answer: D
Explanation: D) This group appears to be in conflict for control and leadership, suggesting that
the group is in the storming stage of the group development process. Storming is the stage that is
most associated with conflict, making it the correct response, and eliminating the other
responses.
Diff: 3
Page Ref: 243-244
AACSB: Analytic Skills
Objective: 9.1
53) High levels of conflict ________.
A) are necessary for group cohesiveness
B) increase group cohesiveness
C) can contribute to group effectiveness
D) are never a factor in group effectiveness
Answer: C
Explanation: C) Conflict is clearly a divisive factor and does increase group cohesiveness or
make group cohesiveness possible, eliminating those two choices. During the storming stage,
high levels of conflict can definitely contribute to group effectiveness, making that the best
answer for this question and eliminating the choice indicating conflict is never a factor since
conflict can clearly have influence on effectiveness.
Diff: 3
Page Ref: 244
AACSB: Analytic Skills
Objective: 9.1
54) A group that has gone through the norming stage of the group development process
________.
A) never returns to the storming stage

B) always returns to the storming stage
C) never returns to the forming stage
D) may return to the forming or storming stage
Answer: D
Explanation: D) The group development process is not necessarily sequential. Groups can pass
through one stage, then return to that same stage, or an earlier stage, later on in their
development. This makes the choice regarding returning to the forming or storming stage the
correct response, as it is the only response that indicates this flexibility in the group development
process.
Diff: 3
Page Ref: 244
AACSB: Analytic Skills
Objective: 9.1

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55) Individuals within a group ________.
A) never play more than one role
B) frequently play more than one role
C) always play more than one role
D) never play the same role for long
Answer: B
Explanation: B) Within a group, individuals are not limited to playing a single role only or
always playing multiple roles, eliminating those two choices as correct responses. Depending on
the group, an individual may be a single role or multiple roles, making "frequently playing more
than one role" the correct answer. Switching roles is not a common aspect of groups, so "never
playing the same role for long" is an incorrect response.
Diff: 2

Page Ref: 244
Objective: 9.2
56) Al is given two different "top priorities" from two different managers. Al is experiencing
________.
A) role conflict
B) role reversal
C) efficiency conflict
D) personal conflict
Answer: A
Explanation: A) The conflict Al experiences comes from a work situation, so it is clearly not a
personal conflict. Nor is Al's situation a role reversal which would require him to assume the role
of someone else he is dealing with, eliminating role reversal as a correct choice. The conflict Al
is experiencing is role conflict, making it the correct choice and eliminating efficiency conflict
because the conflict has nothing to do with efficiency.
Diff: 2
Page Ref: 244
Objective: 9.2
57) Most workers learn what is expected from them on the job from group ________.
A) roles
B) size
C) cohesiveness
D) norms
Answer: D
Explanation: D) Group size, cohesiveness, or roles that group members take on determine how
groups function collectively, but they do not establish standards for things like dress codes and
performance levels. Those standards are created by group norms, making that the correct
response.
Diff: 2
Page Ref: 245
AACSB: Communication

Objective: 9.2

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58) Group norms are typically established ________.
A) by organizational leadership
B) formally by group leaders
C) informally by the entire group
D) in the official organizational bylaws
Answer: C
Explanation: C) Though some group norms can be formally established, such as official
company dress codes, norms are typically not set in any formal way, eliminating all three
incorrect choices because they all refer to formal, official establishment of norms. Instead, norms
are usually established over time by the entire group in a very organic and informal manner,
indicating which kinds of behaviors and efforts are acceptable and expected, and which are not,
making "informally by the entire group" the correct response.
Diff: 2
Page Ref: 245
Objective: 9.2
59) This is a common and effective method of establishing group norms.
A) playing of board games
B) teasing
C) published lists of norms
D) group norm websites
Answer: B
Explanation: B) Since every group is different, generic websites or lists of norms are never used
in the establishment of group norms. Board games would have little relevance to work situations,
so that is also not a common way to establish norms. Surprisingly, teasing can help establish

norms, as it can be a powerful way to inform newcomers about the values and mores of the
group, making it the correct response.
Diff: 2
Page Ref: 245
AACSB: Communication
Objective: 9.2
60) Solomon Asch carried out pioneering studies in understanding ________.
A) group status
B) group roles
C) group size
D) group conformity
Answer: D
Explanation: D) Asch's studies explored how strong the tendency was for a group member to
conform to the values of other group members, even when those other members appeared to be
misguided. Asch's work had little to do with status, group roles, or group size, leaving
conformity as the correct response.
Diff: 2
Page Ref: 246
Objective: 9.2

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61) Asch found that in some conditions, group members would provide information that they
knew to be ________.
A) exaggerated
B) doubtful
C) wrong
D) unsubstantiated

Answer: C
Explanation: C) The surprising aspect of Asch's work is that people would give answers that
were not merely exaggerated, lacking in supportive evidence, or even dubious. Instead, these
group members would actually give wrong answers, fully knowing that their answers were
incorrect, making "wrong" the correct response.
Diff: 2
Page Ref: 246
Objective: 9.2
62) Asch's subjects were seen to give incorrect answers that they knew were incorrect in
________ of his studies.
A) about half
B) more than half
C) about 35 percent
D) about 90 percent
Answer: C
Explanation: C) Asch's subjects gave answers that they knew to be erroneous in about 35
percent of the trials, making that the correct response and ruling out the other three choices as
being overestimates.
Diff: 2
Page Ref: 246
Objective: 9.2
63) Asch's results are attributed to the tendency of people in groups to ________.
A) try to distinguish themselves
B) go along with the pack
C) stand up for what they know is right
D) "swim against the current"
Answer: B
Explanation: B) Asch's results clearly indicate that people in groups have a strong tendency to
want to conform, or go along with the pack, even when they know the pack is misguided. This
makes going along with the pack the correct response. Distinguishing oneself, standing up for

what is correct, or swimming against the current are all examples of refusing to conform—
exactly what did not occur in Asch's studies—so those three choices are all incorrect responses.
Diff: 3
Page Ref: 245
AACSB: Ethical Understanding and Reasoning Abilities
Objective: 9.2

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64) Asch could feel fairly confident that his results were legitimate because ________ pressured
by the group.
A) 35 percent of respondents gave wrong answers when they were not
B) only 1 percent of respondents gave wrong answers when they were not
C) only 1 percent of respondents gave wrong answers when they were
D) 90 percent of respondents gave wrong answers when they were
Answer: B
Explanation: B) The key to Asch's results was that respondents made errors only 1 percent of the
time when no group pressure was applied. This indicates that the test was easy, and that people
had no problem getting the correct answer as long as no group pressure was applied. This means
that 35 percent must be eliminated as the correct response for this question and "only 1 percent
giving wrong answers when they were not" is the correct response. Both of the remaining
choices are incorrect responses for this question because both are factually incorrect—much
more than 1 percent, and much less than 90 percent gave wrong answers in Asch's studies when
they did receive group pressure.
Diff: 3
Page Ref: 246
AACSB: Analytic Skills
Objective: 9.2

65) Members of an organization typically ________ the status of other organizational members.
A) agree about
B) disagree about
C) cannot recognize
D) refuse to recognize
Answer: A
Explanation: A) Though typically informally gauged, most people can easily recognize and rank
the status of individuals in their organization, and agree with one another with respect to this
ranking, making "agreeing" the correct response for this question and eliminating "disagreeing"
as a correct response.
Diff: 2
Page Ref: 247
Objective: 9.2
66) A low-ranking employee having the best parking space in the company parking lot is an
example of ________.
A) status congruence
B) status incongruence
C) a status category
D) a status level
Answer: B
Explanation: B) When a status symbol, such as a parking space, is "incorrectly" conferred upon
an employee with respect to the organizational hierarchy, employees tend to be confused and
even upset. This disruption in a status pattern is called status incongruence, making that the
correct response and ruling out status congruence as the correct response. A status category and
level identify degrees or levels of status, not a disruption in a status hierarchy, so neither is a
correct response for this question.
Diff: 3
Page Ref: 247
AACSB: Ethical Understanding and Reasoning Abilities
Objective: 9.2

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67) Status incongruence can be upsetting to employees because it sends a signal that
organizational accomplishments ________.
A) are rewarded fairly and justly
B) are always rewarded
C) are never rewarded
D) are not always rewarded fairly and justly
Answer: D
Explanation: D) Status incongruity sends a signal to employees that the system of rewards
within the organization is not always fair and just, making that the correct response and
eliminating all other responses. Status incongruities cause employees to doubt whether their own
efforts will be properly noticed and appreciated. When high or low status is mistakenly conferred
upon the wrong person, employees tend to question whether the managerial administration is
competent, fair, and intelligent.
Diff: 3
Page Ref: 247
AACSB: Ethical Understanding and Reasoning Abilities
Objective: 9.2
68) Small groups appear to perform better when it comes to ________.
A) problem solving
B) getting diverse input into a problem
C) speed of performing tasks
D) finding facts
Answer: C
Explanation: C) Large groups are better than small groups when it comes to amassing data or
facts, general problem solving, or providing diverse input into a problem. What small groups
tend to excel at is speed at solving problems, even if the solution provided by a small group is

often not as comprehensive as one from a larger group.
Diff: 2
Page Ref: 247
Objective: 9.2
69) Large groups appear to perform better when the goal of the group is to ________.
A) find facts
B) create consensus on a new product
C) interpret facts
D) solve problems quickly
Answer: A
Explanation: A) Large groups seem to be inferior in performance when compared to small
groups when it comes to speed of solving problems, interpreting facts or data that has already
been collected, or coming to agreement about a topic, making all of those choices incorrect.
Large groups do seem to have a definite edge on small groups when the group goal is to amass
data and facts, making "finding facts" the correct response.
Diff: 2
Page Ref: 247
Objective: 9.2

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70) Small groups appear to perform better when it comes to ________.
A) amassing meaningful data
B) being comprehensive
C) thoroughness
D) interpreting data productively
Answer: D
Explanation: D) Large groups are clearly superior to small groups when it comes to collecting

facts in a thorough and comprehensive manner. Where small groups excel is in finding
something useful and productive to do with facts and data that have already been collected,
making "interpreting data productively" the correct response.
Diff: 2
Page Ref: 247
Objective: 9.2
71) As the size of a group increases, the output of ________.
A) each group member tends to increase
B) each group member tends to decrease
C) the group decreases
D) the group stays the same
Answer: B
Explanation: B) Because the size of a group can make individual group members feel
anonymous, the more the group increases in size, the less each group member tends to do with
respect to productivity. This makes each member tending to decrease the correct response.
Output of the group itself usually increases as groups get larger, even when individual
productivity goes down, so the group decreasing and staying the same are both incorrect
responses because they do not reflect this increase in group output.
Diff: 2
Page Ref: 247
Objective: 9.2
72) The primary reason for why social loafing occurs is that output contributions from ________
easily be measured.
A) the entire group can
B) the entire group cannot
C) individuals can
D) individuals cannot
Answer: D
Explanation: D) Output from the entire group is not hard to measure, so social loafing cannot be
attributed to ease or difficulty in measuring group outputs, making both choices regarding the

entire group incorrect answers for this question. Output from individuals within a group are hard
to measure, making it easy for individuals to get a "free ride," making the choice indicating that
output contributions from individuals cannot easily be measured the correct response.
Diff: 3
Page Ref: 247
AACSB: Ethical Understanding and Reasoning Abilities
Objective: 9.2

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73) The only effective way to guard against social loafing is for managers to make special efforts
to do this.
A) be fair to all group members
B) treat all group members equally
C) assess individual contributions of group members
D) assess the group as a whole exclusively
Answer: C
Explanation: C) Social loafing is not a question of fair treatment for all group members. Groups
can be treated with absolute fairness and still end up with a significant amount of social loafing.
Assessing the group as a whole is the opposite of what might combat social loafing, as a group
assessment allows loafers greater, not less, opportunity to hide behind collective group
accomplishments, making "assessing the group as a whole exclusively" an incorrect response.
The only real way to fight social loafing is to make group members responsible for both the
group's performance and their own individual performance, making "assessing individual
contributions of group members" the correct response.
Diff: 3
Page Ref: 247
AACSB: Ethical Understanding and Reasoning Abilities

Objective: 9.2
74) Group cohesiveness is largely a measure of how ________.
A) clear the group's goals are
B) much individuals share the group's goals
C) attainable the group's goals are
D) much the group's goals match organizational goals
Answer: B
Explanation: B) Cohesiveness is a measure of how much attraction there is between group
members and the extent to which they share the group's goals, making the choice regarding
individuals sharing the group's goals the correct response. How clear, attainable, or well-matched
the group's goals are to the organization have little to do with group cohesion, since none of these
factors has much influence over how strongly group members identify with the group and with
each other.
Diff: 2
Page Ref: 248
AACSB: Analytic Skills
Objective: 9.2

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75) High cohesiveness combined with a strong alignment between group goals and
organizational goals typically results in this.
A) strong productivity increase
B) strong productivity decrease
C) small productivity decrease
D) no productivity change
Answer: A
Explanation: A) A group that is cohesive with goals that align with organizational goals will tend

to be highly productive, making "strong productivity increase" the correct response. The
cohesiveness allows the group to work well together and produce an effective, coordinated,
collective effort. When this strong effort also aligns with organizational goals, the two work
synergistically producing strong efforts in the right areas, resulting in dramatic productivity
increases.
Diff: 3
Page Ref: 248
AACSB: Analytic Skills
Objective: 9.2
76) High cohesiveness combined with a very weak alignment between group goals and
organizational goals typically results in this.
A) a small productivity increase
B) a productivity decrease
C) a large productivity increase
D) no productivity change
Answer: B
Explanation: B) A group that is cohesive with goals that clearly do not align with organizational
goals will tend to show a significant decrease in productivity, making this the correct response.
The cohesiveness allows the group to produce an effective, coordinated, collective effort.
However, when group goals do not align with organizational goals, this strong effort ends up
being aimed in the wrong direction and promoting the wrong things, thereby detracting from
overall organizational goals and ultimately causing a productivity drop.
Diff: 3
Page Ref: 248
AACSB: Analytic Skills
Objective: 9.2

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77) Low cohesiveness combined with a strong alignment between group goals and organizational
goals typically results in this.
A) a small productivity increase
B) a productivity decrease
C) a moderate productivity increase
D) no productivity change
Answer: C
Explanation: C) A group that is not cohesive with goals that clearly align with overall
organizational goals will tend to show a moderate increase in productivity, making that the
correct response. The lack of cohesiveness causes the group to register a less than maximally
effective effort with respect to its own goals. However, if its own goals are very strongly aligned
with company goals, it means that whatever the group does manage to accomplish will be highly
"on-target" and therefore likely to result in small but measurable productivity gains.
Diff: 3
Page Ref: 248
AACSB: Analytic Skills
Objective: 9.2
78) Teams are increasingly popular among successful organizations because they have been
found to ________.
A) match the performance of individuals in every kind of task
B) outperform individuals in many tasks
C) match the performance of individuals in many tasks
D) outperform individuals in every kind of task
Answer: B
Explanation: B) Teams are effective and have been found to exceed the performance of
individuals in many, but not all types of organizational tasks. This makes "outperforming
individuals in many tasks" the correct response. Matching the performance of individuals in
every kind of task and in many tasks can be ruled out because teams actually exceed, rather than
match, the performance of individuals in many tasks. Outperforming individuals in every kind of

task can be ruled out because it refers to every kind of task when it is clear that teams outperform
individuals only in some tasks.
Diff: 2
Page Ref: 248
AACSB: Analytic Skills
Objective: 9.3
79) Which statement is true of Fortune 500 companies?
A) Half have 100 percent of their employees on teams.
B) 100 percent have half of their employees on teams.
C) 80 percent have half of their employees on teams.
D) Half have 80 percent of their employees on teams.
Answer: C
Explanation: C) About 80 percent of all Fortune 500 companies employ at least half of their
employees as members of teams, making "80 percent having half of their employees on teams"
the correct response, and ruling out all other responses. This means that fewer than 20 percent of
these companies are made up mostly of non-team employees.
Diff: 2
Page Ref: 248
Objective: 9.3

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80) Which of the following is NOT generally thought to be an advantage of teams over
traditional work arrangements?
A) Teams are flexible and responsive.
B) Teams are easy to assemble.
C) Teams are easy to disband.
D) Teams are highly mechanistic.

Answer: D
Explanation: D) Being flexible, easy to put together, and easy to dissolve when they have
finished their task are all major advantages, not disadvantages of teams, so they are incorrect
responses for this question. Forming teams is a way of decentralizing an organization, so it
becomes much more organic then mechanistic, making teams being highly mechanistic the
correct answer for this question because it is a false statement and therefore not a valid advantage
of teams.
Diff: 2
Page Ref: 248
Objective: 9.3
81) The main difference between work groups and work teams is that ________.
A) work teams have a common goal
B) work groups have a common goal
C) work teams share information
D) work groups share information
Answer: A
Explanation: A) Both work groups and work teams share information, which rules out work
teams and work groups sharing information as correct responses. The key difference between the
two is that work teams have a shared goal that they work together to accomplish, while work
groups merely help group members accomplish their own separate goals. This makes work teams
having a common goal the correct response for this question and work groups having a common
goal incorrect.
Diff: 2
Page Ref: 249
AACSB: Communication
Objective: 9.3
82) The use of work teams creates the potential for an organization to generate ________.
A) greater outputs with greater inputs
B) fewer outputs with fewer inputs
C) greater outputs with fewer inputs

D) fewer outputs with greater inputs
Answer: C
Explanation: C) The potential that causes managers to create work teams is that they increase
efficiency—providing greater outputs with fewer inputs, making that the correct response. All
other choices can be ruled out because they result in a decrease, rather than an increase, in
efficiency. Note that the efficiency boost is only a potential advantage—when done well, team
formation in organizations increases efficiency. When done poorly, team formation may not
increase efficiency and in fact may cause a decrease in efficiency.
Diff: 2
Page Ref: 249
Objective: 9.3

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83) Which statement is true?
A) The main goal of work teams is to share information.
B) The main goal of work groups is collective performance.
C) The main goal of work teams is collective performance.
D) The main goal of work groups is synergy.
Answer: C
Explanation: C) For goals, work teams and work groups differ. Work groups seek to share
information only while work teams typically work together on a common task, or collective
performance. This makes "work teams as collective performance" the correct response for this
question because it is the only choice that matches a group correctly with its goal. Work groups
do not have collective performance or synergy as any goal, much less a main goal, so both those
choices can be ruled out as a correct response. The remaining choice is wrong because sharing
information is a minor, not a main goal of work teams.
Diff: 2

Page Ref: 249
Objective: 9.3
84) Which statement is true of accountability?
A) Work team members are individually accountable only.
B) Work team members are both individually and mutually accountable to one another.
C) Work group members are mutually accountable to one another.
D) Work group members are both individually and mutually accountable to one another.
Answer: B
Explanation: B) With respect to accountability, work groups are accountable only in an
individual sense while work teams have both group and individual accountability, making "work
team members as both individually and mutually accountable to one another" the correct
response for this question. This is the only choice that matches a group correctly with its sense of
accountability. Both choices regarding work group members are incorrect because work group
members are accountable only in an individual, not in a mutual sense. The remaining choice is
incorrect because work team members are accountable not just individually but also to the team.
Diff: 2
Page Ref: 249
Objective: 9.3
85) Which statement is true of the skills that members of work groups and work teams must
have?
A) Work group members need complementary skills.
B) Work team members need random skills.
C) Work team members need complementary skills.
D) Work group members need random skills.
Answer: C
Explanation: C) With respect to skills, work groups are not specific and will include members
with a wide variety of skills that are fairly random and not necessarily complementary. Work
teams, on the other hand, try to assemble workers whose skills complement one another and
work together to allow the team unit to accomplish its collective goal. This makes "work team
members needing complementary skills" the correct response for this question because it is the

only choice that matches a group correctly with its skill requirements.
Diff: 2
Page Ref: 249
Objective: 9.3

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86) Teams composed of individuals from the same department or functional area are called
________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams
Answer: C
Explanation: C) Problem-solving teams are teams with limited authority that are composed of
individuals from a single functional department, making it the correct response. A self-managed
work team is a team that functions without a supervisor and is responsible for managing itself so
it is not a correct response. A cross-functional team combines individuals with highly
complementary skills and functions, so it is not a correct response. A virtual team combines
individuals electronically rather than in-person, so it is an incorrect response.
Diff: 2
Page Ref: 250
Objective: 9.3
87) Which type of team is rarely given the authority to unilaterally implement any of their
suggested actions?
A) cross-functional
B) problem-solving
C) self-managed

D) virtual
Answer: B
Explanation: B) Of the four types of work teams, problem-solving teams have the least amount
of authority, making it the correct response. Cross-functional and virtual teams are often versions
of self-managed teams that are provided with explicit authority to implement the decisions they
suggest.
Diff: 2
Page Ref: 250
Objective: 9.3
88) Teams composed of individuals with skills that are highly complementary to one another are
called ________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams
Answer: A
Explanation: A) A cross-functional team selects individuals with highly complementary skills
and functions who work together on a project with a common goal, making it the correct
response. A self-managed work team functions without a supervisor and is responsible for
managing itself so it is not a correct response. Problem-solving teams are teams with limited
authority that are composed of individuals from a single functional department, so it is not a
correct response. A virtual team combines individuals electronically so it is not a correct
response.
Diff: 2
Page Ref: 250
Objective: 9.3

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89) Problem-solving teams usually ________.
A) have full authority to implement their decisions
B) lack the authority to implement their decisions
C) avoid making decisions
D) manage themselves and have no supervisor
Answer: B
Explanation: B) The flaw in problem-solving teams is that though they are productive in
reaching goals and making decisions, they lack the authority to have their decisions impact the
organization as a whole. For example, if a problem-solving team determines that its parent
company should buy carbon offset credits, the team lacks the power to enforce that decision.
These factors taken together make "lacking authority to implement decisions" the correct
response and make "avoiding making decisions" and "having full authority to implement
decisions" incorrect responses. The remaining choice is an incorrect response because it
describes a self-managed work team, not a problem-solving team.
Diff: 2
Page Ref: 250
Objective: 9.3
90) Teams composed of individuals who have never actually met one another in person are called
________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams
Answer: D
Explanation: D) A virtual team combines individuals electronically rather than in-person,
making it the correct response. A self-managed work team functions without a supervisor and is
responsible for managing itself so it is not a correct response. A cross-functional team combines
individuals with highly complementary skills and functions, so it is not a correct response.
Problem-solving teams are teams with limited authority that are composed of individuals from a

single functional department, so it is not a correct response.
Diff: 2
Page Ref: 250-251
Objective: 9.3
91) Teams composed of individuals who function without a supervisor are called ________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams
Answer: B
Explanation: B) A self-managed work team functions without a supervisor and is responsible for
managing and evaluating itself and its own performance, making it the correct response. A virtual
team combines individuals electronically rather than in-person, so it is not a correct response.
Problem-solving teams are teams with limited authority that are composed of individuals from a
single functional department, so it is not a correct response. A cross-functional team combines
individuals with highly complementary skills and functions, so it is not a correct response.
Diff: 2
Page Ref: 250
Objective: 9.3

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92) A self-managed work team would be likely to have the authority to ________.
A) hire and fire top organizational managers
B) determine organization-wide pay scales for team employees
C) disband a competing work team
D) make schedules and plans
Answer: D

Explanation: D) A self-managed work team has the authority to run itself, plan, schedule, and
make decisions for its own team, making the choice regarding schedules and plans the correct
response. The authority of a self-managed work group would not extend beyond the scope of its
own immediate concerns to such things as hiring and firing managers, determining
organizational pay scales, or eliminating competing teams—so all of those choices would be
incorrect.
Diff: 2
Page Ref: 250
Objective: 9.3
93) Which of the following would a self-managed work team be LEAST likely to do?
A) select all projects they work on
B) make decisions
C) implement decisions they make
D) assign tasks
Answer: A
Explanation: A) Self-managed work teams can make and implement decisions and assign tasks
within their own team structure. One thing a self-managed work team might not always have the
freedom and autonomy to do is to choose its projects, making "selecting all projects they work
on" the correct response. Most likely, the group would be given its assignment from management
and then be held responsible for its successful completion.
Diff: 3
Page Ref: 250
AACSB: Analytic Skills
Objective: 9.3
94) The team that meets each week in room 201 has a goal of creating a new cell phone model.
The team consists of an engineer, a designer, a computer software specialist, and a marketing
specialist. The team has full authority to make and implement its own decisions. This is likely to
be a ________.
A) cross-functional team
B) problem-solving team

C) virtual team
D) work group
Answer: A
Explanation: A) The team has individuals who specialize in different complementary skills,
suggesting that it is a cross-functional team. The team could not be virtual because it meets in
room 201. The team could not be a problem-solving team because it has authority to carry out its
own decisions. The team could not be a work group because it has a common goal, to create a
new phone.
Diff: 2
Page Ref: 250
Objective: 9.3

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