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Understanding Groups and Managing Work Teams 2
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Understanding Groups and Managing Work Teams 2
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25 Questions

1. 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.
2. Formal groups tend to form around friendships and common interests.
3. The studies by Solomon Asch show that group norms are a powerful force.
4. In the norming stage of group development, the group becomes cohesive.
5. A team's upholder-maintainer would likely submit the team's request for a large increase in resources to top management.
6. Diversity within a group typically makes reaching consensus easier.
7. An effective team leader is often more of a coach than a manager.
8. Group norms have little to do with how hard a group member works.
9. The group is likely to work on its primary task during the adjourning stage of group development.
10. A self-managed team is responsible for both completing tasks and managing itself.
11. Collectivist societies tend to have an enormous problem with social loafing.
12. More than 80 percent of all Fortune 500 companies use teams.
13. Selection is important in the success of a team.
14. Members of a virtual team never actually communicate with one another.
15. Asch's findings suggest that Chinese members of a global team might be expected to conform easily to the team's norms.
16. 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.
17. An effective team must have a whole and identifiable task.
18. The team role of linker initiates creative ideas in a team.
19. The problem with many problem-solving teams is that they don't have the authority to act on their decisions.
20. Conscientiousness seems to be a key ingredient in successful teams.
21. A problem-solving team is likely not to have a supervising manager to oversee it.
22. A group consists of individuals who share specific goals.
23. Accountability for a work team is strictly on an individual basis.
24. There is no way to reduce social loafing within a team.
25. 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.

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