Test bank for organizational behavior managing people and organizations 13th edition ricky w griffin

Test Bank for Organizational Behavior: Managing People and Organizations, 13th Edition, Rick

Test Bank for Organizational Behavior: Managing People and Organizations, 13th Edition, Ricky W. Griffin Jean M. Phillips Stanley M. Gully To download the complete and accurate content document, go to: https://testbankbell.com/download/test-bank-for-organizational-behavior-managing-pe ople-and-organizations-13th-edition-ricky-w-griffin-jean-m-phillips-stanley-m-gully/

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Ch07: Groups and teams True / False 1. The most effective teams are comprised of people with different types of skills. a. True b. False ANSWER: True 2. The collection of people who attend a class together could be called a group. a. True b. False ANSWER: True 3. Having a common purpose and common performance goals sets the tone and direction of a virtual team. a. True b. False ANSWER: True 4. Gain-sharing programs usually reward all team members from all teams based on the performance of the organization. a. True b. False ANSWER: True 5. Team bonus plans are similar to gain-sharing plans because both programs base payment on the performance of the individual. a. True b. False ANSWER: False 6. Skill-based pay systems require team members to acquire important skills that affect compensation. a. True b. False ANSWER: True 7. Teams can increase innovation and creativity among employees. a. True b. False ANSWER: True 8. The use of teams can eliminate redundant layers of bureaucracy and flatten the hierarchy on a company. a. True b. False ANSWER: True 9. Teams do not usually take a great deal of time to develop, which is one of the advantages of using teams in companies. a. True Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams b. False ANSWER: False 10. Quality circles can be permanent work groups. a. True b. False ANSWER: True 11. Problem-solving teams are permanent teams that make recommendations for others to implement. a. True b. False ANSWER: False 12. Virtual teams are typically separated by geographic space and time, increasing the challenges of working together. a. True b. False ANSWER: True 13. Virtual teams typically utilize some form of technology to enhance communication among individuals who are members of the team. a. True b. False ANSWER: True 14. Implementing teams in organizations is not easy; it takes a lot of hard work, time, training, and patience. a. True b. False ANSWER: True 15. Implementation of self-managing work teams often takes less than one month. a. True b. False ANSWER: False 16. In the reality and unrest phase of team implementation, team members and managers often report frustration and confusion about the new situation. a. True b. False ANSWER: True 17. In later stages of the implementation process, tightly formed teams tend to become overconfident and reduce their communication with other teams in the organization. a. True b. False ANSWER: True Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams 18. For team implementation to be successful, training must start with top managers. a. True b. False ANSWER: True 19. A command group is a temporary, informal group who do not have functional reporting relationships within the organization. a. True b. False ANSWER: False 20. An affinity group is a type of informal group where members have very different job responsibilities. a. True b. False ANSWER: False 21. A friendship group often performs its duties outside of regular work hours. a. True b. False ANSWER: True 22. Getting to know one another is part of the mutual acceptance stage of group development. a. True b. False ANSWER: True 23. Group norms are developed in the control and organization stage of group development. a. True b. False ANSWER: False 24. Some groups fail to complete certain stages of development before moving on to later stages. a. True b. False ANSWER: True 25. All groups go through all four stages of group development before disbanding. a. True b. False ANSWER: False 26. Group productivity depends on successful growth at each stage of the group development process. a. True b. False Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams ANSWER: True 27. The basic group performance factors include groupthink, social loafing, and norm creation. a. True b. False ANSWER: False 28. A group is homogenous if the members are similar in one or more ways that are critical to the work of the group. a. True b. False ANSWER: True 29. A homogeneous group is likely to be more productive when the group task is simple, cooperation is necessary, the group tasks are sequential, and quick action is required. a. True b. False ANSWER: True 30. A heterogeneous group is more likely to be productive when the task is complex, requires a collective effort, and demands creativity. a. True b. False ANSWER: True 31. Social loafing is the tendency of some group members to put forth high levels of effort, which ultimately reduces selfpolicing. a. True b. False ANSWER: False 32. In most situations, the most effective group size is 30 or more members because more ideas are generated. a. True b. False ANSWER: False 33. A group norm is a standard against which the appropriateness of a behavior is judged. a. True b. False ANSWER: True 34. Cohesiveness is generally higher in small groups than it is in large groups. a. True b. False ANSWER: True Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams 35. Increasing group interaction will not usually affect the cohesiveness of the group. a. True b. False ANSWER: False 36. Highly cohesive groups will be more productive for the organization than groups with low cohesiveness. a. True b. False ANSWER: False 37. Communication in Western cultures is typically indirect and vague. a. True b. False ANSWER: False 38. In cultures where managers typically use a direct communication style, the managers are likely to ask very

direct questions. a. True b. False ANSWER: True Multiple Choice 39. Teams differ from groups in that teams a. place more emphasis on concerted action than groups do. b. are usually larger than groups. c. are usually temporary. d. place little emphasis on common objectives. e. pursue multiple goals.

ANSWER: a 40. A team is characterized by all of the following EXCEPT a. it consists of two or more people. b. members do not share accountability for the team outcomes. c. it is an interdependent group. d. members share a common goal. e. members share accountability for their own individual outcomes.

ANSWER: b 41. __________ is a reward system commonly found in team environments, where recipients are required to acquire a set of core abilities. a. Skill-based pay b. Stock options c. Commission-based pay Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams d. Annual profit sharing e. Seniority-based pay ANSWER: a 42. What is the best reason to create teams in an organization? a. They can increase productivity almost immediately. b. Teams are always well received by employees. c. Teams are increasing in popularity. d. The competition is also implementing teams. e. Teams make sense for that organization.

ANSWER: e 43. Why does working in teams result in enhanced performance? a. Waste and errors are spread across multiple individuals. b. Managers lower their performance standards. c. Team members spend less time in direct contact with customers. d. Teams pool individual efforts in new ways and strive for continuous improvement. e. Taller hierarchies improve communication processes.

ANSWER: d 44. Why do younger workers seem to benefit from team environments? a. Supervision in teams is increased. b. Workers receive higher wages in team environments. c. Individuals receive more recognition in team environments. d. Teams give them freedom to grow and manage themselves. e. Teams increase employees’ respect for authority.

ANSWER: d 45. Which of the following is NOT an example of cost reductions arising from team environments? a. Reduced absenteeism b. Reduced scrap c. Lower turnover d. Fewer errors e. Lower commitment ANSWER: e 46. Which of the following is NOT an example of an organizational enhancement arising from team environments? a. Taller organizational hierarchy b. Quicker reaction c. Increased innovation d. Higher creativity e. Improved flexibility ANSWER: a Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams 47. What is a relatively new role for managers in teams? a. Evaluator b. Low-level manager c. Team reviewer d. Technical specialist e. Facilitator ANSWER: e 48. Which of the following statements best reflects the costs of teams to organizations? a. Accepting the increased bureaucracy b. Accepting the loss of creativity c. Adapting to the changes d. Processing increased worker compensation claims e. Understanding the growing distance between employees and top management ANSWER: c 49. The positive benefits of a team-based environment include all of the following EXCEPT a. enhanced performance. b. employee benefits. c. organizational enhancements. d. reduced costs. e. All of these are benefits.

ANSWER: e 50. The cost of teams includes which of the following factors? a. Adapting to a slower process b. Accepting the loss of creativity c. Accepting the adverse impact on the bottom line d. Relying on a hierarchical structure e. All of these are correct.

ANSWER: a 51. William is a member of a small group of employees from different work areas. They meet once each week in William’s office, primarily to discuss and make suggestions to address workplace issues. This group is a. a problem-solving team. b. a venture team. c. a virtual team. d. a global team. e. None of these are correct.

ANSWER: a 52. A team that is comprised of members from different departments or functional areas is a. an interdisciplinary team. b. a virtual group.

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Ch07: Groups and teams c. a cross-functional team. d. a problem-solving team. e. a quality circle.

ANSWER: c 53. The primary job of __________ is to create new products, processes, or businesses. a. interdisciplinary teams b. quality circles c. problem-solving teams d. work teams e. venture teams ANSWER: e 54. It can be difficult to develop a sense of community with a team that never actually meets together in the same room, which is called a a. virtual team. b. quality circle. c. cross-functional team. d. product development team. e. management team.

ANSWER: a 55. Which of the following is NOT an important leadership skill in a virtual project team or distance management situation? a. Building community among team members b. Leading with directness and focusing on abstract results c. Establishing a clear and motivating shared vision d. Communicating effectively and matching technology to the situation e. Coordinating and collaborating across organizational boundaries ANSWER: b 56. A team __________ is a written agreement among team members establishing ground rules about the team’s processes, roles, and responsibilities. a. outline b. commitment c. contract d. agreement e. quality circle ANSWER: c 57. The move toward a team-based format is often initiated and communicated to the entire organization by a. internal team leaders. b. the design team. c. top management.

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Ch07: Groups and teams d. affinity groups. e. an outside consultant.

ANSWER: c 58. Which of the following is NOT a recommended strategy for dealing with the challenges of multicultural teams? a. One-on-one conferencing b. Adaptation c. Managerial intervention d. Exit e. Structural intervention ANSWER: a 59. __________ happens when people are motivated to look good to others and want to maintain a positive self-

image. a. Managerial intervention b. Social facilitation c. Groupthink d. Social loafing e. Group cohesiveness ANSWER: b 60. When choosing team members, which of the following abilities would you NOT specifically look for? a. Coerciveness b. Conflict resolution c. Collaborative problem-solving d. Self-management e. Communication ANSWER: a 61. An __________ is a person who engages in leadership activities but whose right to do so has not been

formally recognized. a. experienced manager b. informal specialist c. executive assistant d. informal leader e. None of these are correct.

ANSWER: d 62. Videoconferencing, instant messaging, electric meetings, and even conference calls are considered

__________ technology. a. asynchronous b. futuristic c. team-specific Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams d. ineffective e. synchronous ANSWER: e 63. The start-up phase of team implementation includes which of the following? a. Frustration and confusion about the new situation b. Extreme confidence and cohesion c. Intense team loyalty d. Teams think of themselves as a unit e. Informational or “awareness” training ANSWER: e 64. In the __________ phase of team implementation, enthusiasm runs high and the anticipation of employees is quite positive. a. self-managing teams b. start-up c. leader-centered teams d. tightly formed teams e. reality and unrest ANSWER: b 65. During the __________ phase of team implementation, managers should provide encouragement, monitor performance, and sometimes protect teams from those who want to see the team fail. a. self-managing teams b. tightly formed teams c. leader-centered teams d. reality and unrest e. start-up ANSWER: d 66. During the __________ phase of team implementation, a team’s internal focus can become detrimental to other teams and to the organization as a whole. a. start-up b. reality and unrest c. tightly formed teams d. leader-center teams e. self-managing teams ANSWER: c 67. During the __________ phase of team implementation, teams usually long for a system that resembles the old organizational structure. a. tightly formed teams b. start-up c. leader-centered teams Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams d. self-managing teams e. reality and unrest ANSWER: c 68. During the __________ phase of team implementation, managers have withdrawn from the daily operations and are counseling teams. a. tightly formed teams b. start-up c. leader-centered teams d. self-managing teams e. reality and unrest ANSWER: d 69. The two essential issues that must not be overlooked when implementing teams are a. team performance and top management support. b. implementation and team performance. c. starting at the top and member loyalty. d. team performance and team motivation. e. team motivation and reward systems.

ANSWER: a 70. Shortly after implementation, team performance often __________ before returning to previous levels. a. fluctuates unpredictably b. ceases completely c. increases slightly d. declines e. dramatically increases ANSWER: d 71. If a team does not receive support from top management, which of the following is likely to occur? a. The team will perform well. b. The team will be diverse. c. The team will become self-managing. d. The team will adapt to a hierarchical structure. e. The team is not likely to succeed.

ANSWER: e 72. __________ is an essential component of all groups. a. Interaction b. Engaging in conflict c. Having a problem-solving goal d. Individuality e. Close physical proximity Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams ANSWER: a 73. All of the following are key characteristics of a group EXCEPT a. there is interaction among group members. b. There are at least 10 group members in every group. c. there are at least 5 group members in every group. d. there is no opportunity for members to influence each other. e. All of these are correct.

ANSWER: d 74. To be considered a “group,” it needs to be comprised of a. at least ten people. b. less than fifteen people. c. one person. d. five people. e. at least two people.

ANSWER: e 75. A new product development team would be considered which type of group? a. Friendship b. Interest c. Performance d. Virtual e. Venture ANSWER: e 76. Which of the following is categorized as a formal group? a. Interest b. Friendship c. Social d. Command e. Grapevine ANSWER: d 77. A group of department managers who meet periodically to establish corporate policy is an example of which type of group? a. Special project b. Friendship c. Virtual d. Interest e. Command ANSWER: e 78. __________ groups usually develop based on a common activity among group members.

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Ch07: Groups and teams a. Friendship b. Task c. Affinity d. Interest e. Command ANSWER: d 79. __________ groups are always categorized as informal. a. Venture b. Interest c. Command d. Global e. Virtual ANSWER: b 80. The audience at an Oprah Winfrey talk show is an example of __________ group. a. a special project b. a command c. a task d. a friendship e. an interest ANSWER: e 81. __________ groups always include members with different areas of expertise. a. Virtual b. Friendship c. Interest d. Cross-functional e. Global ANSWER: d 82. Employees who are part of a motorcycle riding club that meets outside of the organization is an example of which type of group? a. Task b. Interest c. Command d. Virtual e. Convenience ANSWER: b 83. Which of the following is a type of formal and relatively permanent group? a. Suggestion b. Friendship Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams c. Interest d. Command e. None of these are correct.

ANSWER: d 84. Which of the following is NOT a stage of group development? a. Control and organization b. Motivation and productivity c. Mutual acceptance d. Communication and decision making e. Friendship and social interaction ANSWER: e 85. Which of the following is the final stage of group development? a. Control and organization b. Mutual acceptance c. Cohesiveness d. Homogeneity e. Conflict and reorganization ANSWER: a 86. Group members tend to express their views more openly in the __________ stage of group development. a. mutual acceptance b. communication and decision making c. productivity d. control and organization e. motivation ANSWER: b 87. In which stage of group development do members develop norms of behavior? a. Mutual acceptance b. Control and organization c. Communication and decision making d. Motivation and productivity e. Reformation ANSWER: d 88. In which stage is the group considered to be mature? a. Communication and decision making b. Motivation c. Productivity d. Mutual acceptance e. Control and organization Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams ANSWER: e 89. Which of the following best describes the stages of group development? a. A group that fully evolves through the four stages of development usually is productive. b. As a group progresses through the stages of development it grows in size. c. The sequence of group development stages is set by the organization. d. Groups rarely go through more than one stage of development. e. Groups make choices about which stage of development to complete first.

ANSWER: a 90. Which of the following is one of the four basic factors that affect group performance? a. Escalation of commitment b. Groupthink c. Task deformation d. Composition e. Social loafing ANSWER: d 91. Group composition is a. the sum of the activities of individuals. b. a set of expected behaviors associated with a position. c. usually described in terms of the homogeneity or heterogeneity of group members. d. two or more people interacting with and influencing each other. e. expected behavior or behavioral patterns.

ANSWER: c 92. A group is homogeneous if a. members are similar in one or several ways that are critical to the work of the group. b. the group is highly productive. c. two or more people interact with and influence each other. d. men and women are represented equally in the group. e. the organization allows the group a high degree of autonomy.

ANSWER: a 93. A homogeneous group tends to be less productive than a heterogeneous group in situations where a. group tasks are sequential. b. quick action is required. c. cooperation is needed. d. group tasks are simple. e. creativity is required.

ANSWER: e 94. Group norms result from a combination of all of the following, EXCEPT a. the task.

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Ch07: Groups and teams b. the situation. c. the personality characteristics. d. the size of the group. e. the historical traditions of the group.

ANSWER: d 95. All of the following are true of large groups EXCEPT a. large groups have formalized interactions. b. large groups set agendas. c. large do not set many rules or regulations. d. large groups follow parliamentary procedures. e. large groups offer more social interactions.

ANSWER: c 96. All of the following are true regarding social loafing EXCEPT a. it is often a problem in very small groups. b. how much of a problem social loafing is depends in part on the nature of the task. c. it often results from the assumption that other members will pick up the slack. d. some members put forth less effort in a group. e. the amount of social loafing depends in part on the group leader’s awareness of it.

ANSWER: a 97. Norms are a. a tendency toward a particular set of behaviors. b. a standard against which the appropriateness of a behavior is judged. c. the sum of the activities of individuals. d. two or more people interacting with and influencing each other. e. a set of expected behaviors associated with a position.

ANSWER: b 98. Which of the following is not one of the purposes of norms? a. Norms help the group avoid embarrassing situations. b. Norms simplify the behaviors of the group members. c. Norms help the group survive. d. Norms regulate group members’ thoughts and feelings. e. Norms express the central values of the group.

ANSWER: d 99. When cohesiveness is __________ and norms are highly compatible with organizational goals, productivity is the highest. a. low b. moderate c. high Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams d. present e. fluctuating ANSWER: c 100. __________ cohesive groups will not necessarily be more productive in an organizational sense than groups with low cohesiveness. a. Somewhat b. Newly c. Strictly d. Highly e. Moderately ANSWER: d Completion 101. A group is comprised of two or more people who __________ with one another in such a way that each person is influenced by or influences another person.

ANSWER: interact 102. __________ groups are relatively permanent collections of employees from the same level in the organization who meet on a regular basis.

ANSWER: Affinity 103. Informal groups consist of friendship and __________ groups.

ANSWER: interest 104. The five group __________ are composition, size, norms, informal leadership, and cohesiveness.

ANSWER: performance factors 105. Members usually begin to develop __________ of behavior during the communication and decision-making stage of group development.

ANSWER: norms 106. Group __________ describes the degree of similarity or difference among group members.

ANSWER: composition 107. A group is __________ if the members are different in one or several ways that are critical to the work.

ANSWER: heterogeneous 108. Some members of the group assume that if they do not work hard, other members of the group will pick up the slack.

This is known as __________.

ANSWER: social loafing 109. One of the purposes of group __________ is to simplify and make more predictable the behaviors expected of the group members.

ANSWER: norms Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams 110. Successfully reaching goals often increases the __________ of a group because people are proud to be identified with a winner and to be thought of as competent and successful.

ANSWER: cohesiveness Essay 111. Describe the costs associated with changing to a team-based organization.

ANSWER: The costs of teams are usually expressed in terms of the difficulty of changing to a team-based organization.

Managers have expressed frustration and confusion about their new roles as coaches and facilitators, especially if they developed their managerial skills under the traditional hierarchical management philosophy.

Some managers have felt as if they were working themselves out of a job as they turned over more and more of their directing duties to a team. Employees may also feel like losers during the change to a team culture.

Some traditional staff groups, such as technical advisory staffs, may feel that their jobs are in jeopardy as teams do more and more of the technical work formerly done by technicians. New roles and pay scales may need to be developed for the technical staff in these situations. Another cost associated with teams is the slowness of the process of full team development. It takes a long time for teams to go through the full development cycle and become mature, efficient, and effective. Productivity may fall before the positive effects of the new team system kick in. If top management is impatient with the slow progress, teams may be disbanded, returning the organization to its original hierarchical form with significant losses for employees, managers, and the organization. Probably the most dangerous cost is premature abandonment of the change to a team-based organization. If top management gets impatient with the team change process and cuts it short, never allowing teams to develop fully and realize benefits, all the hard work of employees, middle managers, and supervisors is lost. As a result, employee confidence in management in general and in the decision makers in particular may suffer for a long time. The losses in productivity and efficiency will be very difficult to recoup. Management must therefore be fully committed before initiating a change to a team-based organization.

112. Which types of teams can typically operate as successful virtual teams? Provide support for your answer.

ANSWER: Virtual teams allow organizations to access the most qualified individuals for a particular job regardless of their location, enable organizations to respond faster to increased competition, and provide greater flexibility to individuals working from home or on the road. Answers will vary as to what types of teams might be successful as virtual teams. Venture teams and cross-functional teams are two probable responses.

113. Describe the different types of formal and informal groups. Which groups do you consider to be most productive?

ANSWER: Workgroups are formal groups established by the organization to do its work. Workgroups include command (or functional) groups and affinity groups (as well as teams). A command group is relatively permanent and is characterized by functional reporting relationships such as having both a group manager and those who report to the manager. Command groups are usually included in the organization chart. Affinity groups are relatively permanent collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems. Whereas formal groups and teams are established by an organization, informal groups are formed by their members and consist of friendship groups, which are relatively permanent, and interest groups, which may be shorter-lived. Friendship groups arise out of cordial relationships among members and the enjoyment they get from being together. Interest groups are organized around a common activity or interest, although friendships may develop among members. Answers will vary as to which groups are most productive, although most will likely respond that command groups are the most productive.

114. Describe the various stages of group development. Provide examples.

ANSWER: Groups are not static, and when a new group or team is created it generally goes through some “growing pains” before it becomes fully functional. Traditional research on small groups per se (as opposed to teams) Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams has focused on a four-stage development process: (1) mutual acceptance or forming, (2) communication and decision making or storming, (3) motivation and productivity or norming, and (4) control and organization or performing.

115. Describe the relationship between group composition and performance.

ANSWER: The composition of a group plays an important role in determining group productivity. Group composition is most often described in terms of the homogeneity or heterogeneity of the members. A group is homogeneous if the members are similar in one or several ways that are critical to the work of the group, such as in age, work experience, education, technical specialty, or cultural background. In heterogeneous groups, the members differ in one or more ways that are critical to the work of the group. Homogeneous groups often are created in organizations when people are assigned to command groups based on a similar technical specialty.

Although the people who work in such command groups may differ in some ways, such as in age or work experience, they are homogeneous in terms of a critical work performance variable: technical specialty. The group’s heterogeneity in terms of age and tenure with the group has been shown to be related to turnover: Groups with members of different ages and experiences with the group tend to experience frequent changes in membership. A homogeneous group is likely to be more productive when the group task is simple, cooperation is necessary, the group tasks are sequential, or quick action is required. A heterogeneous group is more likely to be productive when the task is complex, requires a collective effort (that is, each member does a different task, and the sum of these efforts constitutes the group output), demands creativity, and when speed is less important than thorough deliberations.

Matching Match each of the following descriptions with the type of group or team it most clearly illustrates. a. Five writers meet monthly over the Internet to discuss their current projects. b. A dental clinic wants to replace its paper-based record-keeping system with an electronic one. The head of the clinic puts together a team of IT professionals to choose which software system to buy and then implement it. c. Maxine, a technical writer, meets weekly with two other technical writers to discuss their current projects. d. Ivan meets with a group of coworkers every Friday after work to play a new Dungeons and Dragons campaign. e. Helga is part of a semi-autonomous team that develops new company products. f. Simon, a top human resources manager, meets weekly with managers from the information systems, product development, and accounting departments. g. Phyllis and a group of coworkers meet the first Monday of the month after work to participate in a book club discussion.

116. Problem-solving team ANSWER: b 117. Interest group ANSWER: d 118. Friendship group ANSWER: g 119. Venture team ANSWER: e 120. Cross-functional team Copyright Cengage Learning. Powered by Cognero.

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Ch07: Groups and teams ANSWER: f 121. Virtual team ANSWER: a 122. Functional team ANSWER: c Match each of the following scenarios with the concept it most clearly illustrates. a. Dave doesn’t usually get along with the other members of his marketing team, but when a huge deadline is unexpectedly moved up a week, the team comes together, supports each other, and works together to get the project done. The experience brings them closer. b. Sarah knows that because her team has a lot of high achievers, she doesn’t have to volunteer for any of the extra tasks her team is assigned—somebody else will get them done. c. Dina is a math teacher. Although she is technically “just another teacher,” the respect that she commands from the other teachers usually means that projects won’t go through without her approval.

123. Informal leader ANSWER: c 124. Social loafing ANSWER: b 125. Group cohesiveness ANSWER: a

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