Chapter 08 Behavior Within Organizations: Groups and Interpersonal Influence, Organizations

 

True / False Questions 1. (p. 232) Groups and teams in organizations can alter the individual's motivations or needs. TRUE  

2. (p. 232-233) Most employees are members of a group based on their seniority in the organization. FALSE 

Rationale: Most employees are members of a group based on their positions in the organization. 

3. (p. 232) Organizational behavior is merely the logical composite of the behavior of individuals. FALSE 

Rationale: Organizational behavior more than the logical composite of the behavior of individuals. It is also the behavior of groups that interact and the activities within groups. 

4. (p. 233) Whenever individuals associate on a fairly continuous basis, groups tend to form. TRUE 

5. (p. 233) The task group, which is specified by the organization chart, consists of the subordinates who report directly to a given supervisor. FALSE 

Rationale: This is a description of a command group. 

6. (p. 233) The authority relationship between a senior nurse and her subordinates exemplifies a task group. FALSE 

Rationale: The authority relationship between a senior nurse and her subordinates exemplifies a command group. 

7. (p. 233) A task group consists of the employees who work together to complete a particular project. TRUE 

 

8. (p. 233) A team is a special type of task group. TRUE 

 

9. (p. 233) Friendship groups seldom extend their interaction and communication to off-the-job activities. FALSE 

Rationale: Friendship groups often extend their interaction and communication to off-the-job activities. 

10. (p. 233) Employees often belong to multiple and overlapping groups. TRUE 

 

11. (p. 234) Formal groups are always more powerful than friendship groups. FALSE 

Rationale: In some organizations, friendship groups are more powerful than formal groups. 

12. (p. 234) Interaction and communication among a group's members can serve as a buffer to management demands. TRUE 

 

13. (p. 234) The desire for need satisfaction can lead to group formation. TRUE 

 

14. (p. 234) Group support can help individuals adjust to the feeling of insecurity caused by corporate downsizing. TRUE 

15. (p. 234) Membership in a group with high prestige offers members a status not enjoyed by nonmembers. TRUE 

 

16. (p. 235) In many cases, groups form because individuals believe that they can derive greater economic benefits from their jobs if they organize. TRUE 

 

17. (p. 235) Identifying group goals is always easy or possible. FALSE 

Rationale: Identifying group goals is not always easy; perception, attitudes, personality and learning can distort goals. 

18. (p. 235) Paying group members for individual performance always enhances performance. FALSE 

Rationale: Paying for individual performance can interfere with group productivity because it stresses self versus group. 

19. (p. 235) Groups learn, just as individuals do. TRUE 

 20. (p. 236) The Punctuated Equilibrium Model is less applicable to project teams and temporary groups than are other models. FALSE 

Rationale: The Punctuated Equilibrium Model is more applicable to project teams and temporary groups than are other models. 

21. (p. 237) In most cases, status differences among positions create a hierarchical group structure. TRUE 

 

22. (p. 237) Assigned group status may have nothing to do with the formal status hierarchy. TRUE 

 

23. (p. 237) Status in informal groups can be based on anything relevant to the group. TRUE 

 

24. (p. 237) The set of expected behaviors associated with a position constitutes the role of that position's occupant. TRUE 

25. (p. 237) An individual's status in a group is never dependent on age or job seniority. FALSE 

Rationale: In some cases, a person is assigned status because of such factors as job seniority, age or ability. 

26. (p. 237) Some groups never develop any type of structure. FALSE 

Rationale: Within any group, some type of structure evolves over time. 

27. (p. 237) Status and position are so similar that the terms are often interchangeable. TRUE 

 

28. (p. 238) The expected behaviors of a role are generally agreed to by the occupant of the role, but not by members of the group. FALSE 

Rationale: The expected behaviors of a role are generally agreed to by the occupant of the role, as well as the members of the group. 

29. (p. 238) When trying to assemble a high-performance group, managers must take into account both formal and informal norms. TRUE 

 30. (p. 238) Norms are formed only with respect to things that have significance for the group. TRUE 

 

31. (p. 238) Both formal and informal groups may have a variety of norms, include dress norms. TRUE 

 

32. (p. 238) Norms may apply to only some group members. TRUE 

 

33. (p. 238) Groups have performance and resource allocation norms. TRUE 

 

34. (p. 238) Informal groups never have performance norms. FALSE 

Rationale: Even informal groups can have performance norms. 

35. (p. 240) In formal groups, the leader can exercise legitimately sanctioned power. TRUE 

 

36. (p. 240) Blindly accepting group conformity can pose serious problems when trying to optimize performance in a work setting. TRUE 

 

37. (p. 241) Highly cohesive groups are more effective than non-cohesive groups. FALSE 

Rationale: This logic isn't supported by research evidence. 

38. (p. 241) A group's degree of cohesiveness can have either positive or negative effects for the organization in which it exists. TRUE 

 

39. (p. 241) The goals of a group that is low in cohesiveness never agree with those of the formal organization in which it exists. FALSE 

Rationale: A group can be low in cohesiveness and yet have goals that agree with those of the formal organization. 

40. (p. 241) Having an illusion of invulnerability leads group members to believe that they are invincible. TRUE 

 41. (p. 241) Pressure toward group solidarity can distort individual members' judgments. TRUE 

 

42. (p. 242) When it comes to cohesiveness, more is always better. FALSE 

Rationale: When it comes to cohesiveness, more may not necessarily be better. Cohesive groups may redefine problems to mean preserving relations among group members instead of trying to make the best decision. 

43. (p. 242) Some level of group cohesiveness is necessary for a group to tackle a problem. TRUE 

 

44. (p. 245) The use of teams has become increasingly popular in domestic organizations, but not in those located overseas. FALSE 

Rationale: The use of teams has become increasingly popular in all types of organizations, both on a domestic and foreign basis. 

45. (p. 245) Problem solving is an activity that teams practice continuously. TRUE 

 

46. (p. 246) Microsoft uses virtual teaming in every aspect of its work. TRUE 

47. (p. 247) A general rule associated with the use of cross-functional teams is that the longer the duration, the less often team members rotate in and out. FALSE 

Rationale: The general rule is that the longer the duration, the more the team members rotate in and out. 

48. (p. 247) Cross-functional teams do not run well without an established boss. FALSE 

Rationale: Many cross-functional teams run best without an established boss, as the team itself provides a basis for various individuals to exhibit leadership skills. 

49. (p. 247) Cross-functional teams can take longer to develop than problem-solving teams. TRUE 

 

50. (p. 247) A skunk works will be shielded from barriers or bureaucratic obstacles by the larger organization of which it is a part. TRUE 

 

51. (p. 249) A product development group that consists only of marketers or engineers is more likely to succeed than a group that consists of both marketers and engineers. FALSE 

Rationale: A product development group that consists only of marketers or engineers is less likely to succeed than groups that consist of both marketers and engineers. 

52. (p. 250) While some research studies have reported that heterogeneous groups outperformed less diverse groups, other studies have found the opposite effect. TRUE 

 

53. (p. 253) Team leaders who display too much of an autocratic leadership style may actually undermine team productivity. TRUE 

 

54. (p. 253) Teams are often able to perform miracles all on their own. FALSE 

Rationale: Teams are incapable of performing miracles on their own; they need the nurturing and support of management. 

55. (p. 253) Trust takes a long time to build, but can be jeopardized by a single careless action. TRUE 

 

56. (p. 254) To manage themselves, teams need information that was once the exclusive domain of management. TRUE 

57. (p. 254) Teams never evolve to the point that the team's knowledge about operations is greater than management's. FALSE 

Rationale: As teams evolve, the point is eventually reached where team knowledge of certain facets of operations is as great or greater, than management's. 

58. (p. 254) Teams can take years to mature to a level commensurate with the responsibilities they must take on. TRUE 

 

59. (p. 255) A role may include attitudes and values, as well as specific kinds of behavior. TRUE 

 

60. (p. 255) Whether they are formally or informally established, status hierarchies are an integral part of every organization. TRUE 

 

61. (p. 256) Multiple roles refer to different role, while role set refers to the different expectations associated with one role. TRUE 

 

62. (p. 256) Intrarole conflict occurs because individuals simultaneously perform many roles, some with conflicting expectations. FALSE 

Rationale: Interrole conflict occurs because individuals simultaneously perform many roles, some with conflicting expectations.  

Multiple Choice Questions 63. (p. 233) The objectives of ____________________ groups are not related to those of the organization. A. InterestB. CommandC. TaskD. All of the choices are correct 

 

64. (p. 233) All of the following are types of groups except: A. CommandB. InterestC. SecurityD. Friendship 

 

65. (p. 233) Groups created by managerial decision to accomplish stated goals of the organization are called ____________________ groups. A. FormalB. InterestC. TaskD. Command 

66. (p. 233) A group of employees who get together to present a grievance to management are part of a(n) ____________________ group. A. CommandB. TaskC. FriendshipD. Interest 

 

67. (p. 234) The gregariousness of people stimulates their need for ____________________. A. ResponsibilityB. EsteemC. AffiliationD. Status 

 

68. (p. 235) Space station crews need to be trained in ____________________ skills. A. InterpersonalB. Emotional supportC. Group interactionD. All of the choices are correct 

 

69. (p. 236) During the ____________________ stage, group members are trying out behaviors, testing their position and asking others questions. A. FormingB. StormingC. NormingD. Performing 

70. (p. 236) The first phase of the punctuated equilibrium model (PEM) takes about ____________________ of a group's cycle. A. 90 percentB. Three-quartersC. HalfD. One-quarter 

 

71. (p. 236) The five-stage model explains the group development process in terms of a ____________________ cycle. A. LifeB. GrowthC. MaturityD. Development 

 

72. (p. 236) The punctuated equilibrium model (PEM) presents group development as a ____________________ concept. A. Single-phaseB. Two-phaseC. Three-phaseD. Recycling 

 

73. (p. 236) The ____________________ stage is characterized by arguing, debating, experimenting with roles, advice offered by other members and attempts to move into leadership roles. A. FormingB. StormingC. NormingD. Performing 

74. (p. 236) Progressing along the five-stage cycle of group development takes approximately ____________________. A. One monthB. Three monthsC. Twelve monthsD. There is no set time limit 

 

75. (p. 239) Which of the following statements is an example of a negative norm? A. In our company, people always try to improveB. There's no point in trying harder; nobody else doesC. Around here, people are good listenersD. It's a tradition here for people to stand up for the company when it is criticized unfairly 

 

76. (p. 240) All of the following statements about informal group leaders are correct except: A. The leader has his/her own set of valuesB. The leader enables members to satisfy needsC. The leader is chosen by group members to represent their viewpoint when interacting with other group leadersD. The leader is a facilitator of group conflict 

 

77. (p. 240) Whether in charge of a formal or informal group, the leader must be both ____________________. A. Closed and systematicB. Open and bureaucraticC. Closed and authoritarianD. Open and authoritarian 

78. (p. 240) A cohesive group involves individuals who are ____________________ one another. A. In close proximity toB. Attracted toC. Motivated byD. Co-dependent on 

 

79. (p. 242) Which of the following groups would be the most susceptible to groupthink? A. A formal groupB. A leaderless groupC. A cohesive groupD. An informal group 

 

80. (p. 243) All of the following are symptoms of defective decision making except: A. Direct pressure on dissentersB. Incomplete survey of alternativesC. Failure to examine risks of preferred choiceD. Poor information search 

 

81. (p. 244) When individuals shirk or contribute less than their optimal ____________________, there exists a social loafing effect. A. IdeasB. IntelligenceC. EffortD. Cooperation 

82. (p. 245) All teams exist to ____________________. A. Support managementB. Reduce interpersonal tensionC. Solve problemsD. Facilitate communication 

 

83. (p. 245) The text identifies all of the following as benefits of using virtual teams except: A. Increased customer responsivenessB. Decreased travel expensesC. Decreased product cycle timesD. Reduced wages 

 

84. (p. 246) If all members of a group need to receive the same information quickly, then ____________________ is the best communication choice. A. Data sharingB. A phone callC. A group emailD. The company newsletter 

 

85. (p. 246) If all members of a group need to receive training, then ____________________ is the best communication choice. A. A Web conferenceB. A conference callC. A group emailD. The company newsletter 

 

86. (p. 246) For a virtual teamwork arrangement to be success, all of the following factors must be considered except: A. The technologyB. Selection of team membersC. The trust between team membersD. The cost savings of working from home versus driving to work 

 

87. (p. 247) Teams that are composed of individuals from different departments or work areas who come together on a task or project basis are called ____________________ teams. A. Cross-departmentB. OrganizationalC. FunctionalD. Cross-functional 

 

88. (p. 247) A self-directed work team usually consists of ____________________ individuals. A. 1 to 5B. 3 to 10C. 10 to 15D. 10 to 25 

 

89. (p. 247) IBM's first profitable PC was the product of a ____________________ initiative. A. Cross-functional teamB. Skunk worksC. Self-directed work teamD. Outsourcing 

90. (p. 248) Typically, a self-directed work team has control over all of the following except: A. Termination of non-productive employeesB. Choice of operating proceduresC. Allocation of resourcesD. Assignment of work to be performed 

 

91. (p. 248) When conducting an environmental analysis, an organization should ask if self-directed work teams are consistent with all of the following except: A. The practices of primary competitorsB. The organization's business requirements, values and goalsC. The organization's competenciesD. The culture in which the organization is operating 

 

92. (p. 249) Which of the following is not one of the categories of complementary skills that teams bring together? A. Technical or functional expertiseB. Problem-solving and decision-making skillsC. Interpersonal skillsD. Creativity 

 

93. (p. 249) Teams must possess all of the problem-solving and decision-making skills that follow except: A. The ability to identify problems and opportunitiesB. The ability to identify feasible alternatives and trade-offsC. The ability to make decisions that lead to optimum resultsD. The ability to quickly change the makeup of the team 

 

94. (p. 250) The use of teams provides the best of both worlds: long-term vision coupled with greater flexibility for quicker ____________________. A. Short-term decisionsB. Long-term decisionsC. Organization flatteningD. Product development 

 

95. (p. 250) In studying 92 work groups in a field research study, Jehn and associates defined the concept of diversity as being comprised as all of the following types except: A. Information diversityB. Social category diversityC. Value diversityD. Technical skill diversity 

 

96. (p. 252) When team members perform both technical and administrative functions, they gain the commitment, experience and skills required to improve the interface between ____________________. A. Each otherB. The two functionsC. Themselves and other groupsD. Manual data input and computer technology 

 

97. (p. 255) Work teams can either succeed or fail, based on the amount, intensity and duration of the ____________________ they receive. A. SocializationB. TrainingC. FundingD. Transition time 

98. (p. 256) ____________________ conflict occurs when different individuals define a role according to different sets of expectations, making it impossible for the person occupaying the role to satisfy all of them. A. Person-roleB. IntraroleC. Interrole 

 

Fill in the Blank Questions 

99. (p. 232) A ____________________ is defined as two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members. group 

 

100. (p. 233) The demands and processes of organizations lead to the formation of two types of formal groups: command and ____________________. task 

 

101. (p. 233) Informal interest and friendship groups satisfy a basic human need for ____________________. association 

 

102. (p. 240) A good leader must play social, spanning and ____________________ roles. organizing 

 

103. (p. 240) ____________________ is a force acting on the members to remain in a group that is greater than the forces pulling the members away from the group. Cohesiveness 

104. (p. 241) Janis defines ____________________ as the "deterioration of mental efficiency, reality testing and moral judgment" in the interest of group solidarity. groupthink 

 

105. (p. 245) A ____________________ team relies on interactive technology to work together when separated by physical distance. virtual 

 

106. (p. 255) ____________________ refers to the expected behavior patterns attributed to a particular position in an organization. Role 

  Short Answer Questions 

107. (p. 233) "A natural grouping of people who come together in response to social needs" is the definition of what type of group? An informal group. 

 

108. (p. 233-234) Why should managers make an effort to become aware of and try to influence friendship groups? So that they can direct the group's efforts toward organizational goals. 

 

109. (p. 236) List the five stages of the group development process. Forming, storming, norming, performing and adjourning. 

 

110. (p. 237) On what kinds of factors are group members differentiated? Group members are differentiated by such things as expertise, aggressiveness, power and status. Other factors may also be correct, such as previous group positions held. 

111. (p. 244) What does the Ringelmann effect describe? The inverse relationship between the size of a group or team and the magnitude of the members' individual contribution to completion of a task. 

 

112. (p. 245) Teams tend to fall into one of five categories, based on their duration and objectives. Name them. Problem solving, virtual, cross-functional, skunk works and self-directed work teams. 

 

113. (p. 247) What is a skunk works? A skunk works is a small team of engineers, technicians and designers (specialists) who are placed on a team that has the goal of developing innovative new products. 

 

Essay Questions 114. (p. 236) What happens during the first and last phases of the three-phase punctuated equilibrium model of group development? During the first phase, groups define tasks, establish goals and consider various ways to execute plans. During the last phase, there is a "last ditch" push to complete the project on a positive note. 

 

115. (p. 240) Name three things that can make a group attractive to an individual. Any three of the following:1. The goals of the group and the members are compatible and clearly specified.2. The group has a charismatic leader.3. The reputation of the group indicates that it successfully accomplishes its tasks.4. The group is small enough to permit members to have their opinions heard and evaluated by others.5. The members band together to support each other and to overcome obstacles and barriers to personal growth and development. 

 

116. (p. 248) List at least four reasons that organizations may choose to increase the use of teams, especially those that are self-directed. Any four of the following: enhanced productivity, flattening of the organization, need for flexibility and quicker decisions, workforce diversity, improved quality and increased customer satisfaction. 

 

117. (p. N/A) Identify a group to which you belong. Explain why you joined the group, what personal benefits you expected to receive through membership and whether or not you have received those benefits. Student answers will vary. 

 

118. (p. 249) List at least three interpersonal skills that facilitate effective communication and constructive conflict in a team environment. Any three of the following: risk taking, helpful criticism, objectivity, active listening, giving the benefit of the doubt, support, recognizing the interest and achievement of others. 

 

119. (p. 252) What are the four questions that organizations should ask before placing employees into teams? (1) Can the work be performed better by more than one individual? (2) Does the work lend itself to a common set of goals for the members in a team? (3) Are members of the team interdependent? (4) Do members have the appropriate skill mix to excel? 

 

120. (p. 256) Most of us perform multiple roles. Identify some of the roles that you currently occupy. Which of these roles, if any, overlap? Student answers will vary.