OB13_TIF10

Chapter 10 Understanding Work Teams MULTIPLE CHOICE Why Have Teams Become So Popular? 1.

Which of the following helps explain the current popularity of teams? Teams _____. a. are easier to manage b. are a way to better utilize employee talents c. are less expensive d. promote socialization e. are very efficient (b; Easy; Popularity of Teams; p. 323) {AACSB: Analytic Skills} Differences Between Groups and Teams 2.

Which of the following statements best defines a work group? a. The performance of a work group is generally greater than the sum of its inputs from individual members. b. A work group interacts primarily to share information, rather than to engage in work that requires joint effort. c. A work group consists of 3 or more people who take on self-supervising responsibilities. d. A work group consists of 3 or more people from across departmental or functional lines. e. A work group is a group comprised of 10 or more people. (b; Challenging; Work Groups; p. 323) {AACSB: Analytic Skills} 3.

Which of the following qualities is not found in work groups? a. energy b. enthusiasm c. synergy d. objectives e. security (c; Moderate; Work Groups; p. 323) {AACSB: Analytic Skills} 4.

_____ results in a level of performance that is greater than the sum of the individual inputs. a. Synergy b. Enthusiasm c. Energy d. Initiative e. Inversion (a; Moderate; Synergy; p. 323) Types of Teams 5.

Which is not one of the most common types of teams? a. problem-solving b. interdepartmental c. self-managed d. virtual e. cross-functional (b; Easy; Types of Teams; p. 324) {AACSB: Analytic Skills}

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6.

Which type of team meets to discuss ways to improve quality, efficiency, and the work environment? a. self-managed b. virtual c. problem-solving d. cross-functional e. committee (c; Easy; Problem-Solving Teams; p. 324) {AACSB: Analytic Skills} 7.

Which of the following types of teams would most likely be assembled to improve the efficiency of a company’s production process? a. cross-functional b. problem-solving c. self-managed d. virtual e. co-evolving (b; Difficult; Problem-Solving Teams; p. 324) {AACSB: Analytic Skills} 8.

Which of the following types of teams would most likely empower its team members to make work-related decisions? a. technical b. self-managed c. problem-solving d. management e. reactive (b; Moderate; Self-Managed Teams; p. 325) {AACSB: Analytic Skills} 9.

Self-managed teams are typically comprised of how many members? a. 2-5 b. 5-10 c. 8-12 d. 10-15 e. over 100 (d; Moderate; Self-Managed Teams; p. 325) 10.

_____ teams are made up of employees from about the same hierarchical level. a. Problem-solving b. Self-managed c. Cross-functional d. Multifaceted e. Star matrix (c; Easy; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills} 11.

_____ teams are an effective way to allow people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. a. Self-managed b. Problem-solving c. Cross-functional d. Multifaceted e. Star matrix (c; Moderate; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills}

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12.

The early stages of development of a cross-functional team are time-consuming because _____. a. most cross-functional team members are comprised of individuals from similar backgrounds b. members must research the causes of problems which they are assigned to solve c. most cross-functional team members have already established trust d. members have to learn how to perform new functional tasks e. members must learn to work with diversity and complexity (e; Challenging; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills} 13.

Which of the following types of teams allows for collaboration between team members who are physically dispersed? a. local b. interactive c. real-time d. virtual e. global (d; Easy; Virtual Teams; p. 326) {AACSB: Analytic Skills} 14.

Which of the following is not true about virtual teams? a. There is an absence of paraverbal cues. b. Members are more satisfied with the group interaction process. c. There is limited social context. d. They are more task-oriented. e. Members are more focused on production than on process. (b; Moderate; Virtual Teams; p. 326) {AACSB: Analytic Skills} Creating Effective Teams 15.

Which of the following statements best characterizes the use of work teams? a. Teams are unnecessary if an individual can do the job better. b. Teams are necessary for encouraging individuals to work independently. c. Within a company, teams perform best if they are structured similarly. d. Employees are usually responsible for suggesting that teams be created. e. In successful companies, teamwork is always preferable to individual work. (a; Moderate; Use of Work Teams; p. 327) {AACSB: Analytic Skills} 16.

Which of the following is not one of the key components of effective teams? a. effective work design b. recognized company identity c. supportive contextual influences d. well-managed team processes e. appropriate team membership (b; Moderate; Components of Effective Teams; p. 327) {AACSB: Analytic Skills} 17.

There are four contextual factors that appear to be most significantly related to team performance. Which of the following is not one of those factors? a. adequate resources b. work autonomy c. effective leadership d. a performance evaluation and reward system that reflects team contributions e. All of the above are contextual factors. (b; Moderate; Contextual Factors of Effective Teams; pp. 328-329) {AACSB: Analytic Skills}

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18.

To provide teams with adequate resources, a company must supply which of the following? a. proper equipment b. adequate staffing c. encouragement d. all the above e. none of the above (d; Moderate; Adequate Resources; p. 328) {AACSB: Analytic Skills} 19.

To succeed in achieving their goals, teams must _____. a. have strong leadership b. have autonomy c. receive support from management d. all of the above e. none of the above (c; Moderate; Adequate Resources; p. 328) 20.

In a ________ team the manager’s job becomes managing outside the team. a. technical b. self-managed c. problem-solving d. management e. reactive (b; Moderate; Leadership and Structure; p. 329) 21.

Leadership is especially important in ________ -- where different teams need to coordinate their efforts to produce a desired outcome. a. technical teams b. self-managed teams c. problem-solving teams d. management teams e. multi-team systems (e; Moderate; Leadership and Structure; p. 329)

22.

Which of the following statements best serves to weaken the argument that trust contributes to team effectiveness? a. The most cooperative teams are those that share the greatest amount of trust. b. Team members who trust each other tend to spend less time monitoring each other’s behavior. c. Regardless of trust level, most individuals resist exposing vulnerabilities to their co-workers. d. Research shows that trust among team members is directly linked to members’ willingness to take risks. e. Teams with the highest trust ratings for their leadership tend to outperform teams with lower leadership trust ratings. (b; Challenging; Trust; p. 329) {AACSB: Analytic Skills} 23.

In addition to evaluating and rewarding employees for their individual contributions, management should consider using which of the following to reinforce team effort and commitment? a. personalized incentives b. consistent wages for all team members c. individual performance evaluations d. fixed hourly wages e. profit sharing (e; Moderate; Reward Systems; p. 329)

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24.

Effective teams require which of the following skills? a. problem-solving skills b. technical expertise c. interpersonal skills d. all of the above e. none of the above (d; Moderate; Skills of Team Members; p. 330) {AACSB: Analytic Skills} 25.

Team members with good listening, feedback, and conflict resolution skills possess _____. a. technical expertise b. problem-solving skills c. decision-making skills d. interpersonal skills e. cognitive appraisal skills (d; Easy; Skills of Team Members; p. 330) {AACSB: Communication} 26.

A recent review of the literature suggested that ________ of the Big Five traits was/were especially important for team performance. a. 1 b. 2 c. 3 d. 4 e. 5 (c; Easy; Personality; p. 331) 27.

What types of people are valuable in teams because they’re good at backing up fellow team members and at sensing when that support is truly needed? a. conscientious people b. extroverted people c. introverted people d. agreeable people e. open people (a; Easy; Personality; p. 331) 28.

Evidence tends to suggest that performance across teams will be higher if an organization ________. a. forms only teams high in conscientiousness b. forms only teams low in conscientiousness c. forms both teams high in conscientious and teams low in conscientiousness d. seeds each team with a few people who score high on conscientiousness e. seeds each team with a few people who score low on conscientiousness (c; Moderate; Personality; p. 331) {AACSB: Analytic Skills} 29.

One stream of research has identified potential team roles that people prefer to play. The “creator” role is one who _____. a. champions ideas b. initiates new ideas c. provides structure d. coordinates and integrates e. manages subordinates (b; Challenging; Key Roles of Teams; p. 332) {AACSB: Analytic Skills}

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30.

Of the nine key roles on teams, the “promoter” is the group member most likely to _____. a. develop original ideas b. defend and support newly-developed ideas c. provide structure for the team d. fight battles with those outside of the team e. conflict with other team members (b; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 31.

Which of the following is not one of the nine potential team roles identified for successful teams? a. organizer b. allocator c. controller d. maintainer e. promoter (b; Easy; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 32.

You find that in a team situation you prefer to be the one who examines details and is concerned with enforcing rules and regulations. Your role is that of the _____. a. maintainer b. linker c. controller d. promoter e. resource allocator (c; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 33.

On her work team, Michelle develops detailed tasks lists and work flow charts to help her team members understand the steps involved in each project. She also maintains the project calendar and receives periodic updates from each team member to ensure that projects are progressing on schedule. Which role does Michelle most likely fill on her team? a. assessor b. organizer c. maintainer d. creator e. promoter (b; Challenging; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 34.

Sharon has an assertive personality and naturally tends to stand up for her team in conflicts with other teams or departments. She is a strong defender and is fiercely loyal to the other members on her team. Sharon is most likely suited for which of the following team roles? a. controller b. producer c. maintainer d. assessor e. advocate (c; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 35.

What is the degree to which members of a work unit share a common demographic attribute and the impact of this attribute on turnover? a. group demography b. turnover rate c. organizational demography d. work demography e. department demography (c; Easy; Diversity; pp. 332-333) 199

36.

The most effective teams tend to have _____ members. a. 3 to 5 b. 5 to 15 c. less than 10 d. 10 to 20 e. more than 20 (c; Challenging; Size of Teams; pp. 333-334) 37.

Process variables include all of the following except _____. a. climate of trust b. member commitment to a common purpose c. team efficacy d. minimized social loafing e. specific goals (a; Moderate; Process Variables; p. 335) {AACSB: Analytic Skills} 38.

Effective teams usually have a common and meaningful purpose. In context, “common” most nearly means _____. a. ordinary b. plain c. routine d. shared e. mundane (d; Moderate; Common Plan and Purpose; pp. 335-336) {AACSB: Reflective Thinking} 39.

What is a team called when its members consider and adjust their master plan when necessary? a. social facilitating b. goal congruent c. social loafing d. mental models e. reflexive (e; Easy; Common Plan and Purpose; p. 336) 40.

Effective teams have confidence in themselves and believe they can succeed. This confidence is termed _____. a. social facilitation b. goal congruence c. social loafing d. team efficacy e. self serving bias (d; Challenging; Team Efficacy; p. 336) 41.

Which of the following is most likely to increase team efficacy? a. providing measurable goals b. helping the team achieve small successes c. limiting time spent in training d. ensuring that team goals are challenging e. reducing the number of members on a team (b; Moderate; Team Efficacy; p. 336) {AACSB: Analytic Skills}

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42.

When teams are under acute stress, they are particularly likely to have ________. a. wrong mental models b. high self efficacy c. relationship conflict d. resource conflict e. high reflexivity (a; Moderate; Mental Models; p. 336) 43.

If a team’s members have similar mental models, what will they likely do? a. loaf on others’ efforts b. demonstrate high reflexivity c. display low self efficacy d. become involved in relationship conflict e. focus on what needs to be done (e; Moderate; Mental Models; p. 336) {AACSB: Analytic Skills} 44.

Which type of conflict is almost always dysfunctional? a. task conflict b. efficacy conflict c. relationship conflict d. resource conflict e. social conflict (c; Moderate; Conflict Levels; p. 337) {AACSB: Analytic Skills} 45.

Coasting on the group effort is termed ____. a. inconsistency b. incompetence c. social loafing d. dysfunction e. half-focus bias (c; Easy; Social Loafing; p. 337) Turning Individuals into Team Players 46.

Your company is considering implementing work teams in your Vietnam facility. You should find this relatively easy because those employees will have strong _____ values. a. acculturation b. collectivist c. creative d. cultural e. capitalistic (b; Moderate; Collectivist Societies; p. 337) {AACSB: Reflective Thinking} {AACSB: Multicultural and Diversity} 47.

Which of the following strategies would managers find least helpful for turning individuals into team players? a. selecting appropriate candidates b. setting goals c. providing training d. rewarding cooperative efforts e. encouraging mentorship (b; Challenging; Turning Individuals into Team Players; pp. 337-338) {AACSB: Analytic Skills}

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48.

If an employee is considered “untrainable” as a team member, he or she most likely_____. a. will be willing to undergo training in order to learn team skills b. can be successfully transferred from one team to another c. lacks the technical skills necessary for a team position d. will find it difficult to transition to working in teams e. comes from a culture that upholds collectivist values (d; Moderate; Selection; pp. 337-338) {AACSB: Analytic Skills} 49.

Exercises that help individuals become team players include workshops in _____. a. negotiation b. individualism c. goal setting d. event planning e. recruiting (a; Moderate; Training; p. 338) Global Issues 50.

Only one-third of employees from ________ would likely say their organization has a high level of teamwork? a. Canada b. Japan c. Mexico d. Indonesia e. the United States (e; Moderate; Extent of Teamwork; p. 339) {AACSB: Multicultural and Diversity} TRUE/FALSE Why Have Teams Become So Popular? 51.

Compared to traditional departments, teams tend to be less flexible and less responsive to changing events. (False; Moderate; Popularity of Teams; p. 323) 52.

Establishing teams provides an effective means for increasing democratic practices within an organization. (True; Moderate; Popularity of Teams; p. 323) Differences Between Groups and Teams 53. Work groups engage in collective endeavors that require collaborative effort. (False; Moderate; Work Groups; p. 323) 54. Unlike work teams, work groups are most effective when their synergy is strongest. (False; Moderate; Work Groups; p. 323) 55. Work groups typically generate more positive synergy than do work teams. (False; Moderate; Work Groups; p. 323) 56. Work teams produce final results that exceed the sum of individual team member inputs. (True; Moderate; Work Groups; p. 323)

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57.

The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. (True; Easy; Work Groups; p. 323) Types of Teams 58.

The four most common forms of teams are: problem-solving, self-managed, cross-functional, and global. (False; Moderate; Types of Teams; p. 324) {AACSB: Analytic Skills} 59. Problem-solving teams generally consist of 5 to 12 hourly employees from the same department. (True; Easy; Problem-Solving Teams; p. 324) 60.

You are a member of a team of eight individuals from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. You are most likely a member of a self-managed work team. (False; Moderate; Types of Teams; p. 324) {AACSB: Analytic Skills} 61. A cross-functional work team takes on many of the responsibilities of their former supervisors. (False; Moderate; Types of Teams; p. 325) {AACSB: Analytic Skills} 62. Supervisory positions take on decreased importance for a problem-solving work team. (False; Moderate; Types of Teams; p. 325) {AACSB: Analytic Skills} 63. As a result of self-managed teams, supervisory positions may be eliminated. (True; Moderate; Self-Managed Teams; p. 325) {AACSB: Analytic Skills} 64. Individuals on supervisory work teams report higher levels of job satisfaction. (False; Moderate; Types of Teams; p. 325) {AACSB: Analytic Skills} 65.

Individuals on self-managed work teams have lower absenteeism rates than employees in traditional work structures. (False; Easy; Types of Teams; p. 325) {AACSB: Analytic Skills} 66.

Turnover rates are higher for self-managed work teams than for employees working in traditional work structures. (True; Easy; Self-Managed Teams; p. 325) {AACSB: Analytic Skills} 67.

Cross-functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. (True; Easy; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills} 68. Membership on virtual teams is usually restricted to employees living within the same country. (False; Moderate; Types of Teams; p. 326) {AACSB: Analytic Skills} 69. Cross-discipline teams usually function well only in small companies. (False; Moderate; Types of Teams; p. 326) {AACSB: Analytic Skills} 70. Cross-functional teams are very effective for coordinating highly complex projects. (True; Easy; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills} 71. One advantage of cross-functional teams is that they are easy to manage. (False; Moderate; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills}

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Creating Effective Teams 72. Work design is more important than team composition for ensuring effective teams. (False; Challenging; Components of Effective Teams; p. 328) {AACSB: Analytic Skills} 73.

To perform effectively, a team requires three different types of skills: technical expertise, problemsolving and decision-making skills, and interpersonal skills. (True; Moderate; Skills of Team Members; p. 330) {AACSB: Analytic Skills} 74. On a team, the role of the “creator” describes the person who analyzes decision options. (False; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 75.

The role of the “linker” describes the person within the work team who coordinates and integrates the work of team members. (True; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 76.

Your analytical skills are very good and you enjoy the role of integrating creative ideas for your group. You will find that you are most effective in the role of the “promoter.” (False; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 77.

Susan is well organized and enjoys providing structure for the group. Her role within the work team may be described as the “maintainer.” (False; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 78. Given the option, many employees will select themselves out of team participation. (True; Easy; Member Preferences; p. 334) 79.

The highest performing team members are usually employees who thrive on being rewarded for their personal achievements. (False; Challenging; Work Design; p. 334) {AACSB: Analytic Skills} 80. Teams that are completely void of conflict are likely to become apathetic and stagnant. (True; Moderate; Conflict Levels; p. 336) 81. Task conflict increases the likelihood of groupthink. (False; Moderate; Conflict Levels; p. 337) 82.

“Social loafing” is most likely to occur within a team whenever one team member’s contributions are invisible to the rest of the team. (True; Moderate; Social Loafing; p. 337) Turning Individuals into Team Players 83. Teams tend to operate well within countries that score high on collectivism. (True; Easy; Collectivist Societies; p. 337) {AACSB: Multicultural and Diversity} 84.

A large proportion of people raised on the importance of individual accomplishment can be trained to become team players. (True; Moderate; Training; p. 338) 85. Competitive reward structures reinforce the importance of collaboration in work teams. (False; Moderate; Rewards and Collaboration; p. 338) 86. Work teams often provide intrinsic rewards, such as camaraderie. (True; Moderate; Rewards; p. 339) {AACSB: Analytic Skills} 204

Beware! Teams Aren’t Always the Answer 87. Teamwork takes more time and often more resources than individual work. (True; Moderate; Disadvantages of Teamwork; p. 339) {AACSB: Analytic Skills} 88.

Teams make most sense to employ when the tasks to be accomplished are independent of one another. (False; Moderate; Teamwork; p. 339) Global Implications 89. The use of work teams is limited in the U.S. due to this country’s highly individualistic culture. (False; Challenging; Teamwork; pp. 339-340) {AACSB: Multicultural and Diversity} 90.

In high power distance countries, work teams fare best if leadership roles are flexible and deemphasize hierarchical authority. (True; Challenging; Teamwork; p. 339) {AACSB: Multicultural and Diversity} Summary and Implications for Managers 91. The most effective teams have between ten and fifteen members. (False; Moderate; Size of Teams; p. 340) SCENARIO-BASED QUESTIONS Application of Types of Teams You are the vice-president of a division of a large, multi-national company that makes electronic equipment for consumers and the military. You have several managers that have created some teams. Also, there are several projects underway and you need to decide what types of teams to use for each situation. 92.

Joan, your director of accounting, has created a team of seven employees from the accounts payable department who meet for three hours a week to discuss ways of improving quality, efficiency and the work environment. This is an example of a ____ team. a. problem-solving b. self-managed c. cross-functional d. virtual e. task-resolution (a; Moderate; Problem-Solving Teams; p. 324) {AACSB: Analytic Skills} 93.

Jack, your director of manufacturing, has decided to create a team of eleven employees from quality control. Jack gives the team members the responsibility of scheduling their own work and evaluating each other’s performance. This is an example of a _____ team. a. problem-solving b. self-managed c. cross-functional d. virtual e. task-resolution (b; Moderate; Self-Managed Teams; pp. 324-325) {AACSB: Analytic Skills}

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94.

Your company has recently landed a contract to design and manufacture a new state-of-the-art electronic device for the military. This will be a very complex project, requiring many different types of skills. Which of the following types of teams is most suited for the project? a. problem-solving b. self-managed c. cross-functional d. virtual e. task-resolution (c; Moderate; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills} 95.

Janice is your director of sales. Since her employees are located in Europe, Asia, and North America, she has decided to use instant messaging to tie her employees together in order to develop a marketing strategy for a new product line. This is an example of a _____ team. a. problem-solving b. self-managed c. cross-functional d. virtual e. task-resolution (d; Easy; Virtual Teams; p. 326) {AACSB: Analytic Skills} {AACSB: Multicultural and Diversity} Application of Key Roles on Teams You have been assigned to a problem-solving team. You have never met any of the team members before, but you have been given their resumes. It is your job to match the team members to the various roles that are needed for successful completion of your project. Your team consists of the following members. Iris is a recent college graduate with a degree in mathematics. She likes to keep an eye on the big picture and enjoys coordinating the work of others. James has been with the company for 15 years and has had experience in several areas within the company. He has a reputation for strong leadership and effective follow-through. Betty is highly motivated and intelligent. She has several advanced degrees and is able to view situations from differing viewpoints. You have decided that you are willing to take on any group role that is handed to you, but you are more comfortable with implementing ideas than with initiating them. 96.

The role that might best suit Iris is that of ________. a. creator b. assessor c. linker d. maintainer e. adviser (c; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} 97.

James is best suited to which role? a. organizer b. maintainer c. linker d. adviser e. producer (e; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills}

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98.

The person best suited for the role of adviser is probably ________. a. Betty b. James c. Iris d. you e. none of the above (a; Moderate; Key Roles of Teams; p. 332) {AACSB: Analytic Skills} Application of Team Process You are the manager of a software design firm that develops software projects using teams of specialists. One of your most successful teams has been together for nearly 5 years. In the past, this team has performed effectively, and you have been very satisfied with the team’s output. Recently, however, you have noticed a marked decrease in the team’s performance. You investigate to determine the problem. 99.

After interviewing all 7 team members, you determine that one of the team members performs routine administrative tasks that are rarely visible to any of the other team members. You suspect that this team member may be loafing off and lagging in his duties. You could most likely improve that team member’s output by ________. a. encouraging him to work more independently b. making his work clearly visible to the other team members c. hiring other team members who perform similar tasks d. providing him with administrative training e. giving him additional assignments to complete (b; Moderate; Process; p. 337) {AACSB: Analytic Skills}

100.

During an interview with one team member, you learn that several members of the team have had conflicts regarding the content of a task to which the team was recently assigned. Are these conflicts likely to be reducing the group’s productivity? a. Yes, because interpersonal conflicts always hurt a team’s performance. b. No, because conflicts based on personal animosity rarely affect team operations. c. Yes, because task-related conflicts lead to poor team decisions. d. No, because task-related conflicts usually benefit the performance of a team. e. Yes, because disagreements about tasks usually lessen groupthink. (d; Moderate; Conflict Levels; pp. 336-337)

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Application of Turning Individuals into Team Players You work for an international company that has offices around the world. You have been asked to pull together a global virtual team to handle a specific project. The project is expected to take 3 to 5 years to complete. You are free to include individuals from any of the company’s offices, which are located in the United States, Canada, Mexico, Britain, Australia, and Japan. 101.

Provided that all of the team members are equally qualified, which of the following teams is likely to be the least challenging to manage? a. A team comprised of members drawn equally from all of the company’s offices, because culturally diverse teams tend to operate with minimal conflict. b. A team comprised primarily of members from the United States, because employees from countries with individualistic values tend to function well in teams. c. A team comprised primarily of members from Canada, Britain, and Australia, because employees from these countries usually grow up learning how to function in teams. d. A team comprised of members from both Japan and Mexico, because employees from these countries tend to focus on individual accomplishments. e. A team comprised primarily of members from either Japan or Mexico, because employees from countries with collectivist values tend to adjust easily to team structures. (e; Challenging; Collectivist Societies; p. 337) {AACSB: Analytic Skills} Application of Beware! Teams Aren’t Always The Answer You are the plant manager of a manufacturing facility. Your plant has been experiencing a number of problems and you have been directed to solve these issues. One of the problems concerns the low quality of the manufactured product. Many products have failed to pass quality inspection, and your superiors feel that the failure rate is unacceptably high. Another problem concerns the college recruitment process. The current recruitment process has repeatedly brought unqualified candidates to the plant. 102.

Your management team suggests that the college recruitment process could be improved by creating a cross-functional team to conduct the on-campus interviews. Based on your understanding of team functioning, you reply that this solution is most likely ________. a. an inappropriate use of teams, because individual interviews are better conducted by one person b. an appropriate use of teams, because recruitment is a quality issue c. an inappropriate use of teams, because interviewing teams rarely have a common purpose d. an appropriate use of teams, because interviewing is a highly complex task e. an inappropriate use of teams, because team interviews risk breaking confidentiality (a; Challenging; Use of Teams; p. 339) {AACSB: Analytic Skills} SHORT DISCUSSION QUESTIONS 103.

Why have teams become so popular? As organizations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a better way to use employee talents. Management has found that teams are more flexible and responsive to changing events than are traditional departments or other forms of permanent groupings. Teams have the capability to quickly assemble, deploy, refocus, and disband. Teams facilitate employee participation in operating decisions. So another explanation for the popularity of teams is that they are an effective means for management to democratize their organizations and increase employee motivation. (Easy; Popularity of Teams; p. 323) {AACSB: Analytic Skills}

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104.

Discuss the difference between a work group and a work team. A work group is a group that interacts primarily to share information and to make decisions to help each member performs within his or her area of responsibility. There is no positive synergy that would create an overall level of performance that is greater than the sum of the inputs. A work team generates positive synergy through coordinated effort. Their individual efforts result in a level of performance that is greater than the sum of those individual inputs. (Easy; Work Groups and Work Teams; p. 323) {AACSB: Analytic Skills}

105.

Describe and discuss self-managed work teams. Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically, this includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self-managed work teams even select their own members and have the members evaluate each other’s performance. As a result, supervisory positions take on decreased importance and may even be eliminated. (Moderate; Self-Managed Work Teams; pp. 324325) {AACSB: Analytic Skills}

106.

What is a cross-functional team? Cross-functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. This is an effective means for allowing people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. (Easy; Cross-Functional Teams; p. 326) {AACSB: Analytic Skills}

107.

What is a virtual team? Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. They allow people to collaborate online using communication links like wide-area networks, video conferencing, or e-mail, whether they’re only a room away or continents apart. Like cross-functional teams, virtual teams are so pervasive, and technology has advanced so far, that it’s probably a bit of a misnomer to call them “virtual.” Nearly all teams today do at least some of their work remotely. (Easy; Virtual Teams; p. 326) {AACSB: Analytic Skills}

108.

What is team efficacy? Effective teams have confidence in themselves. They believe they can succeed. This is called team efficacy. Teams that have been successful raise their beliefs about future success, which in turn, motivates them to work harder. (Easy; Team Efficacy; p. 336) {AACSB: Analytic Skills}

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109.

Discuss strategies an organization might use to turn individuals into team players. Managers have several options to turn individuals into team players. When hiring team members, in addition to the technical skills required to fill the job, care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. A large proportion of people raised on the importance of individual accomplishment can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide. The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. (Moderate; Turning Individuals into Team Players; pp. 337-338) {AACSB: Analytic Skills}

MEDIUM LENGTH DISCUSSION QUESTIONS 110.

Teams can be classified based on their objectives. Identify and discuss the four most common forms of work teams. Teams can do a variety of things. They can make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. The four most common types of team are problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. a) In problem-solving teams, members share ideas or offer suggestions on how work processes and methods can be improved. They meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Rarely, however, are these teams given the authority to unilaterally implement any of their suggested actions. b) Self- managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors. Typically, this includes planning and scheduling of work, assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on problems, and working with suppliers and customers. Fully self-managed work teams even select their own members and have the members evaluate each other’s performance. As a result, supervisory positions take on decreased importance and may even be eliminated. c) Cross-functional teams are made up of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. This is an effective means for allowing people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects. d) Virtual teams use computer technology to tie together physically dispersed members in order to achieve a common goal. They allow people to collaborate online using communication links like wide-area networks, video conferencing, or e-mail, whether they’re only a room away or continents apart. Like cross-functional teams, virtual teams are so pervasive, and technology has advanced so far, that it’s probably a bit of a misnomer to call them “virtual.” Nearly all teams today do at least some of their work remotely. (Challenging; Types of Teams; pp. 324-326) {AACSB: Analytic Skills}

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111.

What are some special challenges that virtual teams face? For virtual teams to be effective, what should management ensure? They may suffer from less social rapport and less direct interaction among members. They aren’t able to duplicate the normal give-and-take of face-to-face discussion. Especially when members haven’t personally met, virtual teams tend to be more task-oriented and exchange less social–emotional information. Not surprisingly, virtual team members report less satisfaction with the group interaction process than do face-to-face teams. For virtual teams to be effective, management should ensure that: (a) trust is established among team members (research has shown that one inflammatory remark in a team member email can severely undermine team trust); (b) team progress is monitored closely (so the team doesn’t lose sight of its goals, and no team member “disappears”); and (c) the efforts and products of the virtual team are publicized throughout the organization (so the team does not become invisible). (Moderate; Virtual Teams; p. 326) {AACSB: Analytic Skills}

112.

Discuss the advantages and disadvantages of diversity on teams. Many of us hold the optimistic view that diversity should be a good thing – diverse teams should benefit from differing perspectives and do better. Unfortunately, the evidence appears to favor the pessimists. One review concluded, “Studies on diversity in teams from the last 50 years have shown that surface-level social-category differences such as race/ethnicity, gender, and age tend to…have negative effects” on the performance of teams. As in the literature on groups, there is some evidence that the disruptive effects of diversity decline over time, but unlike in the groups literature, there is less evidence that diverse teams perform better eventually. One of the pervasive problems with teams is that while diversity may have real potential benefits, a team is deeply focused on commonly held information. But if diverse teams are to realize their creative potential, they need to focus not on their similarities but on their differences. There is some evidence, for example, that when team members believe others have more expertise, they will work to support those members, leading to higher levels of effectiveness. The key is for diverse teams to communicate what they uniquely know, but also what they don’t know. (Moderate; Diversity; pp. 332-333) {AACSB: Analytic Skills} {AACSB: Multicultural and Diversity}

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113.

The team effectiveness model identifies four categories of key components making up effective teams. What are these four categories? Give examples of each category. The key components making up effective teams can be subsumed into four general categories. a) The first category is work design. Work design characteristics enhance motivation and increase team effectiveness. These characteristics motivate because they increase members’ sense of responsibility and ownership over the work and because they make the work more interesting to perform. b) The second relates to the team’s composition. To perform effectively, a team requires three different types of skills – technical expertise, problem-solving and decisionmaking skills, and interpersonal skills. No team can achieve its performance potential without developing all three types of skills. c) Third is the resources and contextual influences that make teams effective. The four contextual factors that appear to be most significantly related to team performance are the presence of adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions. d) Finally, process variables reflect the things that go on in the team that influence effectiveness. These include member commitment to a common plan and purpose, establishment of specific team goals, team efficacy, establishment of mental models, a managed level of conflict, and minimization of social loafing. (Moderate; Team Effectiveness Model; p. 328) {AACSB: Analytic Skills}

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COMPREHENSIVE ESSAYS 114.

Explain how organizations can create team players. The primary options managers have for trying to turn individuals into team players include: a) Selection. Some people already possess the interpersonal skills to be effective team players. When hiring team members, in addition to the technical skills required to fill the job, care should be taken to ensure that candidates can fulfill their team roles as well as technical requirements. Many job candidates don’t have team skills. This is especially true for those socialized around individual contributions. When faced with such candidates, managers basically have three options. The candidates can undergo training to “make them into team players.” If this isn’t possible or doesn’t work, the other two options are to transfer the individual to another unit within the organization, without teams (if this possibility exists); or don’t hire the candidate. In established organizations that decide to redesign jobs around teams, it should be expected that some employees will resist being team players and may be un-trainable. Unfortunately, such people typically become casualties of the team approach. b) Training. On a more optimistic note, a large proportion of people raised on the importance of individual accomplishments can be trained to become team players. Training specialists conduct exercises that allow employees to experience the satisfaction that teamwork can provide. They typically offer workshops to help employees improve their problem-solving, communication, negotiation, conflictmanagement, and coaching skills. Employees also learn the five-stage group development model. c) Rewards. The reward system needs to be reworked to encourage cooperative efforts rather than competitive ones. Promotions, pay raises, and other forms of recognition should be given to individuals for how effective they are as a collaborative team member. This doesn’t mean individual contributions are ignored; rather, they are balanced with selfless contributions to the team. Examples of behaviors that should be rewarded include training new colleagues, sharing information with teammates, helping to resolve team conflicts, and mastering new skills that the team needs but in which it is deficient. (Moderate; Creating Team Players; pp. 337-339) {AACSB: Analytic Skills}

115.

What are some of the cautions to be aware of when using teams? Teams have increased communication demands, conflicts to be managed, and meetings to be run. It has been suggested that three tests be applied to see if a team fits the situation. First, can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. Simple tasks that don’t require diverse input are probably better left to individuals. Second, does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? The final test to assess whether teams fit the situation is: Are the members of the group interdependent? Teams make sense where there is interdependence between tasks; where the success of the whole depends on the success of each one and the success of each one depends on the success of the others. (Moderate; Disadvantages of Teams; p. 339) {AACSB: Analytic Skills}

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