MGT 101 FINAL EXAM QUESTIONS WITH VERIFIED
ACCURATE ANSWERS
Groups - Answers -Two or more people who interact with each other to accomplish
certain goals or meet certain needs
Teams - Answers -Groups whose members work intensively together within or across
organizations to achieve a specific common goal or objective
All Teams are groups but not all groups are teams
Strategic Advantages of teams - Answers -Teams can help organizations to gain a
competitive advantage because they can:
1) Enhance its performance (including efficiency, quantity, quality of outputs)
2) Facilitate learning and innovation
3) Increase responsiveness to customers
4) Increase employees' satisfaction and motivation
Types of Process Losses - Answers -Social loafing
Norms
Groupthink
Groupshift
Conflict
Social Loafing - Answers -1)The tendency for group members to exert less individual
effort on an additive task as the size of the group increases (The Ringelman Effect)
2) Freeriding
3) Bunch a people in a group some people work harder then others
Norms - Answers -1) Informal shared guidelines or rules for behavior that most group
members follow
2) Why do group members conform to norms?
--gain rewards, avoid punishments
--identification
--internalization
3) What happens when they deviate from norms?
--accommodation
--correction
--rejection
Idiosyncracy credits - Answers -Provide some freedom to violate group norms without
punishment for people who have contributed a lot in the past
,Groupthink - Answers -1) Occurs when the drive to achieve agreement among all group
members overrides realistic appraisal of alternative courses of action
2)Is particularly likely when:
--Group is highly cohesive
--Strong leader with known preferences
--Insulated from outside influences
3) Strong drive to agreement
4) People all thinking alike and pressure not to speak up
(Janis 1982)
Groupshift - Answers -1) Tendency of groups to move to extreme positions
2) Reasons - discussion leads to:
--More arguments aired
--More commitment to positions
--Familiarity (makes members bolder)
--Cultural values (one upmanship)
--Diffusion of responsibility
Relationship Conflict - Answers -1) Exists when there are interpersonal compatibility
issues between group members
--Usually bad for teams
Jehn, 1995
Task Conflict - Answers -1) Exists when there are disagreements between group
members about the content of the task being preformed
--Sometimes helpful for teams (non-routine tasks)
--Sometimes hurtful for teams (routine tasks)
Jehn, 1995
Defining Group Effectiveness - Answers -1)Great Output
--Output meets or exceeds standards of those to receive, review, or use it
2) Group Collaboration
--Members becoming increasingly competent at working together as a team
3)Individual Development
--Members' personal growth and well-being are fostered by their team experience
4D Team Effectiveness Pryamid - Answers -1) Outcomes
--Team effectiveness
----Great Output
----Collaborative Ability
----Individual Development
2) Enablers
, --2A) Shared Mindset
----Shared Idenity
---- Shared Identity
--2B) Supportive Context
----Rewards
----Information
----Training
----Resources
--2C) Strong Structure
----Right People
----Sound Design
--2D) Direction must be (compelling direction)
----Clear
----Challenging
----Consequential
The Four D's - Answers -DISTRIBUTED
--Geographically (across the world)
--Structurally (across the organization)
DIVERSE
--Nationally (e.g., origin, culture, language)
--Demographically (e.g., race, gender, age)
DYNAMIC
--Fluid team membership (members move in and out of team)
--Multiple team membership (members work on several teams)
DIGITAL
--Use technologies to communicate
--Use technologies to collect and analyze data
Used for talking about teams today
--Team today often lack shared identity and understanding--> leads to 4d team pyramid
Organizational Design - Answers -1) Managerial choices that formalize the patterns of
interactions between an organization's people and tasks
--Work (micro level)
--Structure (macro level)
Interdependence - Answers -The degree to which workers/groups in an organization
rely upon each other to accomplish their own tasks and the organization's goals
Pooled Interdependence - Answers -Workers don't really interact they just pool their
outputs at the end of the day
ACCURATE ANSWERS
Groups - Answers -Two or more people who interact with each other to accomplish
certain goals or meet certain needs
Teams - Answers -Groups whose members work intensively together within or across
organizations to achieve a specific common goal or objective
All Teams are groups but not all groups are teams
Strategic Advantages of teams - Answers -Teams can help organizations to gain a
competitive advantage because they can:
1) Enhance its performance (including efficiency, quantity, quality of outputs)
2) Facilitate learning and innovation
3) Increase responsiveness to customers
4) Increase employees' satisfaction and motivation
Types of Process Losses - Answers -Social loafing
Norms
Groupthink
Groupshift
Conflict
Social Loafing - Answers -1)The tendency for group members to exert less individual
effort on an additive task as the size of the group increases (The Ringelman Effect)
2) Freeriding
3) Bunch a people in a group some people work harder then others
Norms - Answers -1) Informal shared guidelines or rules for behavior that most group
members follow
2) Why do group members conform to norms?
--gain rewards, avoid punishments
--identification
--internalization
3) What happens when they deviate from norms?
--accommodation
--correction
--rejection
Idiosyncracy credits - Answers -Provide some freedom to violate group norms without
punishment for people who have contributed a lot in the past
,Groupthink - Answers -1) Occurs when the drive to achieve agreement among all group
members overrides realistic appraisal of alternative courses of action
2)Is particularly likely when:
--Group is highly cohesive
--Strong leader with known preferences
--Insulated from outside influences
3) Strong drive to agreement
4) People all thinking alike and pressure not to speak up
(Janis 1982)
Groupshift - Answers -1) Tendency of groups to move to extreme positions
2) Reasons - discussion leads to:
--More arguments aired
--More commitment to positions
--Familiarity (makes members bolder)
--Cultural values (one upmanship)
--Diffusion of responsibility
Relationship Conflict - Answers -1) Exists when there are interpersonal compatibility
issues between group members
--Usually bad for teams
Jehn, 1995
Task Conflict - Answers -1) Exists when there are disagreements between group
members about the content of the task being preformed
--Sometimes helpful for teams (non-routine tasks)
--Sometimes hurtful for teams (routine tasks)
Jehn, 1995
Defining Group Effectiveness - Answers -1)Great Output
--Output meets or exceeds standards of those to receive, review, or use it
2) Group Collaboration
--Members becoming increasingly competent at working together as a team
3)Individual Development
--Members' personal growth and well-being are fostered by their team experience
4D Team Effectiveness Pryamid - Answers -1) Outcomes
--Team effectiveness
----Great Output
----Collaborative Ability
----Individual Development
2) Enablers
, --2A) Shared Mindset
----Shared Idenity
---- Shared Identity
--2B) Supportive Context
----Rewards
----Information
----Training
----Resources
--2C) Strong Structure
----Right People
----Sound Design
--2D) Direction must be (compelling direction)
----Clear
----Challenging
----Consequential
The Four D's - Answers -DISTRIBUTED
--Geographically (across the world)
--Structurally (across the organization)
DIVERSE
--Nationally (e.g., origin, culture, language)
--Demographically (e.g., race, gender, age)
DYNAMIC
--Fluid team membership (members move in and out of team)
--Multiple team membership (members work on several teams)
DIGITAL
--Use technologies to communicate
--Use technologies to collect and analyze data
Used for talking about teams today
--Team today often lack shared identity and understanding--> leads to 4d team pyramid
Organizational Design - Answers -1) Managerial choices that formalize the patterns of
interactions between an organization's people and tasks
--Work (micro level)
--Structure (macro level)
Interdependence - Answers -The degree to which workers/groups in an organization
rely upon each other to accomplish their own tasks and the organization's goals
Pooled Interdependence - Answers -Workers don't really interact they just pool their
outputs at the end of the day
