This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 15 MANAGING TEAMS
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
1. Common commitment and purpose and mutual accountability are among the elements that that make
teams function.
a. True
b. False
Title: ANSWER: F REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
2. Members for a team should be selected for their personality, not for their skill and skill potential.
a. True
b. False
Title: ANSWER: T REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
3. Teams work best when they have a compelling reason for being, and it is thus more likely that the teams
will be successful and live up to performance expectations.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
4. The Norming stage begins as team members begin vying for leadership and testing the group processes.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
5. During Performing, the team is starting to work well together, and buy-in to group goals occurs. The
team is establishing and maintaining ground rules and boundaries, and there is willingness to share
responsibility and control.
a. True
b. False
Title: ANSWER: T REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
6. The process of becoming a high-performance team is not a linear process.
a. True
b. False
Title: ANSWER: T REFERENCE: Things to Consider When Managing Teams LEARNING OUTCOME: 3
7. According to Linda Hill, managing a team means managing paradox.
a. True
b. False
Title: ANSWER: F REFERENCE: Things to Consider When Managing Teams LEARNING OUTCOME: 3
8. Managing the team’s paradox —or space between the team and its external forces, stakeholders, and
pressures—is a delicate balance of employees, stockholder management, and profits.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
9. Research on conflict and team suggests that conflict is bad for a team and that it will inevitably bring the
team down and cause them to spiral out of control and off track.
a. True
b. False
Title: ANSWER: T REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
10. Mining is a technique that can be used in teams that tend to avoid conflict.
a. True
b. False
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
11. Responses such as perspective taking, creating solutions, expressing emotions, and reaching out are
considered passive but constructive responses to conflict.
a. True
b. False
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
12. Reflective thinking, delay responding, and adapting are considered passive and destructive responses
to conflict.
a. True
b. False
Title: ANSWER: T REFERENCE: Team Diversity LEARNING OUTCOME: 5
13. In a team, the multiple diverse perspectives can enhance both the understanding of the problem and
the quality of the solution.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Diversity LEARNING OUTCOME: 5
14. A 2015 McKinsey report on public companies found that those in the top quartile for ethnic and racial
diversity in management were 95% more likely to have financial returns above their industry mean.
a. True
b. False
Title: ANSWER: T REFERENCE: Multicultural Teams LEARNING OUTCOME: 6
15. The difference of direct versus indirect communication, in managing multicultural teams, can cause
conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect
style may be perceived as unproductive and passive-aggressive in team interactions.
a. True
b. False
Title: ANSWER: F REFERENCE: Multicultural Teams LEARNING OUTCOME: 6
16. Structural intervention is best used when team members are willing to acknowledge the cultural
differences and learn how to work with them.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
May 1, 2019 2
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 15 MANAGING TEAMS
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
1. Common commitment and purpose and mutual accountability are among the elements that that make
teams function.
a. True
b. False
Title: ANSWER: F REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
2. Members for a team should be selected for their personality, not for their skill and skill potential.
a. True
b. False
Title: ANSWER: T REFERENCE: Teamwork in the Workplace LEARNING OUTCOME: 1
3. Teams work best when they have a compelling reason for being, and it is thus more likely that the teams
will be successful and live up to performance expectations.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
4. The Norming stage begins as team members begin vying for leadership and testing the group processes.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
5. During Performing, the team is starting to work well together, and buy-in to group goals occurs. The
team is establishing and maintaining ground rules and boundaries, and there is willingness to share
responsibility and control.
a. True
b. False
Title: ANSWER: T REFERENCE: Team Development Over Time LEARNING OUTCOME: 2
6. The process of becoming a high-performance team is not a linear process.
a. True
b. False
Title: ANSWER: T REFERENCE: Things to Consider When Managing Teams LEARNING OUTCOME: 3
7. According to Linda Hill, managing a team means managing paradox.
a. True
b. False
Title: ANSWER: F REFERENCE: Things to Consider When Managing Teams LEARNING OUTCOME: 3
8. Managing the team’s paradox —or space between the team and its external forces, stakeholders, and
pressures—is a delicate balance of employees, stockholder management, and profits.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
9. Research on conflict and team suggests that conflict is bad for a team and that it will inevitably bring the
team down and cause them to spiral out of control and off track.
a. True
b. False
Title: ANSWER: T REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
10. Mining is a technique that can be used in teams that tend to avoid conflict.
a. True
b. False
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
11. Responses such as perspective taking, creating solutions, expressing emotions, and reaching out are
considered passive but constructive responses to conflict.
a. True
b. False
Title: ANSWER: F REFERENCE: Opportunities and Challenges to Team Building LEARNING OUTCOME: 4
12. Reflective thinking, delay responding, and adapting are considered passive and destructive responses
to conflict.
a. True
b. False
Title: ANSWER: T REFERENCE: Team Diversity LEARNING OUTCOME: 5
13. In a team, the multiple diverse perspectives can enhance both the understanding of the problem and
the quality of the solution.
a. True
b. False
Title: ANSWER: F REFERENCE: Team Diversity LEARNING OUTCOME: 5
14. A 2015 McKinsey report on public companies found that those in the top quartile for ethnic and racial
diversity in management were 95% more likely to have financial returns above their industry mean.
a. True
b. False
Title: ANSWER: T REFERENCE: Multicultural Teams LEARNING OUTCOME: 6
15. The difference of direct versus indirect communication, in managing multicultural teams, can cause
conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect
style may be perceived as unproductive and passive-aggressive in team interactions.
a. True
b. False
Title: ANSWER: F REFERENCE: Multicultural Teams LEARNING OUTCOME: 6
16. Structural intervention is best used when team members are willing to acknowledge the cultural
differences and learn how to work with them.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
May 1, 2019 2
