Q1. 2 types of Team boundaries are: Underbounded teams & Overbounded teams Bound teams & Overbounded teams Underbounded

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Q1. 2 types of Team boundaries
are:
Underbounded teams & Overbounded teams
Bound teams & Overbounded teams
Underbounded teams & bounded teams
None of the Above
answer- A Underbounded teams & Overbounded
teams
Q2. Organizations should avoid the hidden costs of
team/environmental relationships : T/F
Q3. Some External roles of team members
are
Bufferer
Interpreter
Advisor
All of the Above
Q4. Most organizations are composed
of
Advising Communication
Informal Communication
Passive Communication
All of the Above
Q5. Human Capital does not value that intelligent,
educated, and experienced people bring to their organization
T/F
Q6. Social Capital is The value people add to their team
and organization through their ties to other people
T/F
Q7. Clique network is a close-knit, self-contained
network with redundant communication structures T/F
Q8. Boundary spanners …
span organizational
integrate the knowledge
integrate best practices from different
areas
All of the above
Q9. Structural holes are
span organizational
integrate the knowledge
integrate best practices from different
areas
entrepreneurial opportunities
Q10. Entrepreneur networks : a less tightly knit
group of business associations with contact in a variety of
disparate organizational areas T/F
Q11. Information brokers : are not a critical junction
contact between networks of people T/F
Q12. Team social capital is the configuration of team
members social relationships within two categories
T/F
Q13. There are benefits of socializing outside of the
relationship structure of the group
Increased access to information
Greater political support
Shifts types of resources transferred among
members
All of the above
Q14. Leader centrality-performance hypothesis: States
that the team leader from whom subordinates seek advice tends to
have a relatively comprehensive view of the social structures of
their team T/F
Q15. Boundary-management behavior between the team and
the larger organization does not involves four key skills
T/F
Q16. Strategic network expansion involves connecting to
people and teams in such a way that the person is filling a
structural hole T/F
Q17. Managers should not use high quality
knowledge regardless of where it comes from inside or outside of
the organization T/F
Q18. The leadership paradox…
The presence of a leader does not always ensure that
teams will be effective and may even hinder a team’s performance or
progress
Few people understand how to transform into
leaders
The question of how one leads others who are supposed to
lead themselves is the essence of the team paradox encountered by
leaders of self-managing and self-directing teams
All of the Above
Q19. Leadership (a relationship) is not the same
as management T/F
Q20. Trait (Entity) Theories of
Leadership
This leadership theory argues that leaders are born, not
made
Argues that leadership is largely and inborn
characteristic of a person and is not something that can be easily
developed or learned
Different trait theories focus on different aspects of
person to discern leadership traits: intelligence, personality,
birth order, and gender
All of the above
Q21. A task-oriented leader focuses on accomplishing the
objectives of the team T/F
Q 22. A person-focused leader does not focuses on the
process of getting their team to their shared goal or objective
T/F
Q 23. A Transactional leadership
Leader’s power reinforces team members successful
completion of task
Leaders and their teams are in an exchange relationship
that involves negotiation to establish outcomes and
rewards
This type of leadership sets up a competitive
relationship between leader and employee
All of the above
Q 24. Transformational leadership
Leader’s power reinforces team members successful
completion of task
Leaders and their teams are in an exchange relationship
that involves negotiation to establish outcomes and
rewards
This type of leadership sets up a competitive
relationship between leader and employee
None of the above
Q25 Autocratic leadership: Also known as vertical
leadership, this type of leadership stems from an appointed or
formal leader of a team T/F
Q26. Democratic leadership: does not
Shared leadership is a group process in which leadership is
distributed among, and stem from, team members
T/F
Q 27. The leadership categorization theory :
Argues people use their mental image of an ideal leader as an
implicit benchmark to determine their receptivity toward actual
T/F
Q28. Implicit leadership theories : does not
Contains judgments about whether a leader is worthy of
influence T/F
Q29. The leader-member-exchange model (LMX) focuses on
the relationships that leaders develop with particular subordinates
and what leaders of subordinates offer and receive in such
relationships T/F
Q30. Some of the key determinants that lead to close,
trusting relationships between leaders and their subordinates
are
Subordinate’s similarity to the leader
Demonstrated competence
Extraversion
All of the above
Q 31. Advantages of differential treatment
include
Increased team member commitment
Subordinate’s similarity to the leader
Demonstrated competence
Extraversion
Q 32. Disadvantages of differential
treatment
May cause an “in-group” among those with whom the leader
invests
Leaders may request input from the favored team members,
even if they are not an expert, and can thus cause team member
resentment
Diminished group effectiveness by decreasing group
efficacy
All of the above
Q 33. Power is the ability of a person to control the
outcomes of another person in a relationship T/F
Q 34. Encouraging participative
management
A model of leadership that delegates authority downward,
toward individual and groups, allows leadership to be more equally
shared by team members, is positively related to knowledge sharing
and team efficacy, and leads to better team
performance
Continuum of team
empowerment
Four factors that can lead to a state of
powerlessness
All of the above
Q 35. What are some concrete steps for moving power
downward in an organization into the hands of team
members?
Task delegation
Parallel suggestion involvement
Job involvement
Organizational involvement
All of the above
Q 36. The extent to which a given person identifies with
a group occurs on three distinct levels:
Emotional identity
Behavioral identity
Cognitive identity
All of the above
Q 37. There are two types of relational focus when it
comes to teamwork: Independent focus and Interdependent focus
T/F
Q38. The place-time model does not considers teams
in terms of their geographic location and temporal relationship
T/F
Q39. There are four types of communication possibilities
in the place-time model of interaction :
T/F
Q40. Face-to-face communication
includes
Crucial in the initiation of relationships and
collaboration
Same time, different place
Different place, different time
None of the above
Q41. There are no key things to expect when interactions
with a team are via information technology
T/F
Q42 A virtual team is a group of people working together
across time and space using electronic information technology
T/F
Q43. Virtual teams need to consider three factors for
their ultimate success : includes T/F
Q44. Without daily face-to-face opportunities to discuss
situations and share concerns, people may question the integrity of
some team members T/F
Q45. Cultural intelligence is a person’s capability to
adapt effectively to new cultural contexts T/F
Q46. People from various cultures do not differ in many
ways. T/F
Q47. By definition, multicultural teams
are
Diverse
Multi-tasked
Isolated
None of the above
Q48. Knowledge of cultural differences allows people to
know what to expect when they interact with different members, and
knowledge of these cultural norms reduces uncertainty in ambiguous
T/F
Q49 Teams that do not develop a transactive memory
system of their team are more effective, better prepared, and more
positive T/F
Q50. Old solution to place-time dilemmas was to relocate
employees; now new solutions are more varied, creative, (often)
cheaper, and less permanent T/F
Q51. Information technology cannot increase team
productivity T/F
Q52. A skilled manager knows when to use information
technology, what obstacles are likely to come up, and how to
address them T/F