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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Group Development | ~17% | - Group formation and stages
|
| Topic 2: Organizational Culture | ~17% | - Culture definition and components
|
| Topic 3: Behavioral Influences | ~17% | - Individual behavior drivers
|
| Topic 4: Teams and Team Building | ~17% | - Team types and effectiveness
|
| Topic 5: Performance Evaluation | ~17% | - Evaluation systems and methods
|
| Topic 6: Leadership | ~17% | - Leadership theories and styles
|
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NEW QUESTION # 40
What defines acceptable standards of behavior that are shared by group members?
Answer: B
NEW QUESTION # 41
A coach encourages a person to run two miles in ten minutes and provides the person a stopwatch to check periodically. The person completes the run in 9.8 minutes. Considering the goal-setting theory of motivation, which two factors explain why the person achieved the goal?
Answer: B
Explanation:
Edwin Locke'sGoal-Setting Theorysuggests that specific and difficult goals, with feedback, lead to higher performance. The theory identifies several key components that drive motivation. First isSpecificity. In this case, the coach did not just say "run fast"; they set a specific target of "two miles in ten minutes". Specific goals act as an internal stimulus, providing a clear sense of what needs to be done and how much effort is required.
Image of Goal-Setting Theory of Motivation
The second critical factor isFeedback. By providing a stopwatch, the coach allowed the runner to monitor their own progress. Feedback helps individuals identify discrepancies between what they have done and what they want to do; it guides behavior and motivates the individual to adjust their effort level to meet the goal.
While "challenge" is also a part of the theory (as difficult goals lead to higher performance), the presence of the stopwatch specifically addresses the feedback mechanism, and the clear time-distance parameters address specificity. Therefore, the combination of a clearly defined target (specificity) and the ability to track progress (feedback) are the primary drivers for the runner achieving the 9.8-minute result.
NEW QUESTION # 42
A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams?
Answer: A
Explanation:
A self-managed work team is characterized by its high level of autonomy and collective responsibility. To improve synergy and success, these teams must move beyond simply sharing information (which is characteristic of a work group) and engage in collective actions. One of the primary hallmarks of a successful self-managed team is the ability toexercise collective control over the pace of work.
In a traditional assembly line, the pace is dictated by the machinery or a supervisor. In a self-managed team, members decide how to schedule work, assign tasks, and monitor their own progress. This collective control fosters a sense of ownership and accountability. Options A and C describe traditional "work group" behaviors rather than team behaviors; teams require mutual accountability rather than just individual roles. By controlling their own pace and methods, team members can synchronize their efforts more effectively, leading to the positive synergy where the team's output is greater than the sum of individual inputs.
NEW QUESTION # 43
What defines acceptable standards of behavior that are shared by group members?
Answer: B
Explanation:
All groups have establishedNorms, which are defined as acceptable standards of behavior shared by the group's members that tell them what they ought and ought not to do under certain circumstances. Norms are powerful because they act as a means of influencing the behavior of group members with a minimum of external controls. Common organizational norms include performance norms (how hard to work), appearance norms (dress codes), and social arrangement norms (whom to eat lunch with).
Norms are distinct fromGroup Roles, which are specific behaviors expected of a person in a specific position.
While roles might differ from member to member (e.g., a leader vs. a scribe), norms are generally shared by the entire collective.Group Statusrefers to a socially defined position or rank given to groups or group members by others, andConformityis the act of adjusting one's behavior to align with the norms of the group.
Therefore, the "standards of behavior" themselves are the norms. When an individual violates these shared standards, they often face social pressure or sanctions from the group, which reinforces the importance of norms in maintaining group stability and predictability.
NEW QUESTION # 44
What is an aspect of cross-functional teams that makes them difficult to manage?
Answer: D
Explanation:
Cross-functional teams are composed of employees from about the same hierarchical level but from different work areas-such as marketing, finance, and production-who come together to accomplish a task. While these teams are highly effective for coordinating complex projects and solving problems that require diverse perspectives, they are notoriously difficult to manage in the early stages.
The primary challenge is thatit takes time to build trust and teamworkamong people with different backgrounds, experiences, and perspectives. Each member comes from a different functional "culture" with its own jargon, priorities, and ways of looking at a problem. For example, a member from the engineering department might prioritize technical perfection, while a member from the marketing department might prioritize speed to market. These differing perspectives can lead to conflict and misunderstandings during the initial stages of group development. Furthermore, because members have primary loyalties to their home departments, creating a sense of "team identity" takes significant effort from the leader. Leaders of cross- functional teams must spend considerable time facilitating communication, resolving interpersonal conflicts, and aligning the various functional goals into a single project vision. Until a baseline of mutual trust is established, the team may struggle with "silo" thinking, where members protect their own department's interests rather than working toward the team's collective goal. Only after the team moves through the
"storming" phase of development and builds trust can it begin to leverage its diverse skills for high performance.
NEW QUESTION # 45
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