Team Dynamics and Performance Solved
Exam Questions
Course Introduction
Team Dynamics and Performance explores the psychological, social, and structural factors that influence how groups function and achieve objectives. Students will analyze theories of group development, roles, communication patterns, leadership styles, conflict resolution, and decision-making processes within teams. The course emphasizes practical applications for building high-performing teams in diverse organizational settings, and includes case studies and experiential activities to develop skills for enhancing collaboration, managing diversity, and driving collective success.
Recommended Textbook
Organizational Behavior Improving Performance 4th Edition by Jason Colquitt
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16 Chapters
1871 Verified Questions
1871 Flashcards
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Chapter 1: What Is Organizational Behavior
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Briefly explain correlation.
Answer: Correlation is a method used to identify the statistical relationship between two variables.A correlation, abbreviated r, describes the statistical relationship between two variables.Correlations can be positive or negative and range from 0 (no statistical relationship) to ±1 (a perfect statistical relationship).
Q2) Which of the following explains the term causal inferences?
A)Proving that two variables are correlated.
B)Making sure the sample size is adequate enough.
C)Explaining why one variable is not correlated to another.
D)Analyzing a situation and understanding what went wrong.
E)Establishing that one variable really does cause another.
Answer: E
Q3) Like individual characteristics, group mechanisms shape satisfaction, stress, motivation, trust, and learning.
A)True
B)False
Answer: True
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3
Chapter 2: Job Performance
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116 Flashcards
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Sample Questions
Q1) Social networking applications can be used to monitor employee performance.How true is this statement? Explain with an example.
Answer: Social networking technology has recently been applied in organizational contexts for the purposes of developing and evaluating employee job performance.It could be used by employees to post and update weekly and quarterly goals, or to get anonymous feedback from colleagues.There are some advantages to these types of systems.They provide performance information that is much timelier, relative to traditional practices that measure performance quarterly or even yearly.
Q2) Personal aggression is defined as hostile verbal and physical actions directed toward other employees.
A)True
B)False
Answer: True
Q3) O*NET captures the "numerous small decisions" that separate the most effective organizations from their competitors.
A)True
B)False
Answer: False
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4
Chapter 3: Organizational Commitment
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111 Flashcards
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Sample Questions
Q1) The set of actions that employees perform to avoid the work situation that may eventually culminate in the employee quitting the organization are referred to as _____ behavior.
A)productivity
B)commitment
C)performance
D)withdrawal
E)citizenship
Answer: D
Q2) "Stars" is one of the four types of employees based on the degree of organizational commitment and task performance."Stars" likely respond to negative events with _____ because they have the desire to improve the status quo and the credibility needed to inspire change.
A)loyalty
B)exit
C)neglect
D)voice
E)ignorance
Answer: D
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Page 5
Chapter 4: Job Satisfaction
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114 Flashcards
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Sample Questions
Q1) Describe the effects of job satisfaction on performance and commitment.
Q2) Emotions can be categorized into:
A)structured and unstructured.
B)cognition and affect.
C)schemas and rules.
D)positive and negative.
E)semi-structured and unstructured.
Q3) Define moods.Briefly summarize the different moods in which people sometimes find themselves.
Q4) Carrie owns an event management firm.She believes that employees who carefully follow instructions and a well-written manual of procedures tend to have maximum productivity.She closely oversees the work of her employees, and controls the timing, scheduling, and sequencing of work activities.She discourages any deviation from standard practices.How will this impact the job satisfaction of employees working in Carrie's firm? Do you agree with her views?
Q5) The Value-Precept Theory utilizes three critical psychological states to measure job satisfaction.
A)True
B)False
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Chapter 5: Stress
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) _____ refers to the lack of information regarding what needs to be done in a role, as well as unpredictability regarding the consequences of performance in that role.
A)Time pressure
B)Daily hassles
C)Role overload
D)Role ambiguity
E)Role conflict
Q2) Do people cope with stressors differently? Explain the four broad categories of coping.
Q3) Job demands that tend not to be appraised as stressful are called:
A)secondary job demands.
B)positive demands.
C)routine demands.
D)non-competitive demands.
E)benign job demands.
Q4) Write a note on the transactional theory of stress.
Q5) The organization must help its employees cope with stress.List the various resources an organization can provide to help employees cope with stressors.
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Chapter 6: Motivation
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Sample Questions
Q1) Task strategy reflects how complicated the information and actions involved in a task are, as well as how much the task changes.
A)True
B)False
Q2) The extrinsic theory acknowledges that motivation does not just depend on your own beliefs and circumstances but also on what happens to other people.
A)True
B)False
Q3) Karen is a senior manager at The American Bank.A good part of her workday is spent in meetings with clients, subordinates at the bank, prospective customers, and the auditors.Though Karen has such a busy schedule, she manages to find time for her equally important meetings with the PETA foundation.Karen's commitment can be classified under which of the following concepts of psychological empowerment?
A)Meaningfulness
B)Self-determination
C)Competence
D)Expectancy
E)Impact
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8
Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Which of the following is true with regard to trust propensity?
A)The importance of trust propensity is seen interactions with family and friends.
B)Trust propensity is most likely to be seen in people who display cognition-based trust.
C)Trust propensity is a product of both nature and nurture.
D)Trust propensity refers to the use of track records and rational assessments in making decisions.
E)Low trust propensity is ideal as it prevents us from trusting others who are not trustworthy.
Q2) Affect-based trust is seen in a select few relationships.
A)True
B)False
Q3) Describe interpersonal justice and its significance.Explain the two rules that foster interpersonal justice.
Q4) Procedural justice tends to be a stronger driver of reactions to authorities than distributive justice.
A)True
B)False
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Chapter 8: Learning and Decision Making
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113 Flashcards
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Sample Questions
Q1) _____ refers to the decision to continue to follow a failing course of action.
A)Availability bias
B)Confirmation bias
C)Escalation of commitment
D)Gambler's fallacy
E)Halo effect
Q2) Which schedule reinforces behaviors after a certain number of them have been exhibited?
A)Continuous
B)Variable interval
C)Variable ratio
D)Fixed ratio
E)Fixed interval
Q3) Projection bias causes problems in decision making because it limits our ability to develop appropriate criteria for a decision and evaluate decisions carefully.
A)True
B)False
Q4) Define social learning theory.Explain the four steps of the modeling process.
Q5) Explain the two methods that employees can use to make decisions.
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Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Of the Big Five, openness to experience is the easiest to judge in zero acquaintance situations.
A)True
B)False
Q2) Neuroticism is linked to a(n) _____ to stressors, meaning that neurotic people are less likely to believe they can cope with the stressors that they experience.
A)status striving factor
B)locus of control
C)positive affectivity
D)differential reactivity
E)accomplishment striving factor
Q3) Cultural values are defined as shared beliefs about desirable end states or modes of conduct in a given culture.
A)True
B)False
Q4) Artistic people tend to enjoy abstract, analytical, theory-oriented tasks.
A)True
B)False
Q5) Explain the principle of situational strength and principle of trait activation.
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Chapter 10: Ability
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Sample Questions
Q1) Which of the following types of strengths reflects the ability to exert force for a prolonged period of time without becoming overly fatigued?
A)Static strength
B)Dynamic strength
C)Sensory strength
D)Response strength
E)Explosive strength
Q2) Sheng has applied for a job delivering packages for UPS and will most likely be tested for what abilities?
A)Strength and stamina
B)Other awareness
C)Fine manopulative abilities
D)Hearing sensitivity
E)Originality
Q3) Similar to relationship with job performance, research has supported a significant positive correlation between cognitive ability and organizational commitment.
A)True
B)False
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12
Chapter 11: Teams: Characteristics and Diversity
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108 Flashcards
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Sample Questions
Q1) A team was formed to coordinate the impending ISO accreditation process for a company over a period of six months.The team members are drawn from various departments.Which of the following types of teams does this most signify?
A)Project teams
B)Management teams
C)Work teams
D)Action teams
E)Parallel teams
Q2) The likelihood that the team can work together effectively into the future is called:
A)team viability.
B)surface-level diversity.
C)team development.
D)deep-level diversity.
E)team integration.
Q3) According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness.
A)True
B)False
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13
Chapter 12: Teams: Processes and Communication
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136 Flashcards
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Sample Questions
Q1) Transition processes are relevant before the team actually begins to conduct the core aspects of its work; they have no role between periods of work activity.
A)True
B)False
Q2) What synchronizes team members' activities in a way that makes them mesh effectively and seamlessly?
A)Goal specification
B)Systems monitoring
C)Coordination
D)Helping behavior
E)Strategy formulation
Q3) What are team states? Identify and briefly describe the various team states discussed in the text.
Q4) Define brainstorming.Identify the rules used surrounding a brainstorming session.Discuss why brainstorming does not work as well as individual idea generation.
Q5) According to researchers, a cohesive team is always a good team.
A)True
B)False
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Page 14
Chapter 13: Leadership: Power and Negotiation
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149 Flashcards
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Sample Questions
Q1) The personal forms of power are more strongly related to organizational commitment and job performance than are the organizational forms.
A)True
B)False
Q2) In order to bring Steven, the marketing manager, on board with the idea of introducing a line of new products at Gold Coffee, Bree, the operations manager, enlisted the help of Natalie and Noah, the top two salespeople at the company.Bree is using which of the following influence tactics?
A)Apprising
B)Ingratiation
C)Coalition
D)Personal appeal
E)Pressure
Q3) Influence most frequently occurs downward in organizations.
A)True
B)False
Q4) Referent power operates primarily on the principle of fear.
A)True
B)False
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) What is transformational leadership? Describe the "four I's" of transformational leadership.
Q2) Recent research has shown that the development of high LMX relationships is more effective in collectivistic cultures than in individualistic cultures.
A)True
B)False
Q3) _____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings.
A)Transformation
B)Delegating
C)Consideration
D)Participation
E)Initiating structure
Q4) The low-quality exchange dyad is marked by increased exchange of information, influence, latitude, support, and attention.
A)True
B)False
Q5) Critically examine the statement: "Leaders are born, not made."
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Chapter 15: Organizational Structure
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118 Flashcards
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Sample Questions
Q1) What is the primary reason for simple structures being perhaps the most common form of organizational design?
A)There are more small organizations than large ones.
B)Employees can come and go with no major ripple effects on the organization.
C)Changes in specialization lead to less confusion about how exactly employees are supposed to do their jobs.
D)Employees feel less emotionally attached to the firm.
E)Approval for decisions need not be authorized at every step of the hierarchy.
Q2) According to research, restructuring has _____ effect on task performance.
A)a strong positive
B)a small negative
C)no
D)a strong negative
E)a moderate positive
Q3) The most common kind of restructuring in recent years has been a "flattening" of the organization.
A)True
B)False
Q4) State at least two advantages and disadvantages of work specialization.
Q5) Differentiate between mechanistic and organic structures.
Page 17
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Chapter 16: Organizational Culture
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) You have recently been hired by TellMe, Inc.Today is your first day.You can be described at which stage of the socialization process?
A)Encounter
B)Attrition
C)Anticipatory
D)Adaptation and understanding
E)Selection
Q2) In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity.
A)low; low
B)low; moderate
C)high; low
D)moderate; high
E)moderate; low
Q3) Which of the following is an advantage of a strong culture?
A)It makes merging with another organization more simple.
B)It allows employees to identify themselves with the organization.
C)It can be "too much of a good thing" if it creates extreme behaviors.
D)It makes adapting to the environment less difficult.
E)It attracts and retains similar kinds of employees.
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