D.1 Importance and Impact of Team Dynamics in an Organization (3) + 4

Team Dynamics primarily refers to:
A. The individual performance ratings of team members
B. The behavioral, psychological, and social interactions within a group working toward a shared goal
C. The organizational chart showing authority levels in a company
D. The financial incentives given to teams for reaching their targets

B. The behavioral, psychological, and social interactions within a group working toward a shared goal

For a collection of people to be considered a group, which of the following is necessary?
A. Members must share a common goal
B. Members must all have the same personality
C. Members must avoid affecting each other
D. Members must not see themselves as a unit

A. Members must share a common goal

Which of the following BEST describes a “Dyad”?
A. A group of 4–20 people
B. A group of 3 people
C. A group of 2 people
D. A collection of strangers

C. A group of 2 people

Which of the following refers to a group of 3 members?
A. Dyad
B. Triad
C. Small Group
D. Large Group

B. Triad

What do we call a group that consists of 4 to 20 members?
A. Small Group
B. Triad
C. Large Group
D. Informal Group

A. Small Group

Which of the following is NOT a requirement for a collection of people to be called a group?
A. Members must see themselves as a unit
B. Members must share a common goal
C. Membership must be rewarding
D. Members must always be friends

D. Members must always be friends

Anything that happens to one member of the group affects every other member.” This describes:
A. Group Rewards
B. Corresponding Effects
C. Social Loafing
D. Common Goal

B. Corresponding Effects

A group becomes meaningful when membership is rewarding for each individual. This is called:
A. Group Motivation
B. Group Rewards
C. Group Effectiveness
D. Social Influence

B. Group Rewards

The main purpose of groups at work is usually to:
A. Produce a product or service
B. Provide entertainment
C. Ensure friendship among employees only
D. Avoid responsibility

A. Produce a product or service

Which of the following BEST describes a Formal Group?
A. A group that forms naturally outside the organization
B. A group created by the organization to perform specific tasks
C. A group of friends with no shared responsibility
D. A random collection of employees

B. A group created by the organization to perform specific tasks

An interdependent collection of individuals who share responsibility for specific outcomes in their organization is called:
A. Informal Group
B. Subunit
C. Work Group
D. Task Force

C. Work Group

Subunits that the organization has actually established are examples of:
A. Informal Groups
B. Formal Groups
C. Volunteer Groups
D. Cliques

B. Formal Groups

Which of the following BEST describes an Informal Group?
A. A group mandated by the organization
B. A team formed for skill diversity
C. A group that develops naturally, such as coworkers who meet after work
D. A collection of individuals hired for one project

C. A group that develops naturally, such as coworkers who meet after work

What distinguishes informal groups from formal groups?
A. Informal groups exist independently of the organization’s official structure
B. Informal groups are formed through organizational policy
C. Informal groups always perform better than formal groups
D. Informal groups cannot exist inside the workplace

A. Informal groups exist independently of the organization’s official structure

Teams are different from groups because they consist of:
A. People working individually without collaboration
B. Interdependent workers with complementary skills working toward a shared goal
C. Employees grouped by the HR department
D. Workers with the same background

B. Interdependent workers with complementary skills working toward a shared goal

Which of the following is NOT a component of a team?
A. Existence for a specific purpose
B. Members influencing one another
C. Members perceiving themselves as a team
D. Members working independently with no collaboration

D. Members working independently with no collaboration

The stability and longevity of a team’s membership is called:
A. Skill Diversity
B. Authority Dispersion
C. Team Permanence
D. Identification

C. Team Permanence

The range of different skills, knowledge, and expertise present within a team refers to:
A. Social Distance
B. Skill Diversity
C. Power Differentiation
D. Team Permanence

B. Skill Diversity

The distribution of decision-making power and control within a team is known as:
A. Authority Dispersion
B. Power Differentiation
C. Identification
D. Team Permanence

A. Authority Dispersion

The degree to which individual members feel a sense of belonging and connection to the team is called:
A. Identification
B. Skill Diversity
C. Social Distance
D. Team Cohesion

A. Identification

The perceived closeness or separation between team members is referred to as:
A. Skill Diversity
B. Social Distance
C. Authority Dispersion
D. Power Differentiation

B. Social Distance

Power Differentiation in a team refers to:
A. The closeness or separation among members
B. The clear distinctions in power and influence among team members
C. The equal sharing of decision-making authority
D. The diversity of knowledge and skills in the team

B. The clear distinctions in power and influence among team members

Which of the following BEST differentiates a Work Group from a Team?
A. Work groups are interdependent, while teams work independently
B. Work groups share responsibility for organizational outcomes, while teams focus on collaboration with complementary skills toward a shared goal
C. Work groups always have more members than teams
D. Teams are created by organizations, while work groups form naturally

B. Work groups share responsibility for organizational outcomes, while teams focus on collaboration with complementary skills toward a shared goal

Departmental teams are usually organized around:
A. Shared hobbies
B. Specific functions or departments
C. Temporary projects
D. Informal relationships

B. Specific functions or departments

Which of the following is TRUE about departmental teams?
A. They are always temporary
B. Roles are unclear and flexible
C. They are permanent with clearly defined responsibilities
D. They have no manager

C. They are permanent with clearly defined responsibilities

A disadvantage of departmental teams is:
A. Lack of specialization
B. They often create “silos” where departments don’t communicate well
C. No clear manager assigned
D. Too much autonomy

B. They often create “silos” where departments don’t communicate well

Self-directed teams differ from departmental teams because they:
A. Have no responsibilities
B. Operate without a traditional manager
C. Do not produce products or services
D. Are temporary by nature

B. Operate without a traditional manager

Which statement BEST describes self-directed teams?
A. They rely heavily on manager supervision
B. They share leadership and responsibility
C. They work on only advisory roles
D. They dissolve immediately after tasks

B. They share leadership and responsibility

Task force teams are also called:
A. Advisory teams
B. Cross-functional teams
C. Departmental teams
D. Skunkworks

B. Cross-functional teams

What is the main characteristic of a task force team?
A. Permanent membership
B. Members all from the same department
C. Temporary and focused on solving complex problems or projects
D. No defined goals

C. Temporary and focused on solving complex problems or projects

A company assembles a temporary team with people from finance, marketing, and IT to develop a new system. This is an example of:
A. Departmental team
B. Self-directed team
C. Task force team
D. Production team

C. Task force team

Production teams are usually found in:
A. Research laboratories
B. Manufacturing or service delivery environments
C. Corporate boardrooms
D. Informal groups

B. Manufacturing or service delivery environments

The main focus of production teams is:
A. Innovation and rapid prototyping
B. Efficiency, quality, and meeting production targets
C. Advisory and guidance
D. Strategic planning

B. Efficiency, quality, and meeting production targets

Production teams can be:
A. Highly supervised or self-managed
B. Only temporary
C. Independent from processes
D. Informal by nature

A. Highly supervised or self-managed

Management teams are composed of:
A. Factory workers
B. Experts outside the company
C. Individuals at various levels of management
D. Customers and clients

C. Individuals at various levels of management

The main role of management teams is:
A. Innovation and experimentation
B. Strategic planning, decision-making, and resource allocation
C. Carrying out production tasks
D. Temporary problem solving

B. Strategic planning, decision-making, and resource allocation

Which of the following can be TRUE about management teams?
A. They cannot be informal
B. They only exist in manufacturing
C. They can be formal or informal
D. They are temporary only

C. They can be formal or informal

The main function of advisory teams is to:
A. Produce goods
B. Provide guidance, recommendations, and specialized knowledge
C. Supervise managers
D. Develop prototypes

B. Provide guidance, recommendations, and specialized knowledge

Which of the following is an example of an advisory team?
A. A production crew in a factory
B. A legal advisory team
C. A sales department
D. A group of managers

B. A legal advisory team

Advisory teams are often:
A. Focused on ongoing production
B. Temporary, formed to provide input on a specific issue
C. Permanent and structured like departments
D. Secretive innovation units

B. Temporary, formed to provide input on a specific issue

Skunkworks teams are usually characterized as:
A. Large and bureaucratic
B. Independent, secretive, and highly innovative
C. Permanent and departmentalized
D. Focused only on efficiency

B. Independent, secretive, and highly innovative

The primary purpose of skunkworks teams is:
A. Strategic planning
B. Rapid prototyping, experimentation, and breakthrough innovation
C. Routine production
D. Advisory consultation

B. Rapid prototyping, experimentation, and breakthrough innovation

Skunkworks are known as:
A. High risk, high reward teams
B. Low risk, low output teams
C. Temporary advisory groups
D. Cross-departmental managers

A. High risk, high reward teams

Communities of practice are groups of people who:
A. Share a passion, problem, or concern and deepen expertise by interacting
B. Are assigned to produce goods
C. Always operate temporarily
D. Focus only on authority distribution

A. Share a passion, problem, or concern and deepen expertise by interacting

Which of the following is TRUE about communities of practice?
A. They only exist virtually
B. They deepen knowledge through ongoing interaction
C. They are focused on rapid prototyping
D. They are secretive groups

B. They deepen knowledge through ongoing interaction

A group of teachers who regularly meet to share teaching strategies and solve classroom issues is an example of:
A. Task force
B. Community of practice
C. Advisory team
D. Skunkworks

B. Community of practice

Virtual teams are characterized by:
A. Members being in the same office
B. Members geographically dispersed relying on technology
C. Members with no need to communicate
D. Informal and secretive structures

B. Members geographically dispersed relying on technology

The main tool used by virtual teams is:
A. Physical meetings
B. Traditional office memos
C. Technology like video conferencing, email, and collaboration software
D. Random communication

C. Technology like video conferencing, email, and collaboration software

Which of the following is an advantage of virtual teams?
A. Members cannot collaborate
B. Teams can work across geographic boundaries using technology
C. Teams require no shared goals
D. They replace management teams

B. Teams can work across geographic boundaries using technology

Which of the following teams is MOST likely to create organizational silos?
A. Skunkworks
B. Departmental teams
C. Advisory teams
D. Communities of practice

B. Departmental teams

Which type of team has the HIGHEST degree of autonomy?
A. Departmental team
B. Self-directed team
C. Production team
D. Advisory team

B. Self-directed team

Which of the following pairs is CORRECT?
A. Task force → permanent, production-focused
B. Advisory team → specialized guidance and insights
C. Skunkworks → routine operational efficiency
D. Virtual team → face-to-face collaboration only

B. Advisory team → specialized guidance and insights

A company creates a temporary team of managers, engineers, and designers from different departments to solve a major product failure. This team is BEST described as:
A. Departmental team
B. Task force (cross-functional) team
C. Management team
D. Advisory team

B. Task force (cross-functional) team

What are Process Losses?
A. The additional costs of team maintenance that reduce task performance
B. The rewards a team receives after completing a task
C. The benefits of working alone rather than in teams
D. The positive effect of group interaction

A. The additional costs of team maintenance that reduce task performance

Process losses are considered as:
A. Motivational elements that boost group performance
B. Nonmotivational elements that detract from group performance
C. Strategies to increase efficiency
D. Resources invested in training

B. Nonmotivational elements that detract from group performance

Brook’s Law states that:
A. Adding more people to a project always speeds it up
B. Adding more people to an ongoing project may actually delay completion
C. Projects finish faster with fewer people
D. Project success depends only on resources, not people

B. Adding more people to an ongoing project may actually delay completion

A software company adds 10 new programmers to a project that is already behind schedule, and the project becomes even more delayed. This illustrates:
A. Social Loafing
B. Process Losses
C. Brook’s Law
D. Social Facilitation

C. Brook’s Law

Social Facilitation refers to:
A. Negative effects of others’ presence on performance
B. Positive effects of others’ presence on performance
C. The reduction of effort in group work
D. Avoidance of social evaluation

B. Positive effects of others’ presence on performance

Social Inhibition refers to:
A. Performing better when others are around
B. Performing worse due to the presence of others
C. The distraction caused by technology
D. Free-riding in group work

B. Performing worse due to the presence of others

Which situation BEST represents the Audience Effect?
A. A student studies harder when sitting beside peers
B. An athlete runs faster when people are passively watching
C. A programmer distracted by social media
D. A group compensating for a weak member

B. An athlete runs faster when people are passively watching

Coaction refers to:
A. Being evaluated by others
B. Two or more people performing the same task together in each other’s presence
C. Losing motivation in large groups
D. Passive observation by others

B. Two or more people performing the same task together in each other’s presence

Mere Presence means:
A. Simply having others physically present can change performance
B. The distraction caused by noise in the environment
C. Effort reduction due to free-riding
D. Task specialization among members

A. Simply having others physically present can change performance

Comparison occurs when:
A. People adjust performance because they compare themselves to peers
B. Managers formally evaluate performance
C. Groups compete against other groups
D. Performance is unaffected by others

A. People adjust performance because they compare themselves to peers

Evaluation Apprehension suggests that:
A. Presence of others influences us because we fear they are judging our performance
B. Performance is only affected by distractions
C. Comparing ourselves to others always reduces motivation
D. Social loafing increases motivation

A. Presence of others influences us because we fear they are judging our performance

The distraction hypothesis says performance is affected because:
A. Others motivate us to work harder
B. The presence of others draws attention away from the primary task
C. We always compare ourselves to others
D. Adding more members to a project slows it down

B. The presence of others draws attention away from the primary task

Social Loafing occurs when:
A. People exert more effort in groups
B. People exert less effort in groups than when working alone
C. Groups outperform individuals consistently
D. Members compare themselves to each other

B. People exert less effort in groups than when working alone

Which of the following increases the likelihood of social loafing?
A. Large group size and lack of accountability
B. Small group size and task specialization
C. High motivation and job enrichment
D. Clear measurement of individual performance

A. Large group size and lack of accountability

Social Enhancement happens when:
A. Members reduce effort because the task is boring
B. Group members exert more effort because the task is highly attractive
C. Individuals avoid evaluation
D. Groups work slower due to Brook’s Law

B. Group members exert more effort because the task is highly attractive

The Free-Rider Theory states that individuals may:
A. Increase their effort to help weaker members
B. Reduce their effort because they believe their contribution is dispensable
C. Exert more effort in attractive tasks
D. Fear evaluation from others

B. Reduce their effort because they believe their contribution is dispensable

The Sucker Effect occurs when:
A. People work harder to avoid being outperformed
B. People reduce effort because they notice others are free-riding
C. Groups increase efficiency due to task specialization
D. Members compare themselves positively to peers

B. People reduce effort because they notice others are free-riding

Social Compensation happens when:
A. Members free-ride to avoid responsibility
B. Individuals increase effort to make up for poor performance of others
C. Groups reduce efficiency due to distraction
D. Managers distribute authority evenly

B. Individuals increase effort to make up for poor performance of others

One way to minimize social loafing is to:
A. Form smaller groups
B. Avoid measuring performance
C. Increase group size
D. Remove accountability

A. Form smaller groups

Specializing tasks in a group helps reduce social loafing because:
A. Members cannot free-ride when roles are clearly defined
B. Members can share responsibility loosely
C. Everyone avoids being evaluated
D. Tasks become boring

A. Members cannot free-ride when roles are clearly defined

Measuring individual performance reduces social loafing by:
A. Making contributions visible and accountable
B. Hiding effort within group output
C. Increasing distraction
D. Reducing attractiveness of the task

A. Making contributions visible and accountable

Increasing job enrichment can reduce social loafing because:
A. Members feel more engaged and responsible for meaningful tasks
B. Groups become larger and more complex
C. Individuals no longer compare themselves to others
D. Free-riding becomes easier

A. Members feel more engaged and responsible for meaningful tasks

Selecting motivated, team-oriented employees minimizes social loafing because:
A. They are less likely to free-ride
B. They always distract others
C. They avoid evaluation apprehension
D. They prefer working independently

A. They are less likely to free-ride

Which of the following BEST connects Social Loafing and the Sucker Effect?
A. Both involve reducing effort, but the Sucker Effect is a reaction to free-riding
B. Both involve increasing effort when tasks are attractive
C. Both require evaluation apprehension
D. Both always lead to process gains

A. Both involve reducing effort, but the Sucker Effect is a reaction to free-riding

Which of the following BEST illustrates the difference between Social Compensation and Free-Rider Theory?
A. Social Compensation = more effort to cover others; Free-Rider = less effort to depend on others
B. Social Compensation = less effort when task is attractive; Free-Rider = more effort when task is unattractive
C. Social Compensation = distraction from others; Free-Rider = evaluation apprehension
D. Social Compensation = forming small groups; Free-Rider = forming large groups

A. Social Compensation = more effort to cover others; Free-Rider = less effort to depend on others

Groupthink occurs when group members:
A. Encourage open dissent and debate
B. Become cohesive and like-minded, ignoring contrary information
C. Focus on individual performance over group consensus
D. Rely on objective external feedback

B. Become cohesive and like-minded, ignoring contrary information

The belief that the group is too powerful to fail and can ignore risks is called:
A. Illusion of Unanimity
B. Illusion of Morality
C. Illusion of Invulnerability
D. Mindguarding

C. Illusion of Invulnerability

When group members unquestioningly assume their goals and actions are morally right, they are showing:
A. Shared Negative Stereotypes
B. Illusion of Morality
C. Collective Rationalization
D. Self-Censorship

B. Illusion of Morality

Labeling rivals as incompetent, evil, or unworthy without considering their views is an example of:
A. Collective Rationalization
B. Mindguarding
C. Shared Negative Stereotypes
D. Illusion of Invulnerability

C. Shared Negative Stereotypes

A group dismissing warnings and negative feedback by making excuses is an example of:
A. Self-Censorship
B. Illusion of Unanimity
C. Collective Rationalization
D. Direct Conformity Pressure

C. Collective Rationalization

When members remain silent out of fear of disrupting harmony, this is called:
A. Illusion of Unanimity
B. Self-Censorship
C. Mindguarding
D. Shared Stereotypes

B. Self-Censorship

Assuming everyone agrees because no one speaks up best illustrates:
A. Illusion of Unanimity
B. Direct Conformity Pressure
C. Collective Rationalization
D. Social Impact Theory

A. Illusion of Unanimity

Direct pressure on members who disagree with the group’s decision is called:
A. Mindguarding
B. Direct Conformity Pressure
C. Self-Censorship
D. Illusion of Morality

B. Direct Conformity Pressure

Filtering or withholding information that may challenge the group’s decisions is:
A. Illusion of Morality
B. Illusion of Invulnerability
C. Mindguarding
D. Social Loafing

C. Mindguarding

In which type of task is the group’s outcome determined by the contribution of the weakest member?
A. Additive Task
B. Conjunctive Task
C. Disjunctive Task
D. Rationalized Task

B. Conjunctive Task

A task where the group’s output is the sum of each member’s effort is:
A. Additive Task
B. Conjunctive Task
C. Disjunctive Task
D. Facilitative Task

A. Additive Task

In a disjunctive task, the group’s performance depends on:
A. Average member contribution
B. Weakest member
C. Strongest or most capable member
D. Total combined effort

C. Strongest or most capable member

Which theory explains how the presence and actions of others influence individual behavior?
A. Social Facilitation Theory
B. Groupthink Theory
C. Social Impact Theory
D. Conformity Theory

C. Social Impact Theory

A large group may suffer process losses, while small groups may lack diversity. This reflects the importance of:
A. Group Size
B. Groupthink
C. Additive Tasks
D. Illusion of Morality

A. Group Size

Which of the following is NOT a symptom of Groupthink?
A. Illusion of Invulnerability
B. Direct Conformity Pressure
C. Encouraging constructive criticism
D. Collective Rationalization

C. Encouraging constructive criticism

Which strategy is most effective in reducing Groupthink by ensuring alternative viewpoints are considered?
A. Encouraging self-censorship
B. Assigning a Devil’s Advocate
C. Increasing group cohesion
D. Promoting illusions of unanimity

B. Assigning a Devil’s Advocate

Mental Model refers to:
A. Random ideas that guide group work
B. Organized knowledge structure that helps individuals interact with their environment
C. Unwritten rules of teamwork
D. Emotional bonds among team members

B. Organized knowledge structure that helps individuals interact with their environment

Shared Mental Models are:
A. Individual thoughts about the environment
B. Organized structures combining knowledge of two or more individuals
C. A set of group norms
D. An informal set of rules

B. Organized structures combining knowledge of two or more individuals

Offering new ideas and coordinating activities belong to which role?
A. Social-Oriented Role
B. Task-Oriented Role
C. Individual Role
D. Leadership Role

B. Task-Oriented Role

Encouraging participation and maintaining group harmony is part of:
A. Social-Oriented Role
B. Task-Oriented Role
C. Individual Role
D. Structural Role

A. Social-Oriented Role

Blocking group activities or calling attention to oneself reflects:
A. Task-Oriented Role
B. Social-Oriented Role
C. Individual Role
D. Formal Role

C. Individual Role

Willingness to work together rather than alone reflects:
A. Coordinating
B. Cooperating
C. Comforting
D. Conflict Handling

B. Cooperating