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    Paranthaman Raman
    1. Teams are difficult to achieve as they require high levels of trust and commitment between members. 2. Social loafing theory suggests that individuals work less hard in a group than individually due to feeling less responsible. 3. Benefits of teamwork to the organization include the transfer of skills and expertise between members. 4. Tuckman's model of team development includes the stages of forming, storming, norming, performing, and adjourning.

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    Quiz

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    Paranthaman Raman
    2K views9 pages
    1. Teams are difficult to achieve as they require high levels of trust and commitment between members. 2. Social loafing theory suggests that individuals work less hard in a group than individually due to feeling less responsible. 3. Benefits of teamwork to the organization include the transfer of skills and expertise between members. 4. Tuckman's model of team development includes the stages of forming, storming, norming, performing, and adjourning.

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    1. Teams are difficult to achieve as they require high levels of trust and commitment between members. 2. Social loafing theory suggests that individuals work less hard in a group than individually due to feeling less responsible. 3. Benefits of teamwork to the organization include the transfer of skills and expertise between members. 4. Tuckman's model of team development includes the stages of forming, storming, norming, performing, and adjourning.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    2K views9 pages

    Quiz

    Uploaded by

    Paranthaman Raman
    1. Teams are difficult to achieve as they require high levels of trust and commitment between members. 2. Social loafing theory suggests that individuals work less hard in a group than individually due to feeling less responsible. 3. Benefits of teamwork to the organization include the transfer of skills and expertise between members. 4. Tuckman's model of team development includes the stages of forming, storming, norming, performing, and adjourning.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 9
    At a glance
    Powered by AI
    Some of the key takeaways from the passage include the stages of team formation, factors that influence team effectiveness, and concepts like social loafing and groupthink.

    According to Tuckman's model, the key stages of team formation and development are forming, storming, norming, performing, and adjourning.

    Social loafing refers to individuals in teams working less hard than they would individually due to reduced sense of individual accountability. It occurs because people feel less responsible and identifiable in a group setting.

    1. Individuals make good decisions much quicker than teams do.

    True
    False

    A.
    B.

    2.

    Teams make the best decisions when

    A.
    Leaders are autocratic
    B. Team members who dont know anything keep quiet
    C.
    Decisions are made by consensus
    D.
    Team members listen carefully

    3. Group members are dependent on one another, while team members are independent of one another.
    True
    False

    A.
    B.

    4.

    Healthy conflict is a key building block of an effective team.

    5.

    The second stage of team formation and develop is

    6.

    Listening is a critical behavior in consensus building

    True
    False

    A.
    B.

    Performing
    Storming
    Forming
    Norming

    A.
    B.
    C.
    D.

    True
    False

    A.
    B.

    7. No group ever becomes a team unless it can hold itself accountable as a team.
    True
    False

    A.
    B.

    8.
    A.
    B.
    C.
    D.

    Which of the following is not a Team Maintenance Role?


    Encouraging
    Compromising
    Harmonizing
    Information Giving

    9. Effective team behavior is always more encouraging than challenging of new ideas.
    True
    False

    A.
    B.

    10. Teams operate most effectively when leadership is formally established and recognized.
    True
    False

    A.
    B.

    ANSWERS

    ABBABAADBB

    Question 1
    Which of these is not a key feature of a team?

    a) Mutual independence
    b) Mutual purpose
    c) Shared responsibility
    d) Working in the same department that is called a team
    Question 2
    What is social loafing?

    a) A process where individuals in teams work less hard than they


    would individually.
    b) A process where individuals work harder when they are in
    teams.
    c) When someone hangs around with others and enjoys the
    camaraderie of being part of a team.
    d) Team building activities
    Question 3
    Which of the following is a particular benefit of teamwork to the
    organization asa whole, rather than the individual?

    a) Transfer of skills and technical expertise


    b) Learning skills from others
    c) Job enrichment
    d) Increased motivation

    Question 4
    According to Katzenbach and Smith (1993), why is a high performance
    team hard to achieve?

    a) People are motivated by their own careers.


    b) People are on different pay scales.
    c) It involves higher levels of trust and commitment.
    d) High achievers get promoted out of the team.
    Question 5
    In the Belbin Team Role a Shaper is:

    a) Outgoing, enthusiastic, communicative. Explores opportunities


    and develops contacts
    b) Single-minded, self-starting, dedicated. Provides knowledge
    and skills in rare supply
    c) Creative, imaginative, free-thinking. Generates ideas and
    solves difficult problems
    d) Challenging, dynamic, thrives on pressure. Has the drive and
    courage to overcome obstacles
    Question 6
    In the Belbin Team Role someone who is creative, imaginative, freethinking. Generates ideas and solves difficult problems is a:

    a) Plant
    b) Implementer
    c) Specialist

    d) Resource Investigator
    Question 7
    What is it to be de-individualized? ) Adams
    and Hogg, 2003)

    a) Dehumanization that occurs by being part of a team


    b) A person who is not allowed a personality
    c) Transformed thinking and the feeling to feel psychologically
    intertwined with the group
    d) Made to do the same as everyone else
    Question 8
    Tuckman's stages of team formation go in what order?

    a) Norming, storming, forming, performing, adjourning


    b) Forming, storming, norming, performing, adjourning
    c) Founding, storming, norming, performing, adjourning
    d) Forming, staining, norming, performing, adjourning
    Question 9
    What is groupthink?

    a) Negotiation a solution as part of the group


    b) Learning to compromise to fit within the group
    c) A meeting where everyone shares their ideas
    d) Social pressure put on individuals to think in a particular way

    Question 10
    Why, according to Barker (1993) and Sewell (1998), can teamwork
    increase management control?

    a) Team members monitor and control each other's actions.


    b) People within the team compete with each other for
    management's favour.
    c) People can share more information and knowledge so
    individual skill diminishes.
    d) Creating high performance teams increases managements
    control.
    ///////////////////////////////////

    Question 1
    Which of these is not a key feature of a team?
    Correct answer:
    d) Working in the same department that is called a team
    Feedback:
    Whilst people who do the same role or work in the same department
    which has the title of being a team might share commonality, this does
    not necessarily mean they work together for the same purpose. A team is
    seen as having a more specific purpose and function.
    Page reference: 159
    Question 2
    What is social loafing?
    Correct answer:

    a) A process where individuals in teams work less hard than they would
    individually.
    Feedback:
    Developed by Bibb Latan and colleagues (Harkins et al., 1980; Latan et
    al., 1979)social loafing theory suggests that people work harder
    individually than when they are part of a group. They did various
    experiments such as getting people to clap or pull agricultural equipment
    and found that the amount an individual produced on their own was up to
    twice what they would achieve when in a large group. Individuals,
    unconsciously, they concluded, feel less responsibility in a group than
    they do individually.
    Page reference: 166
    Question 3
    Which of the following is a particular benefit of teamwork to the
    organization asa whole, rather than the individual?
    Correct answer:
    a) Transfer of skills and technical expertise
    Feedback:
    Whilst sharing problems and not feeling personally responsible might be
    seen as beneficial to an individual, it is not one that is good for personal
    growth or the effectiveness of the organization. There are many personal
    benefits that come with being part of a team which are listed on page
    165.
    Page reference: 165
    Question 4
    According to Katzenbach and Smith (1993), why is a high performance
    team hard to achieve?

    Correct answer:
    c) It involves higher levels of trust and commitment.
    Feedback:
    High performance teams are very difficult to achieve because they
    involve higher levels of trust, commitment, honesty, openness, and a
    shared sense of purpose. This is very difficult to achieve because it
    involves vulnerability and what they call a 'leap of faith'. For many teams
    this is too big a challenge and therefore they remain an ineffective
    working group..
    Page reference: 168
    Question 5
    In the Belbin Team Role a Shaper is:
    Correct answer:
    d) Challenging, dynamic, thrives on pressure. Has the drive and courage
    to overcome obstacles
    Feedback:
    The Shaper is challenging, dynamic, thrives on pressure and is also prone
    to provocation; they may offend people's feelings.
    Page reference: 173
    Question 6
    In the Belbin Team Role someone who is creative, imaginative, freethinking. Generates ideas and solves difficult problems is a:
    Your answer:
    a) Plant
    Feedback:

    The Plant's allowable weaknesses is that they ignore incidentals and are
    too preoccupied to communicate effectively.
    Page reference: 173
    Question 7
    What is it to be de-individualized? ) Adams
    and Hogg, 2003)
    Correct answer:
    c) Transformed thinking and the feeling to feel psychologically intertwined
    with the group
    Feedback:
    From social identity theory to be de-individualized is to feel
    'psychologically intertwined with the group's fate' (Mael and Ashforth,
    1995: 310).
    Page reference: 176
    Question 8
    Tuckman's stages of team formation go in what order?
    Correct answer:
    b) Forming, storming, norming, performing, adjourning
    Feedback:
    Tuckman argued that a team goes through 5 stages: forming, storming,
    norming, performing, adjourning.
    Page reference: 178
    Question 9
    What is groupthink?

    Correct answer:
    d) Social pressure put on individuals to think in a particular way
    Feedback:
    Identified by Janis, groupthink occurs when powerful social pressures are
    put on group members to think in a particular way.
    Page reference: 184
    Question 10
    Why, according to Barker (1993) and Sewell (1998), can teamwork
    increase management control?
    Your answer:
    a) Team members monitor and control each other's actions.
    Feedback:
    Barker (1993) and Sewell (1998) state that whilst on the surface
    teamwork can seem as though managers have less control in fact it shifts
    responsibility to the team, who then take collective responsibility and
    watch and monitor each other. This therefore indirectly increases
    managers' control.

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