Ngan Nguyen's Education Blog: MGMT 4305

Chapter 8--Team Leadership and Self-Managed Teams Key

1. Over 80 percent of all organizations use some form of teams.
FALSE

2. All groups are teams, but not all teams are groups.
FALSE

3. The leadership style in a team tends to be very hierarchical.
FALSE

4. A group typically has a mentality of "what's in it for me."
TRUE

5. The terms "team" and "group" are used interchangeably because both require member interdependence.
FALSE

6. Teamwork is an understanding and commitment to group goals on the part of all team members.
TRUE

7. Being a member of a team rarely makes it possible to satisfy more needs than if one worked alone.
FALSE

8. An advantage of teamwork is that members can help each other and avoid major errors.
TRUE

9. One of the disadvantages of teamwork is that members face pressure to conform to lower group standards of performance and conduct.
TRUE

10. Research on teamwork has found that individuals who are part of an effective team have greater job satisfaction and are less likely to leave their jobs.
TRUE

11. Shirking of individual responsibility, also known as social loafing, is a problem frequently noted in teams.
TRUE

12. Because your team is more concerned about objectively appraising different courses of action and less concerned about getting unanimous agreement, it is experiencing groupthink.
FALSE

13. Social loafing is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.
FALSE

14. Social loafing in a team is likely to occur when each team member's effort is recognized and assessed.
FALSE

15. Groupthink happens when the team values getting along so much that dissenting views are suppressed in favor of consensus.
TRUE

16. Team effectiveness has three components: task performance, group potency, and individual satisfaction.
FALSE

17. Individual satisfaction is the degree to which the team's output (product or service) meets the needs and expectations of those who use it.
FALSE

18. Some performance outcomes that have been used to evaluate team effectiveness are innovation, efficiency, quality, and employee satisfaction.
TRUE

19. Team innovation is the collective acquisition, combination, creation, and sharing of knowledge.
FALSE

20. Team norms are standards of behavior dictated by the organization.
FALSE

21. Team norms develop in the early stages of a team's formation.
TRUE

22. Team norms get formed through critical events and symbols.
TRUE

23. Team cohesion is the extent to which team members bond together and remain committed to achieving team goals.
TRUE

24. Team cohesion is increased when members agree on a common purpose and direction.
TRUE

25. Team cohesion is increased when member self-identification with the team is strong.
TRUE

26. A team charter is a document developed by management to specify the rules by which the team will be governed.
FALSE

27. Teams composed of less than 12 members are generally less effective than larger teams.
FALSE

28. Small teams are generally more effective than larger teams.
TRUE

29. Teams where individuals in the teams have clearly defined roles and responsibilities are more likely to assign blame when things go wrong.
FALSE

30. Team structure refers to interrelations that determine the assignment of tasks, responsibilities, and authority.
TRUE

31. Effective teams have strong support from top management.
TRUE

32. The team leader must model the behavior that he or she desires from the team.
TRUE

33. The team leader's role in creating an effective team is to identify and build the team's weaknesses.
TRUE

34. A functional team is a group of employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.
TRUE

35. Directive leadership is typically the one best leadership style to use in all functional teams.
FALSE

36. Cross-functional teams may also include representatives from outside organizations, such as suppliers, clients, and joint-venture partners.
TRUE

37. One of the disadvantages of cross-functional teams is the lack of coordination and the many problems that can occur when people from different functions come together to work on a project at the same time.
FALSE

38. Virtual teams can be organized along functional or cross-functional lines.
TRUE

39. Self-managed teams are usually cross-functional in membership makeup.
TRUE

40. According to the team-centered decision-making model, the leader should seek opinions and try to get agreement but never relinquish the right to make final choices.
FALSE

41. The leader-centered decision-making model is preferred when unpopular decisions need to be made.
FALSE

42. Encouraging interteam rivalries discourages creativity.
FALSE

43. Top management can positively influence team creativity by providing adequate resources and a
supportive organizational culture.
TRUE

44. According to the team-centered decision-making model, the role of the leader should be to serve as a consultant, advisor, teacher, and facilitator.
TRUE

45. A disadvantage of team-centered decision making is that it can end up being a poor compromise rather than an optimal solution.
TRUE

46. Probably the single greatest mistake made by those who call meetings is that they do not display the appropriate leadership style for the meeting.
FALSE

47. It is recommended that leaders play the role of facilitators at meetings.
TRUE

48. The three parts of a meeting are determining participants, identifying objectives, and covering agenda items.
FALSE

49. At the end of a meeting, the leader needs to review all assignments given during the meeting.
TRUE

50. In a meeting, it is a leader's responsibility to shut up the talkers.
FALSE

51. Advocates of the self-managed team believe that autonomy through shared control over critical task-related decisions allow the team to perform better than conventional teams.
TRUE

52. The rotation method is effective with talkers and arguers.
FALSE

53. The self-managed team concept has its roots in total quality management (TQM).
FALSE

54. Self-managed team members' skills are typically highly specialized.
FALSE

55. The nature of self-managed teams is one of individual empowerment and accountability.
FALSE

56. Benefits of self-managing teams include greater employee job satisfaction, commitment, and productivity, and lower turnover and absenteeism rates.
TRUE

57. A self-managed team facilitator is an advocate of the self-managed team concept whose responsibility is to help the team obtain necessary resources, gain political support from top management and other stakeholders of the organization, and defend it from enemy attacks.
FALSE

58. In distributed leadership, different self-managed team members assume different leadership roles as circumstances and task requirements warrant.
TRUE

59. The self-managed team facilitator is the external leader of a self-managed team, whose job is to create optimal working conditions so team members take on responsibilities to work productively and solve complex problems on their own.
TRUE

60. Social loafing and groupthink are not likely to occur in self-managed teams.
FALSE

61. Which of the following statements regarding groups and teams is TRUE?
A. Group members have shared responsibilities.
B. The leadership style in a team tends to be very hierarchical.
C. Groups focus on individual performance and goals.
D. A team is characterized by a mentality of "what's in it for me."

62. Which of the following statements describes a team vs. a group?
A. A group implies a sense of collective responsibility.
B. A team focuses on individual performance and goals.
C. A team implies a sense of shared mission.
D. A team tends to have shared responsibilities.
E. C and d

63. ____ is an understanding and commitment to group goals on the part of all team members.
A. Goal congruence
B. Teamwork
C. Team cohesion
D. Social loafing

64. ____ involves the creative cooperation of people working together to achieve something beyond the capacities of individuals working alone.
A. Synergy
B. Teamwork
C. Groupthink
D. Team effectiveness

65. Which of the following is an advantage of teamwork?
A. being a member of a team makes it possible to satisfy more needs than if one worked alone.
B. major errors are likely to be avoided.
C. a work environment is created that encourages people to become self-motivated, empowered, and satisfied with their jobs.
D. all of the answers are correct

66. One of the disadvantages of teamwork is that:
A. cohesiveness is created.
B. groupthink is discouraged.
C. situations can occur in which individuals perceive that the team impinges on their autonomy.
D. teams become autonomous.

67. Shirking of individual responsibility is also known as:
A. groupthink.
B. synergy.
C. social loafing.
D. task facilitation.

68. Social loafing is likely to result when:
A. teams are extremely cohesive.
B. individual effort is not recognized and assessed.
C. there is a lack of motivation within the team.
D. individual-level performance appraisal occurs.

69. All of the following occur with groupthink EXCEPT:
A. dissenting views are suppressed in favor of consensus.
B. the group often becomes more concerned with striving for unanimity than with objectively appraising different courses of action.
C. the group culture values getting along more than getting things done.
D. decisions are agreed upon on the basis of their merit.

70. Which of the following is NOT one of the components of team effectiveness?
A. knowledge management
B. individual satisfaction
C. group process
D. task performance

71. Team quality pertains to:
A. the team's ability to achieve superior results with fewer resources and exceed customer expectations.
B. individual members' organizational positions.
C. good communication between team members.
D. all of the answers are correct

72. Which of the following statements regarding team norms is NOT true?
A. Norms determine what behavior is acceptable and unacceptable.
B. Norms are typically developed after a team has been together for awhile.
C. Norms influence how a team's members perceive and interact with one another, approach decisions, and solve problems.
D. Norms often emerge out of critical events in the team's history and way(s) in which team members respond.

73. Norms get formed through:
A. critical events.
B. symbols.
C. both critical events and symbols.
D. neither critical events nor symbols.

74. Which of the following is NOT one of the key responsibilities a leader should undertake in order to create an effective team?
A. emphasize group recognition and rewards
B. encourage and support team decisions
C. develop trust and a norm of teamwork
D. identify the team's weaknesses

75. Team cohesion is increased when:
A. team members agree on a common purpose and direction.
B. external parties give high praise and recognition for the team's success.
C. the organization encourages and motivates teams to compete with each other for rewards.
D. all of the answers are correct

76. Which one of the following is (are) characteristic(s) of effective teams?
A. A team charter developed by top management
B. A team charter developed by team members
C. Team members sharing the same goals
D. A high level of cohesion and independence among members
E. B and c

77. Team cohesion is increased when
A. Team members agree on a common purposes and direction.
B. There is low team efficacy
C. The organization discourages interteam competition for rewards.
D. The quality of interpersonal relations is moderately good.
E. C and d

78. Which of the following statements regarding team diversity is NOT true?
A. A disadvantage of team diversity is the increased likelihood of groupthink.
B. Team diversity brings diverse points of view to bear on problems.
C. Teams that do not manage diversity well have a good chance for intrateam conflicts.
D. Not all diverse teams perform well.

79. Research on the size of teams has shown that:
A. the more diverse and large a team is, the more likely that it will be effective.
B. the more diverse a team is, the more successfully it can increase in size.
C. small teams, typically under 12 people, are generally more effective than larger teams.
D. none of the answers are correct

80. Team ____ is the creation of a valuable, useful, and novel product, service, idea, procedure, or process carried out via discovery rather than a predetermined step-by-step procedure, by individuals working together in a complex social system.
A. innovation
B. creativity
C. effectiveness
D. cohesion

81. Team leader activities that can help to enhance team creativity include all the following EXCEPT:
A. matching people with the right assignments.
B. ensuring the availability of adequate time, money, and other resources for the team.
C. protecting against "creativity blockers."
D. functional fixedness.

82. Which of the following statements regarding functional teams is NOT true?
A. The structure of the functional team is generally more hierarchical.
B. One of the drawbacks of using functional teams is that workers suffer from boredom due to the repetitive nature of their jobs.
C. There is no one best leadership style to use in all functional teams.
D. The use of functional teams has increased over the years.

83. All of the following are key success factors for effective cross-functional teams EXCEPT:
A. organize at the right size.
B. develop consensus around a common vision or mission as well as goals that focus on organizational outcomes.
C. ensure effective leadership and top management support.
D. implement individual-based performance measures, feedback, and reward systems.

84. Which of the following statements regarding virtual teams is NOT true?
A. A virtual team is one whose members are geographically dispersed, requiring them to work together through electronic means with minimal face-to-face interaction.
B. Virtual teams can present significant collaboration, communication, and leadership challenges.
C. Virtual teams are difficult to organize along cross-functional lines.
D. An increasing number of organizations are using virtual teams.

85. One of the responsibilities of global virtual team leaders includes:
A. building trust-based relationships.
B. maximizing financial rewards.
C. watching out for improper or dangerous levels of cohesiveness.
D. all of the answers are correct

86. ____ teams are relatively autonomous teams whose members share or rotate leadership responsibilities and hold themselves mutually responsible for a set of performance goals assigned by higher management.
A. Functional
B. Cross-functional
C. Virtual
D. Self-managed

87. Nancy has been placed on a team where her skills are intended to complement those of the other members. The team is unlike previous assignments for her because of the amount of decision making that the team is collectively allowed to have. Next month, she is slated to be team leader for a particular project, after which she will remain as a normal member. This team is most likely a ____ team.
A. self-managed
B. virtual
C. functional
D. cross-functional

88. One of the prescriptions for success in using the leader-centered decision-making model is that the leader should:
A. discourage members from expressing their feelings.
B. relinquish control to the team and allow it to make the final choice in all appropriate kinds of decisions.
C. listen attentively and observe nonverbal cues to be aware of member needs, feelings, interactions, and conflict.
D. all of the answers are correct

89. The team-centered decision-making model is preferred when:
A. relevant information and expertise is found in a few select individuals.
B. participation is needed to obtain necessary commitment.
C. concentrating power in a single individual helps the team.
D. popular decisions need to be made.

90. When using the team-centered decision-making approach, the role of the leader should be to serve as a(n) ____.
A. advisor
B. facilitator
C. consultant
D. all of the answers are correct

91. A disadvantage of team-centered decision making is that it can:
A. be self-serving and contrary to the best interests of the organization.
B. end up being a poor compromise rather than an optimal solution.
C. take longer than decisions made alone by a manager.
D. all of the answers are correct

92. Before calling a meeting, the leader should do all of the following EXCEPT:
A. decide who should attend the meeting.
B. identify the activities that will take place during the meeting.
C. set aside at least 3-4 hours to prepare for the meeting.
D. clearly define the purpose and set objectives to be accomplished during the meeting.

93. It is recommended that leaders play the role of ____ at meetings.
A. director
B. facilitator
C. advisor
D. consultant

94. The three parts of conducting effective meetings include all of the following EXCEPT:
A. identifying objectives.
B. covering agenda items.
C. summarizing and review assignments.
D. reading the minutes.

95. The part of a meeting that covers agenda items:
A. should be the shortest part of the meeting.
B. need not be recorded in the minutes, as the agenda is already published.
C. dispenses with Robert's Rules to save time and encourage creativity.
D. should allow for some flexibility of time.

96. During meetings, the team leader should focus on all of the following EXCEPT:
A. group structure.
B. group process.
C. group development.
D. group effectiveness.

97. All of the following are problem members you may have in a group that can cause the group during a meeting to be less efficient than possible EXCEPT:
A. a silent person.
B. a bored person.
C. a wanderer.
D. an assertive person.

98. ____ distract the group during a meeting from the agenda items, tend to change the subject, and often like to complain.
A. Talkers
B. Wanderers
C. Bored people
D. Arguers

99. The ____ during meetings may be preoccupied with other issues, not pay attention or participate in the group meeting, or feel superior and wonder why the group is spending so much time on the obvious.
A. talker
B. wanderer
C. bored person
D. arguer

100. In a self-managed team:
A. a leader provides the team with direction and maintains control over work-related issues.
B. individual accountability is a significant responsibility.
C. members develop specialized skills.
D. members take responsibility for outlining how they will achieve the team's objectives.

101. The team member role in a SMT is ____.
A. interchangeable
B. fixed
C. specialized
D. flexible

102. Which of the following does NOT describe a self-managed team?
A. fixed team design
B. team accountability
C. multiskilled skills
D. leadership within the team

103. Effective SMT members should have:
A. an internal locus of control.
B. good conflict resolution skills.
C. good problem-solving skills.
D. all of the answers are correct

104. Which of the following is NOT a benefit of self-managed teams?
A. a sense of belonging and ownership in one's work
B. a decreased likelihood of social loafing and groupthink
C. greater employee participation
D. reduced operational costs because of reductions in managerial ranks and greater efficiencies

105. One of the guidelines for making self-managed teams more effective include:
A. guarding against too many resources going toward non-team efforts.
B. buying and implementing sufficient technology to allow virtual teaming when necessary.
C. adopting a matrix structure throughout the organization.
D. creating a sense of empowerment so that SMTs take ownership of what they are doing and how they are going to do it.

106. A self-managed team ____ is an advocate of the self-managed team concept whose responsibility is to help the team obtain necessary resources, gain political support from top management and other stakeholders of the organization, and defend it from enemy attacks.
A. facilitator
B. leader
C. champion
D. director

107. The job of a self-managed team champion includes:
A. pushing revolutionary ideas through groups or teams.
B. policing autonomous teams for groupthink.
C. defending SMTs from enemy attacks.
D. all of the answers are correct

108. To enhance the effectiveness of an SMT, top management should:
A. allow time after training for the team members to bond with one another and form team skills.
B. ensure that the organization has the necessary resources to commit to this kind of change in time, money, and people.
C. pay close attention to team design decisions.
D. all of the answers are correct

109. ____ is when multiple leaders take complementary leadership roles in rotation within the same SMT, according to their area of expertise or interest.
A. Distributed leadership
B. Leadership expertise
C. Stages of development
D. Consultative leadership

110. The self-managed team ____ is the external leader of a self-managed team, whose job is to create optimal working conditions so team members take on responsibilities to work productively and solve complex problems on their own.
A. facilitator
B. leader
C. champion
D. director

111. All of the following are SMT facilitator team-building activities EXCEPT:
A. creating opportunities for social interaction.
B. using team-oriented incentives to foster teamwork.
C. recruiting and training managers to act as team coaches.
D. increasing mutual acceptance and respect among diverse team members.

112. Many of the drawbacks associated with SMTs stem from:
A. the difficulties of transitioning from a traditional command-and-control work environment to self-managed teams.
B. lack of coordination within teams.
C. personality and behavior conflicts.
D. lack of training.

113. Problems in SMTs may arise because of:
A. unfamiliarity with the new structure.
B. unfamiliarity with new routines.
C. adjusting to team responsibilities.
D. all of the answers are correct

114. Discuss the advantages and disadvantages of working in teams.

Advantages: In a team situation it is possible to achieve synergy, whereby the team's total output exceeds the sum of individual member contributions. Team members often evaluate and add to one another's thinking, so there are fewer chances of errors and the quality of the decisions is improved. A team atmosphere contributes well towards effective problem solving, continuous improvement, and interaction. Also, being a team member makes it possible for someone to satisfy more needs than working alone; among these are the need for affiliation, security, self-esteem, and self-fulfillment.

Disadvantages: Some teams have the unhealthy practice of pressuring members to conform to lower group standards of performance and conduct. For example, a team member may be ostracized for being more productive than his or her coworkers. Shirking of individual responsibility, or social loafing, is another problem frequently noted in groups. Another well-known problem common in teams is the practice of groupthink, which happens when the team values getting along so much that dissenting views are quickly suppressed in favor of group consensus.

115. Briefly describe the seven characteristics of effective teams.

The seven characteristics of effective teams: (1) team norms, (2) team leadership, (3) team cohesiveness and interdependence, (4) team composition, (5) team structure, (6) organizational support, and (7) creativity driven. Team norms influence how a team's members perceive and interact with one another, approach decisions, and solve problems; they guide team members' behavior. Teams need effective leaders who will monitor the progress of the team to make sure that the team does not go off track, go too far or not far enough, lose sight of its goal, or become bogged down by conflict. Effective teams have high levels of cohesion and independence. Highly cohesive teams are characterized by high group potency and strong self-efficacy.

Members of highly effective teams are more interactive and dependent on one another to get tasks done. Effective teams must have the appropriate mix of complementary skills, knowledge, and ability to successfully realize the team's objectives. Effective teams have structures that provide team members with broad participation in decision making. Effective teams have strong support from top management. Management support, both tangible and intangible, is critical for team success. It is management's responsibility to create a work climate that supports and rewards teamwork. Finally, effective teams are also characterized by higher levels of creativity.

116. Describe top management's and the team leader's roles in fostering creativity. For each, list activities they should undertake to promote creativity.

Top management's role in encouraging creativity is very significant. Creativity does not work in hierarchical command-and-control environments. Top management has the responsibility to create the appropriate setting and support systems that foster and nourish creativity.

Top management activities that can enhance creativity include providing teams with the following: (1) adequate resources, (2) appropriate recognition and rewards, (3) flexibility and a minimum amount of structure, and (4) supportive climate and culture.

Team leader activities that can help to enhance team creativity include (1) matching members with the right assignments; (2) giving team members greater autonomy to do the job; (3) ensuring the availability of adequate time, money and other resources for the team; and (4) protecting against "creativity blockers."

117. Outline the three parts of conducting effective meetings.

Each meeting should cover the following:

1.	Identify objectives. Begin the meetings on time. Begin by reviewing progress to date, the group's objectives, and the purpose/objective for the specific meeting. If minutes are recorded, they are usually approved at the beginning of the next meeting.
2.	Cover agenda items. Be sure to cover agenda items in priority order. Try to keep to the approximate times, but be flexible. If the discussion is constructive and members need more time, give it to them; however, if the discussion is more of a destructive argument, move ahead.
3.	Summarize and review assignments. End the meeting on time. The leader should summarize what took place during the meeting. Were the meeting's objectives achieved? Review all of the assignments given during the meeting. Get a commitment to the task that each member should perform for the next or a specific future meeting. The secretary and/or leader should record all assignments.

118. Explain the differences between traditional and self-managed teams.

Self-managed teams differ from traditional teams in a number of ways. In self-managed teams, roles interchange frequently as members learn to be followers as well as leaders. Rather than functioning in their specialized units, SMT members develop multiskilled capabilities that make them very flexible in performing various tasks within the team. The nature of self-managed teams is one of group empowerment and accountability rather than individual empowerment and accountability. Team accountability is a significant responsibility, especially since SMT members determine how they will organize themselves to get the work done and are responsible not only for their own performance but for that of other team members as well.

119. Describe how team member characteristics impact self-managed team effectiveness.

An SMT is no better than the quality of the members that make up the team. Certain qualities associated with members of effective SMTs have been identified through research. They are (1) a strong belief in personal accountability, (2) an internal locus of control coupled with emotional stability, (3) openness to new ideas/viewpoints, (4) effective communication, (5) good problem-solving skills, (6) ability to engender trust, and (7) good conflict resolution skills. The nature of SMTs is such that they are empowered to plan and schedule their own work, track performance, and do self-evaluations. This presumes that individual team members possess all these qualities in order for the above-mentioned activities to be successfully performed.

120. Describe the benefits of using self-managed teams in organizations.

Self-managed teams (1) create a stronger sense of commitment to the work effort among team members; (2) improve quality, speed, and innovation; (3) have more satisfied employees and lower turnover and absenteeism; (4) facilitate faster new-product development; (5) allow cross-trained team members greater flexibility in dealing with personnel shortages due to illness or turnover; and (6) keep operational costs down because of reductions in managerial ranks and increased efficiencies.

121. Describe the guidelines for improving self-managed team effectiveness.

Senior management has the principal responsibility to create the right environment in which self-managed teams can grow and thrive. This involves undertaking activities to ensure that the whole organization has a changed culture, structure, and climate to support SMTs. This requires providing sufficient autonomy to perform its task and has access to information; whether conditions have been created in which authority can shift between members to appropriately match the demands of their task; and whether SMT participants are motivated, stimulated, and supported in a fashion that breaks down walls and creates unity of purpose and action.

Management must have a well thought-out vision of the way in which SMTs will fit into the scheme of the entire organization; allow time after training for the team members to bond with one another and form team skills; provide adequate training, so team member skills and experiences match task requirements; provide objective goals, incentives, and appropriate infrastructure; ensure that the organization has the necessary resources to commit to this kind of change (not only in time but also in money and people); and create a sense of empowerment, so SMTs take ownership of what they are doing and how they are going to do it.

122. Describe the challenges of implementing effective self-managed teams.

Many of the challenges of implanting or implementing SMTs stem from the difficulties of transitioning from a traditional command-and-control work environment to self-managed teams. Team-building experts contend that managers who have become accustomed to traditional, autocratic management and jaded at management fads that come and go may resist or undermine a team approach. Even among members of the nonmanagerial ranks, the transition to SMTs has as much potential for frustrations and problems as it does for managers. This is usually due to unfamiliarity with the new structure and new routines, and adjusting to team responsibilities. Team members must learn new behaviors, like putting aside differences in order to make decisions that benefit the team. The need to adapt to a new working environment in which the definition of teamwork requires a personal, cultural, and behavioral adjustment may be too much for some members and thus lead to personality and behavior conflicts. Thus, the greatest challenge may lie in setting and enforcing new behavioral expectations, made necessary by the absence of a traditional leader and the presence of new employee rights and responsibilities.

123. What is groupthink, and under what conditions is it more likely to occur?

Groupthink is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion. The group culture values getting along more than getting things done. The group often becomes more concerned with striving for unanimity than with objectively appraising different courses of action. Dissenting views are suppressed in favor of consensus.

124. Describe the factors that generally contribute high levels of team cohesion.

Team cohesion is increased when: (1) team members agree on a common purpose and direction, (2) external parties give high praise and recognition for the team's success, (3) the organization encourages and motivates teams to compete with each other for rewards, and (4) members find they have common ground and similar attitudes and values and enjoy being on the team.

125. Creativity is usually thought of as a characteristic of individuals, but are some teams more creative than others?

Yes. Teams with managers who employ strategies such as providing adequate and quality resources, appropriate recognition and rewards, flexibility and a minimum amount of structure, and a supportive climate and culture will have teams that are more creative.

126. What is team-centered leadership, and how does it differ from the leader-centered approach?

The team-centered approach empowers team members to make decisions and follow through. The team-centered decision-making model is preferred when relevant information and expertise are scattered among different people, when participation is needed to obtain necessary commitment, when concentrating power in a single individual hurts the team, and when unpopular decisions need to be made. With the leader-centered decision-making model, the leader exercises his or her power to initiate, direct, drive, instruct, and control team members.

127. Describe how a leader can avoid conducting nonproductive meetings.

A leader can improve his or her chances of having a productive meeting by focusing on the five areas in which planning is needed: objectives, selecting participants and making assignments, the agenda, the time and place for the meeting, and leadership.

128. What is the depth of decision-making latitude commonly found in self-managed teams?

Depending on the types of decision, the amount of authority vested in a self-managed team varies greatly from one organization to another. However, self-managed teams usually have a significant amount of decision-making authority. Members are charged with duties such as managing themselves, assigning jobs, planning and scheduling work, making production- or service-related decisions, and taking action on problems. In some organizations, the teams are given the primary responsibility for personnel decisions such as hiring and firing team members, conducting performance appraisals, and determining compensation.

129. Briefly discuss some of the potential benefits and drawbacks of using self-managed teams.

Self-managed work teams have been praised for bringing about results such as increased productivity, accelerated new product development and process improvements, improved worker participation, and decreased hierarchy. These results have led to increases in job satisfaction, which in turn have been associated with other positive organizational and employee outcomes, such as lower absenteeism rates, less turnover, more interdependence of objectives, and, ultimately, increased levels of profitability. Self-managed teams inspire their members to connect with the company's vision and mission in a special way. A sense of belonging and ownership in one's work help to create a linkage between individual goals and aspirations and the company's long-term vision and mission. Employee motivation levels and self-esteem are much higher in SMTs. Also, operating costs are greatly reduced with self-managed teams because of the reductions in managerial ranks throughout the organization and because the teams tend to focus on product and process improvement.

Many of the drawbacks associated with SMTs stem from the difficulties of transitioning from a traditional command-and-control work environment to self-managed teams. Team-building experts maintain that managers who have become accustomed to traditional, autocratic management and jaded at management fads that come and go may resist or undermine a team approach. Even among members of the nonmanagerial ranks, the transition to SMTs has as much potential for frustrations and problems as it does for managers. This is usually due to unfamiliarity with the new structure and new routines, and adjusting to team responsibilities. Team members must learn new behaviors, like putting aside differences in order to make decisions that benefit the team. The need to adapt to a new working environment, in which the definition of teamwork requires a personal, cultural, and behavioral adjustment, may be too much for some members and thus lead to personality and behavior conflicts. Thus, the greatest challenge may lie in setting and enforcing new behavioral expectations, made necessary by the absence of a traditional leader and the presence of new employee rights and responsibilities.

130. List the advantages and disadvantages of working in teams.

131. What is groupthink, and under what conditions is it more likely to occur?

132. Briefly describe the seven characteristics of effective teams.

The seven characteristics of effective teams are: (1) team norms, (2) team leadership, (3) team cohesiveness and interdependence, (4) team composition, (5) team structure, (6) organizational support, and (7) creativity driven. Team norms influence how a team's members perceive and interact with one another, approach decisions, and solve problems; they guide team members' behavior. Teams need effective leaders who will monitor the progress of the team to make sure that the team does not go off track, go too far or not far enough, lose sight of its goal, or become bogged down by conflict. Effective teams have high levels of cohesion and independence. Highly cohesive teams are characterized by high group potency and strong self-efficacy.

Members of highly effective teams are more interactive and dependent on one another to get tasks done. Effective teams must have the appropriate mix of complementary skills, knowledge, and ability to successfully realize the team's objectives. Effective teams have structures that provide team members with broad participation in decision making. Effective teams have strong support from top management. Management support, both tangible and intangible, is critical for team success. It is management's responsibility to create a work climate that supports and rewards teamwork. Finally, effective teams are also characterized by higher levels of creativity.

133. Describe the factors that generally contribute to high levels of team cohesion.

134. Describe top management's and the team leader's roles in fostering creativity. For each, list activities they should undertake to promote creativity.

Top management's role in encouraging creativity is significant. Creativity does not work in hierarchical command-and-control environments. Top management has the responsibility to create the appropriate setting and support systems that foster and nourish creativity.

Top management activities that can enhance creativity include providing teams with the following: (1) adequate and quality resources, (2) appropriate recognition and rewards, (3) flexibility and a minimum amount of structure, and (4) supportive climate and culture.

Team leader activities that can help to enhance team creativity include (1) matching members with the right assignments; (2) giving team members greater autonomy to do the job; (3) ensuring the availability of adequate time, money, and other resources for the team; and (4) protecting against "creativity blockers."

135. Creativity is usually thought of as a characteristic of individuals, but are some teams more creative than others?

136. What are the benefits of using cross-functional teams?

Cross-functional teams offer many potential benefits to an organization. For example:

·	Bringing together the right people gives the team a rich and diverse base of knowledge and creative potential that far exceeds anything a single functional team could come up with.
·	Coordination is improved and many problems are avoided when people from different functions come together to work on a project at the same time, rather than working in separate units.
·	The cross-functional makeup of the team provides the benefit of multiple sources of information and perspectives, contacts outside of one's functional specialty, and speed to market, which are critical for success in globally competitive, high-technology markets.
·	Members learn new skills that are carried back to their functional units and to subsequent teams.
·	Finally, the positive synergy that occurs in effective cross-functional teams can help them achieve a level of performance that exceeds the sum of the individual performances of members.

137. What is team-centered leadership, and how does it differ from the leader-centered approach?

138. Describe how a leader can avoid conducting nonproductive meetings.

139. Outline the three parts of conducting effective meetings.

Each meeting should cover the following:

1.	Identifying objectives. Begin the meeting on time. Begin by reviewing progress to date, the group's objectives, and the purpose/objective for the specific meeting. If minutes are recorded, they are usually approved at the beginning of the next meeting.
2.	Cover agenda items. Be sure to cover agenda items in priority order. Try to keep to the approximate times, but be flexible. If the discussion is constructive and members need more time, give it to them; however, if the discussion is more of a destructive argument, move ahead.
3.	Summarize and review assignments. End the meeting on time. The leader should summarize what took place during the meeting. Were the meeting's objectives achieved? Review all of the assignments given during the meeting. Get a commitment to the task that each member should perform for the next or a specific future meeting. The secretary and/or leader should record all assignments.

140. Explain the differences between conventional and self-managed teams.

141. Describe how team member characteristics impact self-managed team effectiveness.

142. Describe the benefits of using self-managed teams in organizations.

143. Describe the guidelines for improving self-managed team effectiveness.

Senior management has the principal responsibility to create the right environment in which self-managed teams can grow and thrive. This involves undertaking activities to ensure that the whole organization has a changed culture, structure, and climate to support SMTs. This requires providing sufficient responses to questions such as whether the SMT has sufficient autonomy to perform its task and has access to information; whether conditions have been created in which authority can shift between members to appropriately match the demands of their task; and whether SMT participants are motivated, stimulated, and supported in a fashion that breaks down walls and creates unity of purpose and action.

Management must have a well thought-out vision of the way in which SMTs will fit into the scheme of the entire organization; allow time after training for the team members to bond with one another and form team skills; provide adequate training, so team member skills and experiences match task requirements; provide objective goals, incentives, and appropriate infrastructure; ensure that the organization has the necessary resources to commit to this kind of change (not only in time but also in money and people); and create a sense of empowerment, so SMTs take ownership of what they are doing and how they are going to do it.

144. Describe the challenges of implementing effective self-managed teams.

Many of the challenges of implementing SMTs stem from the difficulties of transitioning from a traditional command-and-control work environment to self-managed teams. Team-building experts contend that managers who have become accustomed to traditional, autocratic management and jaded at management fads that come and go may resist or undermine a team approach. Even among members of the nonmanagerial ranks, the transition to SMTs has as much potential for frustrations and problems as it does for managers. This is usually due to unfamiliarity with the new structure and new routines, and adjusting to team responsibilities. Team members must learn new behaviors, like putting aside differences in order to make decisions that benefit the team. The need to adapt to a new working environment in which the definition of teamwork requires a personal, cultural, and behavioral adjustment may be too much for some members and thus lead to personality and behavior conflicts. Thus, the greatest challenge may lie in setting and enforcing new behavioral expectations, made necessary by the absence of a traditional leader and the presence of new employee rights and responsibilities.

145. In your organization, you know of one department that has no departmental goals; everyone is simply told to do their best to accomplish the organization's mission. In your opinion, this department is functioning as which of the following?

a.	group
b.	team

146. Your manager informs you that your compensation is based primarily on the department's performance. Your department is functioning as which of the following?

a.	group
b.	team

147. Justin describes the way work gets done in his department as follows: "I get the assembled product from Jean; I paint it and send it to Tony for packaging." Justin's group is functioning as which of the following?

a.	group
b.	team

148. A company that presents its employees with custom-designed pins for five years of service to the company is employing which strategy of managing creative teams?

a.	quality resources
b.	recognition and rewards
c.	flexibility
d.	free time

149. A team member is expressing her frustration with her company over the fact that management expects high-quality products but insists on buying mostly cheap parts/materials from suppliers. What category would this behavior fall under in managing creative teams?

a.	quality resources
b.	recognition and rewards
c.	flexibility
d.	free time

150. A team environment characterized by lots of rules and regulations to work by may not make for the most creative working environment. What strategy for managing creative teams is missing according to this example?

a.	quality resources
b.	recognition and rewards
c.	flexibility
d.	free time

151. Due to problems in its order-processing department, the marketing manager at Big Branch (BB) has created a team to study ways of speeding up order processing. He is adding two of BB's major customers to the team's membership. Which type of team has been created?

a.	functional
b.	cross-functional
c.	virtual
d.	self-managed

152. A manager is conducting a department meeting with his followers. In this example, the manager and his followers qualify as what type of team?

a.	functional
b.	cross-functional
c.	virtual
d.	self-managed

153. John is a member of a team whose members are dispersed throughout the country and gets most of its work done using e-mail and videoconferencing. John's team type is which of the following?

a.	functional
b.	cross-functional
c.	virtual
d.	self-managed

154. In your group, Charlie is always first or second to give his ideas. He is always elaborating on ideas. Because Charlie is so quick to respond, others sometimes make comments to him about it. According to this example, Charlie is which of the following group member problem types?

a.	silent
b.	talker
c.	wanderer
d.	bored
e.	arguer

155. In your group Jordan is usually a very active member, but in today's meeting she is sitting back quietly while the other members are doing all the discussing and volunteering for assignments. Today, Jordan can be described as which of the following group member problem types?

a.	silent
b.	talker
c.	wanderer
d.	bored
e.	arguer

156. During a meeting focused on resolving a serious problem, Billy was more interested in asking the group if they heard about the company owner and the mailroom clerk. Which of the following group member problem types does Billy represent?

a.	silent
b.	talker
c.	wanderer
d.	bored
e.	arguer

157. In your group, Dwayne enjoys challenging members' ideas. He likes getting his own way. When a group member does not agree with Dwayne, he makes wise comments about the member's past mistakes. Which of the following group member problem types does Dwayne represent?

a.	silent
b.	talker
c.	wanderer
d.	bored
e.	arguer

158. Your team has been charged with developing a new product within three months. The head of your department has informed you that it is up to the team to come up with ways of achieving this objective as long as it operates within stipulated parameters. Which of the following describes your team?

a.	group
b.	functional team
c.	cross-functional team
d.	self-managed team

159. A manager is setting up a team with three of her employees to come up with ideas to increase productivity. The team type according to this example is which of the following?

a.	group
b.	functional team
c.	cross-functional team
d.	self-managed team

160. Paul is on a team in which the other members are from production, marketing, and R&D, respectively. Which of the following best describes what kind of team Paul is on?

a.	group
b.	functional team
c.	cross-functional team
d.	self-managed team

161. Some of our team members receive different incentives and rewards when we complete our projects. Which of the following guidelines for improving SMT effectiveness is missing in this situation?

a.	top management support and commitment
b.	unambiguous goals and objectives
c.	appropriate compensation structure
d.	appropriate task design and measurement system
e.	appropriate scope of authority
f.	adequate information system
g.	strong and experienced facilitator

162. Our team seems to always be in a state of flux because no one seems to know what they are doing. Which of the following guidelines for SMT effectiveness is missing in this situation?

a.	top management support and commitment
b.	unambiguous goals and objectives
c.	appropriate compensation structure
d.	appropriate task design and measurement system
e.	appropriate scope of authority
f.	adequate information system
g.	strong and experienced facilitator

163. Rick and Ellen have been disagreeing a lot during recent team meetings; however, no one on the team has stepped up to help them overcome their differences. Which of the following guidelines for improving SMT effectiveness is missing in this situation?

a.	top management support and commitment
b.	unambiguous goals and objectives
c.	appropriate compensation structure
d.	appropriate task design and measurement system
e.	appropriate scope of authority
f.	adequate information system
g.	strong and experienced facilitator

164. Think of a past or present job. Based on your knowledge of the distinction between a group and a team, would you say you were part of a team or a group? Explain.

Students' answers will vary.

165. Identify a team you were or are a part of and describe the advantages that you derived from being a member of the team.

Students' answers will vary.

166. Based on Self-Assessment 1, list some things that a team could do to improve its level of teamwork. Use experiences associated with a present or past job.

Students' answers will vary.

167. Interview someone you have worked with or know who is a team leader. Ask him or her to provide specific examples for some of the roles outlined in Exhibit 8.1 that he or she employed.

Students' answers will vary.

168. Recall a team you have worked with that you would characterize as effective. What role(s) did your leader and/or organization play in making the team effective?

Students' answers will vary.

169. Think of a work situation in which you were required to do a lot of creative thinking, or in which your job required doing a lot of very creative things. In what ways did the organization and your immediate supervisor or leader facilitate or hinder your effectiveness? Use the discussion of top management and the team leader's roles in facilitating creativity as your guide.

Students' answers will vary.

170. Recall any experience you have had or currently have, working with individuals from different disciplines or technical specialties from yours. How did you get along with these individuals? Describe the positives and negatives of your experience.

Students' answer will vary.

171. Recall a present or past job. Describe what type of team you are in or have been in¾functional, cross-functional, or self-managed.

Students' answers will vary.

172. Recall a team decision that you were a part of, and describe the team leader's role during the process leading up to the final decision. Would you characterize the leader's role as belonging to the leader-centered or team-centered approach to decision making?

Students' answers will vary.

173. Recall a meeting you attended. Did you receive an agenda prior to the meeting? How well did the leader conduct the meeting? Give ideas on how the meeting could have been improved. Did the group have any problem members? How well did the leader handle them?

Students' answers will vary.

174. Using your own experience, or asking someone who has been part of an SMT, describe some of the self-managing activities of the team that made it a truly self-managing team as opposed to a traditional team.

Students' answers will vary.

175. If you have been part of an SMT, describe the benefits that you derived from being part of the team. Be specific, matching your description to the list in Exhibit 8.6.

Students' answers will vary.

176. Describe which of the facilitator's team building activities (see Exhibit 8.7) your SMT or other type of team facilitator employed in leading the team.

Students' answers will vary.

177. Have you worked in a team in which former managers have been reassigned to function simply as members of the team? What was your experience with the behavior and attitude of these former managers in their new role as team members?

Students' answers will vary.

178. Teams are often credited with making better decisions than individuals, yet they are also criticized for groupthink. What are some strategies for creating effective teams that are not victims of the groupthink phenomenon?

Students' answers will vary.

179. Identify and describe any team you have been a member of, or know about otherwise, that has a strong norm of teamwork that all members buy into. What role did the team leader play in making this possible?

Students' answers will vary.

180. What are some of the key indicators of team dysfunction?

Students' answers will vary.

181. What is the key to creating cross-functional teams in which team members put the good of the team ahead of functional self-interest?

The team leader must ensure that team objectives become the driving force. The tools for making this happen include changing the incentive system and mindsets. A fundamental mindset change should be in how accountability is defined. There should be a shift from individual accountability to team accountability where team members hold each other and the team leader accountable for results.

182. How can virtual teams work well together from far apart?

Leaders of successful virtual teams establish and maintain trust and commitment within the team by making sure that the necessary infrastructure is in place. They are counseled to employ success strategies, such as building trust-based relationships, encouraging members to show respect for other cultures and languages, and promoting diversity as a team strength and not a weakness. The adoption of advanced information and communications technologies have also been found to be very effective in building trust and cooperation among members of self-managed teams.

183. What would you describe as some as the do's and don'ts of team leadership?

Students' answers will vary.

184. Describe an organization whose culture, structure, and leadership philosophy clearly supports creativity and innovation.

Students' answers will vary.

185. Instructions for the following question(s)

For the Variables line, write the numbers 1 to 4. To the right of the four numbers, write the four variables. To the left of the four numbers, write the answers to each variable from the Leadership Decision Making model that represents the style to use based on the variable. Fill in the Leadership Style and Action Taken lines with the appropriate answers.
Variables:
Leadership Style:
Action Taken:

Leadership: Decision Making. As the supervisor, you have to make a decision on disciplinary action. An employee has broken a rule again, after being told not to do so. The employee did not have a good reason for breaking the rule the first time, but you took no action then.

Variables:
Yes	1.	Time
S1A	2.	Information
S3P-S4E	3.	Acceptance
S1A	4.	Capability

Leadership Style:
Autocratic

Action Taken:
Decide on the discipline action to take without employee input and implement the discipline.

SECOND-BEST ANS:

Variables:
One of four variables must have S2C.

Leadership Style:
Consultative

Action Taken:
Ask the employee why he or she broke the rule again (consult for information) before deciding on the disciplining action to take.

Allowing the employee input into the discipline and making the decision is not appropriate.

186. Instructions for the following question(s)

For the Variables line, write the numbers 1 to 4. To the right of the four numbers, write the four variables. To the left of the four numbers, write the answers to each variable from the Leadership Decision Making model that represents the style to use based on the variable. Fill in the Leadership Style and Action Taken lines with the appropriate answers.
Variables:
Leadership Style:
Action Taken:

Leadership: Decision Making. You are being promoted from a supervisory job to a middle-management position in two weeks. You have been given the authority to hire your replacement from your department before moving on. You have two fairly equal candidates who want to be promoted to management.

Variables:
Yes	1.	Time
S2C	2.	Information
S1A	3.	Acceptance
S3P-S4E	4.	Capability

Leadership Style:
Consultative

Action Taken:
Tell the two candidates they are being considered for the supervisory position. Set up interviews with both of them. Tell them that you will question them about why they think they should be the next supervisor and what ideas they have about running the department in the future. After interviewing both, select the best one.

SECOND-BEST ANS:

Variables:
One of four variables must have S1A.

Leadership Style:
Autocratic

Action Taken:
Decide on your replacement without employee input.

Having a meeting with both candidates and discussing who should get the promotion can result in hurt feelings, and asking the employees to make the decision could cause real problems between them.

187. Instructions for the following question(s)

For the Variables line, write the numbers 1 to 4. To the right of the four numbers, write the four variables. To the left of the four numbers, write the answers to each variable from the Leadership Decision Making model that represents the style to use based on the variable. Fill in the Leadership Style and Action Taken lines with the appropriate answers.
Variables:
Leadership Style:
Action Taken:

Leadership: Decision Making. Your secretary's computer works OK but is getting old, and you have money in the budget to replace it. You selected the last computer before the secretary started the job. The secretary has never purchased a computer before. You haven't been keeping up with the latest innovations and are not sure of what make, model, or features to get. The secretary has been doing an excellent job.

Variables:
Yes	1.	Time
S3P-S4E	2.	Information
S3P	3.	Acceptance
S2C	4.	Capability

Leadership Style:
Participative

Action Taken:
Ask the secretary to get information on the various possible computers to buy. Have the secretary present the best three models with a recommendation of which one to buy. Based on the input, make the final selection (which may or may not be the one recommended by the secretary).

SECOND-BEST ANS:

Variables:
One of four variables must have S2C.

Leadership Style:
Consultative

Action Taken:
Ask the secretary to get information on the various possible computers to buy. Have the secretary present the best three models without a recommendation of which one to buy. Based on the input, make the final selection.

188. Instructions for the following question(s)

For the Variables line, write the numbers 1 to 4. To the right of the four numbers, write the four variables. To the left of the four numbers, write the answers to each variable from the Leadership Decision Making model that represents the style to use based on the variable. Fill in the Leadership Style and Action Taken lines with the appropriate answers.
Variables:
Leadership Style:
Action Taken:

Leadership: Decision Making. You are the chairperson of a committee that is charged with recommending ways to improve interdepartmental communications. There are members¾all managers¾from the seven departments in the organization. You are basically providing no leadership. The group works well together, as it makes decisions by consensus. You have accepted a promotion, which requires you to transfer to a new location in one week; therefore, you can no longer be on the committee. You have been asked to select your replacement as chair of the committee. You really don't know who would want the position, and you believe that any one of the members would do a good job.

Variables:
Yes	1.	Time
S3P-S4E	2.	Information
S3P-S4E	3.	Acceptance
S3P-S4E	4.	Capability

Leadership Style:
Empowerment

Action Taken:
Call a meeting stating that the agenda item will be to select a new chairperson. During the meeting, let the group make the selection.

SECOND-BEST ANS:

Variables:
One of four variables must have S3P.

Leadership Style:
Participative

Action Taken:
Call a meeting stating that the agenda item will be to select a new chairperson. During the meeting, let the group make recommendations for a replacement, then you select the new chairperson.

Using the consultative or autocratic style provides more directive than is needed by the group.

Ngan Nguyen's Education Blog

Chủ Nhật, 6 tháng 12, 2015

MGMT 4305 - Chapter 8

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