Groups
A.) Cohesiveness
B.) Roles
C.) Status
D.) Mission
A.) Virtual team
B.) Self-managed team
C.) Problem-solving team
D.) Cross-functional team
D.) Cross-functional team
A.) Trust encourages taking risks
B.) Trust reduces need for financial incentives
C.) Trust enhances productivity
D.) Trust facilitates information sharing
B.) Trust reduces need for financial incentives
A.) Enhancement
B.) Blackmail
C.) Apologies
D.) Favors
B.) Blackmail
A.) Psychological symptoms
B.) Behavioral symptoms
C.) Physiological symptoms
D.) Financial symptoms
D.) Financial symptoms
A.) Social Identity Threat
B.) Punctuated-Equilibrium Model
C.) Social Identity Theory
D.) Status Characteristics Theory
C.) Social Identity Theory
A.) Climate of trust
B.) Adequate resources
C.) Fierce intrateam competition
D.) Performance evaluation/reward system
C.) Fierce intrateam competition
A.) Identification of key performance indicators
B.) Unconventional behavior
C.) Personal risk
D.) Vision and articulation
A.) Identification of key performance indicators
A.) Decreased job satisfaction
B.) Increased turnover
C.) Improvement on key performance indicators
D.) Increased anxiety and stress
C.) Improvement on key performance indicators
A.) Action research
B.) Organizational development (OD)
C.) Process consultation (PC)
D.) Appreciative inquiry (AI)
A.) Action research
According to the text, all of the following are strengths of group decision making EXCEPT:
A.) Groups generate more complete information
B.) Groups make it clear who is responsible for outcomes
C.) Groups have increased viewpoint diversity
D.) Groups have increased solution acceptance
B.) Groups make it clear who is responsible for outcomes
A.) Reprimanding
B.) Rewarding
C.) Training
D.) Hiring
A.) Reprimanding
A.) Charismatic Leadership
B.) Leader-Participation Model
C.) Transformational Leadership
D.) Leader-Member Exchange (LMX) Theory
D.) Leader-Member Exchange (LMX) Theory
The General Dependence Postulate holds that:
A.) The more dependent person B is on person A, the more power person A has over person B
B.) The more dependent person B is on person A, the more power person B has over person A
C.) Power relations cannot be predicted from dependence relationships
D.) If person B is dependent on person A, both A and B will hold less power
A.) The more dependent person B is on person A, the more power person A has over person B
A.) Social trends
B.) Economic shocks
C.) Trends in management theory
D.) World politics
C.) Trends in management theory
A.) Ability to explicitly advocate for one's own status
B.) Individual/personal characteristics
C.) Power over others
D.) Ability to contribute to group goals
A.) Ability to explicitly advocate for one's own status
A.) Member Abilities
B.) Member Compensation
C.) Member Personality
D.) Member Preferences
B.) Member Compensation
A.) Path-Goal Theory
B.) Leader-Participation Model
C.) Situational Leadership Theory (SLT)
D.) The Fiedler Model
C.) Situational Leadership Theory (SLT)
A.) Scarcity
B.) Nonsubstitutability
C.) Importance
D.) Sustainability
D.) Sustainability
A.) Driving-->Unfreezing-->Refreezing
B.) Unfreezing --> Movement --> Refreezing
C.) Unfreezing --> Movement --> Restraining
D.) Driving --> Freezing --> Unfreezing
B.) Unfreezing --> Movement --> Refreezing
A.) Brainstorming
B.) Nominal Group Technique
C.) Interacting Group
D.) Group Shift
B.) Nominal Group Technique
A.) Mental models
B.) Team ideology
C.) Team identity
D.) Team cohesion
B.) Team ideology
B.) Thinking-dominant or feeling-dominant
C.) Task-oriented or relationship-oriented
D.) Detail-oriented or big picture-oriented
C.) Task-oriented or relationship-oriented
A.) Zero-sum approach
B.) Social network analysis
C.) Political skill
D.) Impression Management (IM)
B.) Social network analysis
A.) Hindrance stressors; challenge stressors
B.) Demands; resources
C.) Challenge stressors; hindrance stressors
D.) Hindrance stressors; allostatic stressors
C.) Challenge stressors; hindrance stressors