Team Dynamics Practice Exam
Course Introduction
Team Dynamics explores the behavioral and psychological processes that influence how groups collaborate, communicate, and perform. This course examines foundational theories of group development, interpersonal relationships, conflict resolution, leadership roles, and decision-making within teams. Students will analyze real-world case studies, participate in group exercises, and reflect on their own experiences to understand the complexities of teamwork in diverse organizational settings. Emphasis is placed on developing practical skills for fostering effective collaboration, managing diversity, and enhancing group productivity in both face-to-face and virtual environments.
Recommended Textbook
Organizational Behavior An Evidence Based Approach 12th Edition by Fred Luthans
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14 Chapters
1138 Verified Questions
1138 Flashcards
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Page 2
Chapter 1: Introduction to Organizational Behavior: an
Evidence-Based
Approach
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76 Verified Questions
76 Flashcards
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Sample Questions
Q1) Most of the practicing managers and their organizations cultures believe,fully implement,and consistently adhere to a full-fledged HPWPs approach to management.
A)True
B)False
Answer: False
Q2) Organizational behavior researchers strive to attain all of the following hallmarks of any science EXCEPT:
A) prediction.
B) understanding/explanation.
C) control.
D) diversification.
Answer: B
Q3) The cognitive part of the SCT recognizes the influential contribution of thought processes to all of the following EXCEPT human:
A) motivation.
B) attitudes.
C) action.
D) perceptions.
Answer: D
Page 3
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Chapter 2: Environmental Context: Globalization, diversity, and Ethics
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78 Verified Questions
78 Flashcards
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Sample Questions
Q1) Identify the major problem facing organizations while using mentoring as a technique to managing diversity.
Answer: A major problem in the mentoring program is that mentors may become overly protective and encase those they mentor into a "glass bubble" by shunting them into jobs with adequate pay and professional challenges,but eliminate all chance of further advancement.
Q2) What is the purpose of the Americans with Disabilities Act of 1990?
Answer: This law prohibits discrimination against those essentially qualified individuals challenged by a disability and requires organizations to reasonably accommodate them.
Q3) What is the purpose of the Civil Rights Act of 1991?
Answer: This law refined the 1964 act and the reinstated burden of proof falls on employers to eliminate discrimination and ensure equal opportunity in employment to employees.It also allows punitive and compensatory damages through jury trials.
Q4) Scientific analysis is used to ensure that pencil-and-paper tests are not biased.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Organizational Context: Design and Culture
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Explain the different types of radical redesign of organizations identified by Miles. Answer: Miles and colleagues have identified three types of radical redesign of organizations: 1.Greenfield redesign - This means starting from just a piece of green field or from a clean slate,breaking completely from the classical structure and establishing a totally different design. 2.Rediscovery redesign - This is a more usual type of redesign,where organizations return to a previously successful design by eliminating unproductive structural additions and modifications. 3.Network design - They are not just redesigning in the "Greenfield" sense or rediscovering and extending their past.Instead,they are undergoing efforts to disaggregate and partner.In the network approach,the firm concentrates on where it can add the greatest value in the supply chain,and it outsources to upstream and/or downstream partners who can do a better job.This network of the firm and its upstream and downstream partners can be optimally effective and flexible.Another network approach is to require internal units of the firm to interact at market prices-buy and sell to each other at prices equal to those that can be obtained by outsourcing partners.
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Chapter 4: Organizational Context: Reward Systems
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) The pay-for-performance plans have the ability to punish low performance.
A)True
B)False
Q2) All of the following can be accomplished by the new pay techniques EXCEPT:
A) satisfied employees.
B) customer satisfaction.
C) new competencies.
D) promotions.
Q3) A growing number of firms that have implemented a well-structured,formal recognition system have experienced a dramatic improvement in the _____ of their best employees.
A) productivity
B) ethical behavior
C) feedback
D) retention
Q4) Base pay is often determined by productivity.
A)True
B)False
Q5) Summarize the potential limitations of group incentive plans.
Q6) Describe private pension plans.
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Chapter 5: Personality,perception,and Employee Attitudes
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) Ben has a deadline scheduled today but gets ill sometime in the afternoon.Rowen,his teammate,asks Ben to leave for the day and assures him that he would finish Ben's work and deliver the deadline.Which of the following best describes Rowen's behavior?
A) Conscientiousness
B) Civic virtue
C) Altruism
D) Sportsmanship
Q2) Which of the following does NOT occur within the cognitive processes of the person?
A) Confrontation
B) Registration
C) Interpretation
D) Feedback
Q3) Which of the following trait has the strongest positive correlation with job performance?
A) Conscientiousness
B) Emotional stability
C) Extraversion
D) Agreeableness
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7
Chapter 6: Motivational Needs,processes,and Applications
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) According to the equity theory of work motivation,when does inequity and equity occur?
Q2) Which of the following consists of an individual's cognitive evaluation regarding whether or not the amounts and allocations of rewards setting are fair?
A) Interpersonal
B) Distributive
C) Informational
D) Decisive
Q3) Which of the following is often cited as an example of how the field of organizational behavior should progress from a sound theoretical foundation to sophisticated research to the actual application of more effective management practice?
A) Time management
B) Goal setting
C) Stress management
D) Change management
Q4) Explain the contributions of Herzberg's two-factor theory to work motivation.
Q5) Primary motives must be unlearned,and it must be physiologically based.
A)True
B)False
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Chapter 7: Positive Organizational Behavior and Psychological Capital
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) The open to development criterion says that the construct must be traitlike as opposed to statelike in order to be included in positive organizational behavior.
A)True
B)False
Q2) Optimists make external (not their fault),stable,and specific (problem only in this situation)attributions.
A)True
B)False
Q3) What are the criteria for a construct to be included in positive organizational behavior (POB)?
Q4) Successful performance automatically raises the level of efficacy.
A)True
B)False
Q5) The first and most theoretically developed and researched positive organizational behavior construct is optimism.
A)True
B)False
Q6) What is the difference between self-efficacy and self-esteem?
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Q7) What is meant by the term learned optimism? How can optimism be learned?
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Chapter 8: Communication and Decision Making
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82 Flashcards
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Sample Questions
Q1) What is meant by divergent thinking?
Q2) Juries often adopt the truth-wins decision scheme.
A)True
B)False
Q3) Joe is a manager at multinational company.He is very fast at grasping information but has a short attention span and prefers it when people 'get to the point'.How would you deal with Joe's communication style?
A) By providing several recommendation
B) By providing in-depth information
C) By providing a bulleted list of conclusions
D) By providing a thorough analysis of the information
Q4) A disciplinary committee is equally divided on whether or not to enforce disciplinary action against an employee facing allegations of improper conduct in the workplace.However,after a member changed his stance on the issue,the committee decided to suspend the employee for a week.This situation is an example of the:
A) truth-wins scheme.
B) two-thirds majority scheme.
C) opposition scheme.
D) first-shift rule.
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Chapter 9: Stress and Conflict
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) List the major sources of interpersonal conflict.
Q2) According to Kobasa and her colleagues,which one of the following traits can be classified as a characteristic of hardy executives?
A) They become very involved in what they are doing.
B) They thrive on stability.
C) They do not feel the need to influence events around them.
D) They show limited commitment.
Q3) All of the following are types of group stressors,EXCEPT:
A) lack of social support.
B) bullying.
C) lack of cohesiveness.
D) role ambiguity.
Q4) Christina Maslach believes that burnout creates a sense of _____ and a feeling of lost control,causing the burned-out employee to relate differently to others and to their work.
A) urgency
B) individuality
C) isolation
D) anxiety
Q5) What is eustress?
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Chapter 10: Power and Politics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Which of the following is defined as the ability to get an individual or group to do something?
A) Power
B) Motivation
C) Influence
D) Authority
Q2) The target of the reward power must value the rewards.
A)True
B)False
Q3) An example of this type of power tactic would be the head of finance in a business firm generating conflict between the marketing and production in the hopes of getting a bigger share of the limited budget from the president of the company.
A) Embrace or demolish
B) Divide and rule
C) Make a quick showing
D) Maintaining alliances with powerful people
Q4) Explain the concept of coercive power in operant learning terms.
Q5) Explain the contingency approach to power according to Pfeffer.
Q6) Explain three political strategies that can be used to acquire power.
Page 12
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Chapter 11: Groups and Teams
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Briefly discuss the practicalities of group formation.
Q2) What,according to Warren Bennis,do effective groups having shared dreams and managing conflict abandon in the pursuit of a dream?
A) Rewards
B) Individual egos
C) Personal lives
D) Preformed work concepts
Q3) Group dynamics are the interactions and forces among group members in crisis situations.
A)True
B)False
Q4) How can leadership enhance team effectiveness?
Q5) All of the following are the characteristics of quality team-building programs except:
A) it must fit with the corporate culture.
B) it must have well-designed goals.
C) it must ensure that employees remain within the comfort zone.
D) it must allow members to translate skills to the workplace.
Q6) Briefly discuss the different definitions of "group dynamics."
Q7) Compare and contrast between work groups and teams.
Page 13
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Chapter 12: Behavioral Performance Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) A conclusion from one extensive study on the impact of rewards found all of the following except:
A) the detrimental effects of rewards occur under highly restricted,easily avoidable conditions.
B) mechanisms of classical and operant conditioning are basic for understanding incremental and detrimental effects of reward on task motivation.
C) positive effects of rewards on performance are easily attainable using procedures derived from behavioral theory.
D) positive effects of rewards on performance are easily attainable using procedures derived from social cognitive theory.
Q2) While identifying the critical behaviors of a job,one of the guidelines is that only direct performance be included.Which among the following does not fit the criterion?
A) Absenteeism or attendance
B) Goofing off
C) Tardiness or promptness
D) Doing or not doing a job
Q3) What are some of the guidelines for discipline as explained in the text?
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Chapter 13: Effective Leadership Processes
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) According to a Fortune article,"When you boil it all down,contemporary leadership seems to be a matter of aligning people toward common goals and empowering them to take the actions needed to reach them."
A)True
B)False
Q2) The extremely turbulent,adverse environment facing organizations today have led Bennis and Thomas to state that one of the most reliable indicators and predictors of true leadership is an individual's ability to find meaning in negative events.
A)True
B)False
Q3) Barry Posner observes that in today's work environment,leaders need to be human.
A)True
B)False
Q4) What are some of the competencies that are related to leadership effectiveness?
Q5) Discuss the major differences between transactional leaders and transformational leaders.
Q6) According to Fiedler's contingency model of leadership effectiveness,what are the three dimensions of situational favorableness?
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Chapter 14: Great Leaders: an Evidenced-Based Approach
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) In the Real Managers Study,today's knowledge managers have been defined as both explicit and tacit knowledge managers.Identify functional area of the tacit knowledge manager.
A) Provides necessary interaction between knowledge workers
B) Directly concerned with the generation of knowledge
C) Wholly involved with the codification of knowledge
D) Entirely related to the transfer of knowledge
Q2) According to the book,success is defined as the speed of _____ within an organization.
A) building responsibility
B) networking
C) learning
D) promotion
Q3) A recent study of top level managers in Fortune 100 firms found that compared to 20 years ago:
A) more of them are male.
B) more of them were educated at elite institutions.
C) they are increasingly moving from one company to another as their careers unfold.
D) they are making it to the top faster and taking more jobs along the way.
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