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首页 罗宾斯《管理学》第九版题库_15

罗宾斯《管理学》第九版题库_15.doc

罗宾斯《管理学》第九版题库_15

yixianlai
2011-01-17 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《罗宾斯《管理学》第九版题库_15doc》,可适用于高等教育领域

chapterChapter–UnderstandingGroupsandTeamsTrueFalseQuestionsAMANAGER’SDILEMMAAccordingtothecompanyprofilein“AManager’sDilemma,”StrawberryFrogisdescribedasa“bigbureaucraticorganization”False(moderate)UNDERSTANDINGGROUPBEHAVIORCommandgroups,crossfunctionalteams,selfmanagedteams,andtaskforcesareallexamplesofinformalgroupsFalse(moderate)Tobeconsideredagroup,theremustbeatleastfivepeopleFalse(moderate)CrossfunctionalteamsarecomposedofpeoplefromdifferentworkareasTrue(easy)TaskforcesarepermanentteamsthattakeonspecialprojectsFalse(moderate)ThefirststageofgroupdevelopmentisstormingFalse(moderate)Inthestormingstageofgroupdevelopment,intragroupconflictoftenoccursTrue(moderate)Whentheformingstageiscomplete,therewillbearelativelyclearhierarchyofleadershipwithinthegroupandagreementonthegroup’sdirectionFalse(difficult)Undersomeconditions,highlevelsofconflictareconducivetohighlevelsofgroupperformanceTrue(difficult)AnormisasetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitFalse(difficult)Rolesareacceptablestandardssharedbyagroup'smembersFalse(easy)Theimpactthatgrouppressuresforconformitycanhaveonanindividualmember'sjudgmentandattitudeswasdemonstratedinresearchbySolomonAschTrue(moderate)SmallgroupstendtocompletetasksfasterthanlargergroupsTrue(easy)Asgroupsizeincreases,thecontributionofindividualmemberstendstodecreaseTrue(moderate)ThehumanrelationsviewofconflictheldthatconflictmustbeavoidedbecauseitindicatesamalfunctioningwithinthegroupFalse(moderate)TheinteractionistviewofconflictholdsthatsomeconflictisabsolutelynecessaryforeffectivegroupperformanceTrue(moderate)Resolvingconflictsbyplacinganother'sneedsandconcernsaboveone'sownistermedforcingFalse(moderate)CompromiseofferstheultimatewinwinsolutiontoconflictFalse(moderate)ExternalconditionstendtohavelittleinfluenceongroupperformanceFalse(moderate)AnadvantageofgroupdecisionsisthattheyincreaseacceptanceofasolutionTrue(easy)Groupthinkisaformofgroupconformityinwhichgroupmemberswithholddeviant,minority,orunpopularviewsinordertogivetheappearanceofagreementTrue(moderate)TURNINGGROUPSINTOEFFECTIVETEAMSWorkteamsareformalgroupsmadeupofinterdependentindividualswhoareresponsiblefortheattainmentofagoalTrue(moderate)AselfmanagedworkteambringstogetherexpertsinvariousspecialtiestoworktogetheronvariousorganizationaltasksFalse(moderate)AformalgroupofemployeeswhooperatewithoutamanagerandareresponsibleforacompleteworkprocessorsegmentisreferredtoastheselfmanagedteamTrue(moderate)FunctionalteamsareteamsthatusecomputertechnologytolinkphysicallydispersedmembersinordertoachieveacommongoalFalse(moderate)MovingdecisionmakingverticallydowntoteamsallowstheorganizationgreaterflexibilityforfasterdecisionsTrue(difficult)DEVELOPINGANDMANAGINGEFFECTIVETEAMSMutualtrustisimportantindevelopingeffectiveteamsTrue(easy)EffectiveteamleadersareincreasinglytakingtheroleofcoachandfacilitatorTrue(easy)Goalsettingisimportantforteams,justasitisforindividualemployeesTrue(moderate)GainsharingisonetypeofrewardsystemusedwithworkteamsTrue(easy)MultipleChoiceAMANAGER’SDILEMMAAccordingtothecompanyprofilein“AManager’sDilemma,”whichofthefollowingdescribesthetypesofteamsusedtodevelopsuccessfuladcampaignsforclientsofStrawberryFroga​ functionalteamsb​ domesticteamsc​ regionalteamsd​ virtualteams(moderate)UNDERSTANDINGGROUPBEHAVIORWhichofthefollowingaboutgroupsistrueaYouneedfiveormorepeopletobeconsideredaworkgroupbThedefinitionofgroupssuggeststhatagroupistwoormorepeopletogetherforanyreasoncGroupscanbeeitherformalorinformal(moderate)dFormalgroupsareaimedatspecificsocialagendaseInformalgroupsareindirectbenefitsofstrategicplanningWhichofthefollowingwouldbeconsideredaformalgroupataskforceforemployeebirthdaycelebrationsbreadinggroupcbowlingteamdbringingpeoplefromvariousfunctionstosolveabusinessdilemma(moderate)ebrownbaglunchgroupInwhattypeofformalgroupisthetraditionalworkgroupdeterminedbyformalauthorityrelationshipsacommandgroups(moderate)bcrossfunctionalteamscselfmanagedteamsdbusinessunitalliancesetaskforcesWhichofthefollowingisnotaformalgroupacommandgroupsbtaskforcesccrossfunctionalteamsdselfmanagedteamsebusinessunitalliances(difficult)Whichofthefollowingformalgroupsareessentiallyindependentgroups,which,inadditiontotheirregularjob,takeontaskssuchashiring,performanceevaluations,etcabusinessunitalliancesbcommandgroupscselfmanagedteams(moderate)dcrossfunctionalteamsetaskforcesTemporarygroupscreatedtoaccomplishaspecifictaskaretermedacommandgroupsbcrossfunctionalteamscselfdirectedteamsdselfmanagedteamsetaskforces(easy)Whichofthefollowingisnotastageofgroupdevelopmentaperformingbconforming(easy)cadjourningdformingestormingInwhichofthefollowingstagesofgroupdevelopmentdopeoplejointhegroupeitherbecauseofaworkassignment,inthecaseofaformalgroup,orforsomeotherbenefitdesired,inthecaseofaninformalgroupa​ forming(moderate)b​ conformingc​ stormingd​ norminge​ performingThestageofgroupdevelopmentinwhichyouwouldmostlikelyseeabattleovergroupleadershipisaformingbconformingcstorming(moderate)dnormingeperformingAtthecompletionofwhichofthefollowingstagesofgroupdevelopmentwouldtherebearelativelyclearhierarchyofleadershipwithinthegroupandagreementonthegroup’sdirectionaformingbconformingcstorming(moderate)dnormingeperformingWhatstageofgroupdevelopmentiscompletewhenthegroupstructuresolidifiesandthegrouphasassimilatedacommonsetofexpectationsaboutbehavioraformingbstormingcconformingdnorming(moderate)eperformingWhatstageofgroupdevelopmentfollowsnormingaformingbperforming(easy)cstormingdconformingeadjourningWhichofthefollowingisanaccuratestatementabouttheprogressionofgroupsthroughtheirdevelopmentstagesaConflictinhibitsgroupeffectivenessbGroupsdevelopinalinearmannercSeveralstagesmaybehappeningsimultaneously(difficult)dGroupswillalwaysregresstopreviousstages,ifonlyforashorttimeeGroupsintheconformingstagearemoreeffectivethaninthenormingstageAreferstoasetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitanormbconformitybehaviorcrole(moderate)dstatussystemegroupcohesivenessAnindividualwhoisconfrontedbydifferentroleexpectationsexperiencesaroleconflict(moderate)broleconvergencecconformitypressuredgroupcohesivenessetaskdivergenceAmiddlemanagerwhoisexpectedbyhisherbosstokeepperformanceevaluationslowtosaveonmeritincreasecosts,butfeelscompelledtorewardhisherhighperformingsubordinatesfairly,isexperiencingwhichofthefollowinganormdecisivenessbroleconflict(difficult)cstatusseparationdconformitypressureecohesivenessconflictTheacceptablestandardsorexpectationsthataresharedbythegroup’smembersarereferredtoasa​ rolesb​ norms(moderate)c​ valuesd​ moralse​ policiesAnewcommercialbankemployeewhonoticesstaresfromotherofficersbecausehedoesnotwearconservativeworkattireisexperiencingwhataspectofgroupsaroleconflictbnorms(difficult)cstatusseparationdcohesivenessconflicteperformingpressureThefindingsofAsch'sexperimentutilizinglinesofdifferentlengthswouldrelatetowhichofthefollowingajobstatusbworkplaceconformity(moderate)cworkgroupcohesivenessdroleconflicteperformanceperceptionsreferstoaprestigegrading,position,orrankwithinagroupaNormbRolecStatus(easy)dRoleconflicteAccommodationWhichofthefollowingisanaccuratestatementregardingstatussystemsaEducationisaninformalstatuscharacteristic(moderate)bStatusisaweakmotivatorcomparedtoothergroupissuescPeoplegenerallyhavedifficultyclassifyingpeopleintostatuscategoriesdStatusisacontemporaryresearchtopiceStatushascognitivebutnobehavioralconsequencesEducation,age,skill,orexperienceareexamplesofwhichofthefollowingaformalstatuscategoriesbinformalstatuscategories(moderate)cindividualstatuscategoriesdingroupstatuscategorieseoutgroupstatuscategoriesoccurswhenasupervisorisearninglessthanhissubordinatesaConflictbRoleconflictcGroupincohesivenessdStatusincongruence(moderate)eGroupdivergenceIncomparisontolargegroups,smallgroupsahaveshortergrouptenurebtendtobemorehomogenouscarefasteratcompletingtasks(moderate)darebetteratobtainingdiverseinputehavehigherstatusThe"freeridertendency"explainswhichofthefollowingawhytheproductivityofgroupsisexponentialbwhythereisalwaysonepersonwhodoesnotworkashardasothergroupmemberscwhy,asgroupsgetlarger,theindividualcontributionoftendecreases(difficult)dwhygroupproductivitygrowsinalinearfashionewhygroupswilltendtoletanunproductiveoutsiderinthegroupWhichofthefollowingisapotentialmeansoflimitingthefreeridereffectabeabletoidentifyindividualresponsibility(moderate)brewardgroupscollectively,notindividuallycneverallowanoutsiderintoagrouponceitisformeddprovidemeritpaythatisproportionaltogroupeffectivenesseallowgroupstopunishpoorteamplayersThedegreetowhichmembersareattractedtoagroupandsharethegroup’sgoalsisreferredtoasa​ groupdiversityb​ groupcohesiveness(moderate)c​ groupexpansiond​ groupnormse​ groupcontinuityInwhichofthefollowingsituationsaregroupsmosteffectiveaacohesivegroupbacohesivegroupnotinalignmentwithorganizationalgoalscanoncohesivegroupinalignmentwithorganizationalgoalsdacohesivegroupinalignmentwithorganizationalgoals(moderate)eanoncohesivegroupPerceivedincompatibledifferencesresultinginsomeformofinterferenceoroppositionisknownasaconflict(easy)btroubleshootingcpoliticaloppositiondproblemcreationepersonalitydifferencesWhichviewofconflictarguesthatconflictmustbeavoidedahumanrelationsviewbinteractionistviewcconservativedtraditional(moderate)econtemporaryWhatviewofconflictseesitasnatural,inevitable,andpotentiallyresultinginpositiveresultsfortheorganizationacontemporaryviewbconservativeviewchumanrelationsview(moderate)dtraditionalvieweinteractionistviewWhichviewofconflictseesitasabsolutelynecessaryforeffectiveorganizationalperformanceacontemporaryviewbconservativeviewchumanrelationsviewdtraditionalvieweinteractionistview(moderate)Thetypeofconflictsthattheinteractionistsayssupportthegoalsoftheorganizationareknownasagoalorientedconflictsbstrategicconflictscnaturalconflictsdfunctionalconflicts(moderate)erealisticconflictspreventagroupfromachievingitsgoalsaInformalgroupsbCommandgroupscCrossfunctionalteamsdFunctionalconflictseDysfunctionalconflicts(moderate)Accordingtothetext,whichofthefollowingisnotidentifiedasatypeofconflictthatdifferentiatesfunctionalfromdysfunctionalconflicta​ taskconflictb​ relationshipconflictc​ ethicalconflict(moderate)d​ processconflictWhichofthefollowingisnotmentionedinthetextasaconflictresolutionoptiona​ avoidanceb​ contradiction(moderate)c​ accommodationd​ compromisee​ collaborationWithdrawingfromorsuppressionofconflictistermedacollaboratingbforcingcaccommodationdavoidance(moderate)ecompromisingWhichofthefollowingisnotanadvantageofgroupdecisionmakingoverindividualdecisionmakingaTheyprovidemoreinformationbTheygeneratemorealternativescThereislessacceptanceofasolution(easy)dThereisincreasedlegitimacyofthedecisioneThereisreluctancetofightadecisiontheyhelpeddevelopWhichofthefollowingistrueconcerningtheeffectivenessofindividualdecisionmakingovergroupdecisionmakingaIndividualstendtobemoreaccuratebIndividualsarealwaysoutperformedbygroupscGroupsarelesscreativethanindividualsdGroupsaremoreacceptingofthefinaldecision(moderate)eGroupeffectivenessisinfluencedbyitssizeWhichofthefollowingistrueconcerninggroupsaGroupstakemoretimetomakeadecision(easy)bGroupstendtohaveequalparticipationratescThereislittlepressuretoconformdThereisdefiniteownershipofresponsibilityeTheyprovidelessinformationThepressuretoconformingroupsisknownbywhichofthefollowingtermsamanagementbyobjectivesbTQMcshirkingdgroupthink(moderate)egroupfreeloadingeffectAccordingtothetext,allofthefollowingarecriteriaforwhichgroupdecisionmakingismosteffectivecomparedtoindividualdecisionmakingEXCEPT:a​ accuracyb​ creativityc​ speed(easy)d​ efficiencyEvidenceindicatesthattheoptimumsizeforagroupisabc(easy)deAllofthefollowingarementionedinthetextastechniquesthatmanagerscanusetomakegroupdecisionsmorecreativeEXCEPT:a​ electronicmeetingsb​ brainstormingc​ nominalgrouptechniqued​ quantitativeanalysis(moderate)WhichofthefollowingisNOTmentionedinthetextasanexampleofanexternalconditionthatcandeterminegroupperformanceandsatisfactiona​ authoritystructuresb​ informalcommunication(difficult)c​ formalregulationsd​ employeeselectioncriteriae​ organization’scultureWhichofthefollowingisanexampleofgroupmemberresourcesaexpectedbehaviorsimposedfromthecentralofficebgroupmemberpersonalities(easy)cthegroupleadershipdthegroupsizeeacomplextaskWhichofthefollowingpersonalitytraitstendstohaveapositiveimpactongroupproductivityandmoraleaselfreliance(moderate)bauthoritarianismcdominancedunconventionalityejudgmentalAllofthefollowinghaveanegativeeffectonproductivityandmoraleofgroupsEXCEPT:a​ authoritarianismb​ selfreliancec​ dominanced​ unconventionalityWhichofthefollowingpersonalitytraitstendstohaveanegativeimpactongroupproductivityandmoraleasociabilitybselfreliancecindependenceddominance(moderate)eextrovertismAccordingtothegroupbehaviormodelpresentedinyourtext,groupsizeisanexampleofwhatfactorofgroupdeterminationofeffectivenessaexternalconditionsbgroupstructure(moderate)cgroupprocessesdgrouptasksegroupresourcesMANAGINGWORKFORCEDIVERSITYAccordingtotheboxedfeature,“ManagingWorkforceDiversity,”whichofthefollowingisNOTmentionedasacriticalinterpersonalbehaviorneededtomeetthechallengeofcoordinatingadiverseworkteama​ understandingb​ empathyc​ toleranced​ communicatione​ competence(difficult)Groupdecisionprocesses,leaderbehavior,andpowerdynamicsareexamplesofagroupstructurebexternalconditionscgrouptasksdgroupresourcesegroupprocesses(moderate)TURNINGGROUPSINTOEFFECTIVETEAMSAformalgroupmadeupofinterdependentindividualsresponsibleforattainmentofgoalsisa(n)ainformalteambformalteamcworkteam(moderate)dsocialteameinterdependentteamWhichofthefollowingisnotoneofthefourcharacteristicsusedtocategorizeteamsapurposebmembershipcindustry(easy)ddurationestructureWhatteamcharacteristicwouldbedisplayedifateamistryingtodecideonaneworganizationalstructureapurpose(difficult)bmembershipcindustryddurationestructureAfunctionaldepartmentteamthatispartoftheorganization'sformalstructurefitswithinwhichcharacteristicofteamcategorizationapurposebindustrycstructuredmembership(moderate)edurationAteamthatisselfmanagedfitswithinwhichcharacteristicofteamcategorizationapurposebstructure(moderate)cmembershipdindustryedurationWhattypeofteamhasclearissuessurroundingauthorityandisinvolvedinspecificproblemsinaparticularfunctionalareaaselfdirectedbfunctional(moderate)cpermanentdtemporaryeselfmanagedWhattypeofteamoperateswithoutamanagerafunctionalbselfdirected(moderate)ccrossfunctionaldtemporaryespecificBringingtogetherorganizationalmembersfrommarketing,accounting,humanresources,andfinancetoworkonataskwouldbeanexampleofwhattypeofteamacrossfunctional(moderate)btemporarycspecificdfunctionaleselfdirectedDEVELOPINGANDMANAGINGEFFECTIVETEAMSHighperformanceteamstendtohavegoalsaclear(easy)bdifficultcpublicdmultipleeeasyWhichofthefollowingistrueconcerningeffectiveteamsaStrongtechnicalskillsaremoreimportantthaninterpersonalskillsbStronginterpersonalskillsaremoreimportantthantechnicalskillscMembersmusthavebothstrongtechnicalandinterpersonalskills(difficult)dAllowingtheteamtoteachtechnicalskillsisimportanteItisimportantforteammemberstoalsobeclosefriendsBelievingthatyourcoworkerisapersonwhowillnotletyoudownonprojectcompletionisanexampleofwhatcharacteristicofeffectiveteamsacleargoalsbrelevantskillscgoodcommunicationdfaircompensationsystememutualtrust(easy)Whichofthefollowingisnotasuggestionformanagersattemptingtobuildtrustacommunicatewithmembersbbepredictablecdemonstratecompetencydallowmemberstosettheirowngoals(moderate)ebefairWhatcharacteristicofeffectiveteamswouldbeevidentofateamthathasintenseteamloyaltyacleargoalsbmutualtrustcunifiedcommitment(easy)dgoodcommunicationerelevantskillsEffectiveteamsarecharacterizedbycommunicationalateralblinearcgood(moderate)dteamcodedeorganicOnabaseballteam,ashortstopwho"raiseshisfist"asasignalindicatinghewillcoversecondbaseintheeventofanattemptedstealisexhibitingwhatcharacteristicofeffectiveteamsacleargoalsbmutualtrustcunifiedcommitmentdgoodcommunication(m

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