TEST EXAM GRADED A+ Pass 100% Solved Questions And All
Correct Answers 2025-2026 New Update VERIFIED
1. The "sucker effect" occurs when people feel they are not valued by the
team.
a. True
b. False
FALSE
2. The most effective reward system for a team is to make it completely team-
based and not reward individual performance.
a. True
b. False
FALSE
3. Members are more likely to multitask during virtual meetings than in face-to-
face ones.
a. True
b. False
TRUE
4. Social support behaviors are not related to team performance.
a. True
b. False
FALSE
5. Task support increases group cohesion and helps motivate team members.
a. True
b. False
FALSE
,6. For project teams, role problems often appear to worsen near the end of the
project.
a. True
b. False
TRUE
7. Social loafing is more likely to occur when tasks are challenging.
a. True
b. False
FALSE
8. Transactive memory and mental models are one and the same.
a. True
b. False
FALSE
9. Group cohesion can reduce stress of members.
a. True
b. False
TRUE
10. Task-related behaviors are more important than social behaviors in a team.
a. True
b. False
FALSE
1. Groups are defined by all of the following characteristics except:
a. The members are mutually dependent on each other.
b. There is recognition that people belong to a collective entity.
c. There are rules and roles that control people's interactions.
d. Members of the group are dependent on one another to achieve individual
goals.
e. There is satisfaction of personal needs through group membership.
,D
2. Groups are different from teams because:
a. Groups are typically work-related while teams are sports-related.
b. Teams are typically larger than groups.
c. Teams involve greater interaction and coordination among members to
achieve a common goal.
d. Teams are more hierarchical than groups.
e. Teams have a leader whereas groups do not.
C
3. According to the textbook, which of the following is not a way teams are
used by organizations?
a. To provide advice on how to improve quality.
b. To coordinate day-to-day work activities.
c. To design and develop new products.
d. To plan organizational change.
e. To discipline employees.
E
4. Self-managing teams are different from traditional work groups because:
a. They have fewer members.
b. There is no leader.
c. The teams are more strongly linked to the organization's hierarchy.
d. They make greater use of consensus or democratic decision making.
D
5. The use of teams by organizations is increasing because:
a. Organizations are getting larger.
b. Employees want their jobs to be simplified.
c. Jobs are becoming more complex and interdependent.
d. Organizations are seeking stability.
C
, 6. The historical approach to job design that shows the value of using teams in
most modern organizations is called:
a. Scientific management
b. Sociotechnical systems theory
c. Hawthorne effect
d. Total quality management
B
7. The work of Kurt Lewin and his followers changed the study of group
dynamics by:
a. Using the individual, rather than the group, as the unit of study.
b. Developing an action research approach that demonstrated the value of
applied research and theory.
c. Showing how the study of individuals could be used to promote social
change.
d. Focusing on leaders as drivers of group processes.
B
8. Hawthorne discovered that:
a. Studying workers has no impact on worker performance.
b. Social factors have an important impact on performance.
c. Breaking up tasks into smaller ones leads to an increase in performance.
d. Teams are no better at performing complex tasks than individuals.
B
9. Which of the following is not a type of work team as identified by
Sundstrom?
a. Executive teams
b. Management teams
c. Parallel teams
d. Service teams
A
Correct Answers 2025-2026 New Update VERIFIED
1. The "sucker effect" occurs when people feel they are not valued by the
team.
a. True
b. False
FALSE
2. The most effective reward system for a team is to make it completely team-
based and not reward individual performance.
a. True
b. False
FALSE
3. Members are more likely to multitask during virtual meetings than in face-to-
face ones.
a. True
b. False
TRUE
4. Social support behaviors are not related to team performance.
a. True
b. False
FALSE
5. Task support increases group cohesion and helps motivate team members.
a. True
b. False
FALSE
,6. For project teams, role problems often appear to worsen near the end of the
project.
a. True
b. False
TRUE
7. Social loafing is more likely to occur when tasks are challenging.
a. True
b. False
FALSE
8. Transactive memory and mental models are one and the same.
a. True
b. False
FALSE
9. Group cohesion can reduce stress of members.
a. True
b. False
TRUE
10. Task-related behaviors are more important than social behaviors in a team.
a. True
b. False
FALSE
1. Groups are defined by all of the following characteristics except:
a. The members are mutually dependent on each other.
b. There is recognition that people belong to a collective entity.
c. There are rules and roles that control people's interactions.
d. Members of the group are dependent on one another to achieve individual
goals.
e. There is satisfaction of personal needs through group membership.
,D
2. Groups are different from teams because:
a. Groups are typically work-related while teams are sports-related.
b. Teams are typically larger than groups.
c. Teams involve greater interaction and coordination among members to
achieve a common goal.
d. Teams are more hierarchical than groups.
e. Teams have a leader whereas groups do not.
C
3. According to the textbook, which of the following is not a way teams are
used by organizations?
a. To provide advice on how to improve quality.
b. To coordinate day-to-day work activities.
c. To design and develop new products.
d. To plan organizational change.
e. To discipline employees.
E
4. Self-managing teams are different from traditional work groups because:
a. They have fewer members.
b. There is no leader.
c. The teams are more strongly linked to the organization's hierarchy.
d. They make greater use of consensus or democratic decision making.
D
5. The use of teams by organizations is increasing because:
a. Organizations are getting larger.
b. Employees want their jobs to be simplified.
c. Jobs are becoming more complex and interdependent.
d. Organizations are seeking stability.
C
, 6. The historical approach to job design that shows the value of using teams in
most modern organizations is called:
a. Scientific management
b. Sociotechnical systems theory
c. Hawthorne effect
d. Total quality management
B
7. The work of Kurt Lewin and his followers changed the study of group
dynamics by:
a. Using the individual, rather than the group, as the unit of study.
b. Developing an action research approach that demonstrated the value of
applied research and theory.
c. Showing how the study of individuals could be used to promote social
change.
d. Focusing on leaders as drivers of group processes.
B
8. Hawthorne discovered that:
a. Studying workers has no impact on worker performance.
b. Social factors have an important impact on performance.
c. Breaking up tasks into smaller ones leads to an increase in performance.
d. Teams are no better at performing complex tasks than individuals.
B
9. Which of the following is not a type of work team as identified by
Sundstrom?
a. Executive teams
b. Management teams
c. Parallel teams
d. Service teams
A
