chapt 9 org beh.doc

Organizational Behavior, 14e (Robbins/Judge)

Organizational Behavior, 14e (Robbins/Judge)

Chapter 9 Foundations of Group Behavior

1) Which one of the following characteristics is not necessarily true about groups?

A) Group members are interdependent.

B) Groups have two or more members.

C) Groups have assigned goals.

D) Groups interact.

E) Groups have particular objectives.

Answer: C

Explanation: Informal groups, such as friendship groups, are neither formally structured nor organizationally determined. They don't establish goals or purposes in general.Diff: 2Page Ref: 276

Topic: Defining and Classifying Groups

Skill: AACSB: Analytic Skills

Objective: Groups

Quest. Category: Concept/Definitional

LO: 1

2) What sort of groups is defined by the organization's structure?

A) informal

B) task

C) friendship

D) interest

E) formal

Answer: E

Explanation: Formal groups are defined by the organization's structure, with designated work assignments establishing tasks. In formal groups, the behaviors team members should engage in are stipulated by and directed toward organizational goals.Diff: 2Page Ref: 276



Objective: Formal Groups


LO: 1

3) Julia, Bree, and David work in different departments but often eat lunch together. They are an example of what type of group?

A) formal

B) informal

C) command

D) task

E) reactant

Answer: B

Explanation: Informal groups, such as friendship groups, are neither formally structured nor organizationally determined. Three employees from different departments who regularly have lunch or coffee together are an informal group.Diff: 2Page Ref: 276



Objective: Informal Groups

Quest. Category: Application

LO: 1

4) Which of the following statements is true?

A) All task groups are also command groups.

B) All command groups are also task groups.

C) All task groups are also friendship groups.

D) All command groups are also informal groups.

E) All informal groups are also command groups.

Answer: B

Explanation: All command groups are also task groups. But because task groups can cut across the organization, they are not always command groups.Diff: 2Page Ref: 276-277



Objective: Command Groups


LO: 1

5) Employees who band together to seek improved working conditions form a(n) ________ group.

A) union

B) support

C) interest

D) work

E) emancipated

Answer: C

Explanation: People may affiliate to attain a specific objective with which each individual is concerned. This creates an interest group. Employees who band together to seek improved working conditions have formed a united body to further their common interest.Diff: 2Page Ref: 277



Objective: Interest Groups


LO: 1

6) Which of the following statements most accurately describes interest groups?

A) They are longer lasting than friendship groups.

B) They develop because individual members have one or more common characteristics.

C) They are formed because of some common objective.

D) They are governed by labor laws.

E) They are likely to involve great social conflict.

Answer: C

Explanation: People may affiliate to attain a specific objective with which each individual is concerned. This creates an interest group. Employees who band together to seek improved working conditions have formed a united body to further their common interest.Diff: 2Page Ref: 277



Objective: Interest Groups


LO: 1

7) Which of the following is not an important characteristic of social identity?

A) similarity

B) status

C) equity

D) distinctiveness

E) uncertainty reduction

Answer: C

Explanation: Several characteristics make a social identity important to a person. The main characteristics are similarity, distinctiveness, status, and uncertainty reduction. Equity is not usually an element of social identity and, in fact, social identity can lead to inequity through stereotyping. Diff: 2Page Ref: 278



Objective: Reasons to Join Groups


LO: 1

8) Farid is a third generation Indian American. He has never been to India, but was very saddened by the recent news of hundreds dead in a terrorist attack in India. This is an example of ________.

A) ingroup favoritism

B) an informal group

C) uncertainty reduction

D) a task group

E) social identity theory

Answer: E

Explanation: Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Farid feels associated with India and all Indians. The violence and terrorism in that country saddens him as a reflection of the failure to maintain control and stability in the country, and for the deaths of people in his identity group.Diff: 2Page Ref: 278



Objective: Command Groups


LO: 1

9) Paula is looking for a new HR person for her company. She is reviewing resumes to determine which candidates to call for an interview. She sees one candidate that attended her same university. Paula puts that resume in the "to call" pile. This is an example of ________.

A) uncertainty reduction

B) ingroup favoritism

C) an interest group

D) a friendship group

E) an informal group

Answer: B

Explanation: Ingroup favoritism refers to the perspective in which a person sees members of his ingroup as better than other people, and people not in the group as all the same. Paula sees the person from her university as part of her ingroup, although there may be other, more qualified candidates to call.Diff: 2Page Ref: 278



Objective: Task Groups


LO: 1

10) What are the five stages of group development?

A) generation, implementation, construction, production, termination

B) introduction, development, production, deterioration, adjournment

C) initiation, evolution, maturation, degeneration, termination

D) forming, storming, norming, performing, adjourning

E) acting, reacting, enacting, impacting, acting

Answer: D

Explanation: The five-stage group-development model characterizes groups as proceeding through the distinct stages of forming, storming, norming, performing, and adjourning.Diff: 2Page Ref: 279

Topic: Stages of Group Development


Objective: The Five-Stage Model


LO: 2

11) Which stage in group development is most characterized by uncertainty?

A) introduction

B) storming

C) forming

D) evolution

E) norming

Answer: C

Explanation: The first stage, forming, is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Members "test the waters" to determine what types of behaviors are acceptable.Diff: 2Page Ref: 279-280



Objective: Forming


LO: 2

12) In the second stage of group development ________.

A) close relationships are developed

B) the group demonstrates cohesiveness

C) intragroup conflict often occurs

D) the job task is performed

E) groups disband

Answer: C

Explanation: The second stage, or the storming stage, is one of intragroup conflict. Members accept the existence of the group but resist the constraints it imposes on individuality. Furthermore, there is conflict over who will control the group.Diff: 2Page Ref: 280



Objective: Storming


LO: 2

13) After which stage of a group's development is there a relatively clear hierarchy of leadership within the group?

A) norming

B) storming

C) development

D) evolution

E) forming

Answer: B

Explanation: The second stage, or the storming stage, is one of intragroup conflict. There is conflict over who will control the group. When this stage is complete, there will be a relatively clear hierarchy of leadership within the group.Diff: 2Page Ref: 280



Objective: Storming


LO: 2

14) Which is the stage of group development characterized by the development of close relationships and cohesiveness?

A) bonding

B) norming

C) performing

D) initiating

E) forming

Answer: B

Explanation: In the norming stage close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and camaraderie. This stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior.Diff: 2Page Ref: 280



Objective: Norming


LO: 2

15) After which stage of a group's development has the group formed a common set of expectations of member behaviors?

A) norming

B) storming

C) maturation

D) development

E) forming

Answer: A

Explanation: In the norming stage the group demonstrates cohesiveness. This stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior.Diff: 2Page Ref: 280



Objective: Norming


LO: 2

16) When the group energy is focused on the task at hand, the group has moved to the ________ stage.

A) storming

B) norming

C) production

D) maturation

E) performing

Answer: E

Explanation: The fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand.Diff: 2Page Ref: 280



Objective: Performing


LO: 2

17) Temporary groups with deadlines tend to follow the ________ model.

A) sociometry

B) five-stage group development

C) punctuated equilibrium

D) cluster variance

E) frantic action

Answer: C

Explanation: The punctuated-equilibrium model is essentially limited to temporary task groups working under a time-constrained completion deadline.Diff: 2Page Ref: 281-282



Objective: Punctuated Equilibrium Model


LO: 2

18) A temporary task group working under a time-constrained deadline would be expected to behave in which of the following manners?

A) forming, then storming, then norming, then performing, and finally adjourning

B) exhibit long periods of inertia interspersed with brief revolutionary changes triggered by its members' awareness of looming deadlines

C) develop plans, assign roles, determine and allocate resources, resolve conflicts, and set norms

D) group energy will move rapidly from getting to know and understand each other to performing the task at hand

E) a period of activity where tasks are set and the bulk of the project is completed, followed by a period of inertia where what little work remains is performed

Answer: B

Explanation: The punctuated-equilibrium model is what temporary task groups seem to follow. The model characterizes groups as exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by members' awareness of time and deadlines.Diff: 2Page Ref: 281-282





LO: 3

19) According to the punctuated-equilibrium model, groups tend to experience ________ for the first half of the project.

A) inertia

B) reorganization and redirection

C) mid-life crisis

D) markedly accelerated activity

E) discord

Answer: A

Explanation: Their first meeting sets the group's direction. Then this first phase of group activity is one of inertia that lasts up to exactly half of the time allotted to the project.Diff: 2Page Ref: 281-282





LO: 2

20) What term is used for a set of expected behavior patterns associated with a particular position in a social unit?

A) role

B) role perception

C) role identity

D) role expectation

E) identity

Answer: A

Explanation: All group members are actors, each playing a role. A role is defined as a set of expected behavior patterns attributed to someone occupying a given position in a social unit.Diff: 2Page Ref: 282

Topic: Group Properties: Roles, Norms, Status, Size, and Cohesiveness


Objective: Role


LO: 3

21) When Judith became a doctor she modeled her manner on her observations of more experienced doctors, and also on the behavior of doctors in medical dramas she had enjoyed watching as a child on TV. What is Judith modeling her manner upon?

A) the role behaviors of doctors

B) her role perception of doctors

C) the role identity of doctors

D) her role expectation of doctors

E) the core role actions of doctors

Answer: B

Explanation: Judith is behaving how she believes she's supposed to act in her given situation as a doctor. This is called role perception. People engage in certain types of behavior based on how they believe they are supposed to behave. They get these perceptions from stimuli all around us, for example, friends, books, films, and television.Diff: 2Page Ref: 283



Objective: Role


LO: 3

22) Most people assume that a police officer should behave in a lawful manner, not show any favoritism to any particular group, and do their best to uphold the law. What term is used for this kind of belief?

A) a norm

B) a norm identity

C) a role expectation

D) a role perception

E) a norm violation

Answer: C

Explanation: Role expectations are the way others believe you should act in a given context. This example shows the role expectations that most people have of a police officer.Diff: 2Page Ref: 283-284



Objective: Role Expectation


LO: 3

23) What term is used for the mutual expectations of what management expects from workers and what workers expect from management?

A) group norm

B) role expectation

C) role identity

D) psychological contract

E) reactive goals

Answer: D

Explanation: In the workplace role expectations are viewed through the perspective of the psychological contract, which is an unwritten agreement that exists between employees and employer. This agreement sets out mutual expectations of what management expects from workers and vice versa.Diff: 2Page Ref: 284



Objective: Psychological Contract


LO: 3

24) Tim is Javier's manager at an engineering firm. Tim expects Javier to report to him daily with the status of a very important project. Javier is bothered by the amount of time that the daily report takes away from his actual work, but he complies to the expectation and everyday, for five days, sends a one page report to Tim detailing what he has done. At the end of the fifth day, Tim has not replied to Javier's e-mails confirming receipt, nor given any feedback. What can you expect to happen due to the breakdown of the psychological contract?

A) Javier will abandon the project.

B) Javier will continue to send the long reports.

C) Tim will fire Javier for failing to comply.

D) Javier will report Tim to upper management.

E) Javier will send fewer or smaller reports.

Answer: E

Explanation: If management is derelict in keeping its part of the psychological contract, we can expect negative repercussions on employee performance and satisfaction. In this case Javier will probably write smaller reports and possibly even give less importance to the project. If it's not worth Tim's time to comment, then it must not be that important.Diff: 3Page Ref: 284


Skill: AACSB: Reflective Thinking

Objective: Group Properties


LO: 3

25) Zach is devout and very active in his church. He is also a very dedicated employee. His manager offers him a promotion but the new role will require him to work Sundays. Zach would like the promotion, but realizes that it would force him to miss some church activities. It is likely that Zach is experiencing which of the following?

A) role conflict

B) role expectation

C) role perception

D) psychological conflict

E) cognitive reactance

Answer: A

Explanation: When compliance with one role requirement may make it difficult to comply with another, the result is role conflict. Zach is feeling conflict between his role as a church member and his role as an employee. Diff: 2Page Ref: 284



Objective: Role Conflict


LO: 3

26) Which of the following was the major finding of Zimbardo's simulated prison experiment?

A) Status differences between groups will always result in conflict between those groups.

B) Group cohesiveness is so important that individuals will restrain their natural impulses in order to remain part of the group.

C) Individuals can rapidly assimilate new roles very different from their inherent personalities.

D) An individual's emotions and the behavioral responses to those emotions are congruent.

E) When given the opportunity, people will tend to act in an oppressive manner to those around them.

Answer: C

Explanation: The simulation proved, too successfully, how quickly individuals assimilate new roles. The researchers had to stop it after only 6 days because of the participants' pathological reactions, even though the participants were chosen for their normalcy and emotional stability.Diff: 2Page Ref: 284-285



Objective: Zimbardo's Prison Experiment


LO: 3

27) What can we assume from the difference in behavior by the participants in Zimbardo's prison experiment and those in the BBC prison experiment?

A) All people have the same role expectations and behave accordingly.

B) Role abuse cannot be stopped as it is an inherent part of role expectation.

C) Role perceptions are viewed the same regardless of the situation.

D) Role abuse can be hindered and controlled by close monitoring.

E) Individuals with emotional stability are more easily controlled by roles.

Answer: D

Explanation: The guards and prisoners acted differently, more kindly, in the BBC study, presumably because they were closely monitored by millions of viewers. These results suggest abuse of roles can be limited when people are made conscious of their behavior.Diff: 2Page Ref: 284-285





LO: 3

28) What term is used for acceptable standards of behavior that are shared by a group's members?

A) norms

B) rules

C) standards

D) codes of behavior

E) explicit contracts

Answer: A

Explanation: All groups have established norms, or acceptable standards of behavior shared by their members that express what they ought and ought not to do under certain circumstances.Diff: 2Page Ref: 285



Objective: Norms


LO: 4

29) Which is not a common class of norms appearing in most work groups?

A) performance

B) appearance

C) status

D) social arrangement

E) allocation of resources

Answer: C

Explanation: Norms can cover virtually any aspect of group behavior; however, status is not a behavior. Common group norms are performance, appearance, social arrangement, and resource allocation.Diff: 2Page Ref: 286



Objective: Group Norms


LO: 4

30) Which of the following is not an example of a work group norm dealing with performance?

A) when an employee needs to look busy

B) how hard an employee should work

C) the appropriate levels of tardiness

D) the acceptable level of output

E) the importance of promptness

Answer: A

Explanation: Performance norm examples include: providing explicit cues about how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like. When to look busy is an appearance norm. Diff: 2Page Ref: 286





LO: 4

31) Norms that dictate with whom group members eat lunch, friendships on and off the job, and social games are ________ norms.

A) appearance

B) social arrangement

C) performance

D) leisure

E) confluence

Answer: B

Explanation: Social arrangement norm examples include: with whom to eat lunch, whether to form friendships on and off the job, or who to invite to happy hour. Diff: 2Page Ref: 286





LO: 4

32) A local government work crew cleans up parks and other public spaces. In this crew the dirtiest jobs are generally given to the newest members, while the more senior members of the crew tend to do little except draw their pay. What is the class of norms that encompasses arrangements like this?

A) performance.

B) appearance

C) resource allocation

D) financial rewards

E) confluence

Answer: C

Explanation: Resource allocation norm examples include: assignment of difficult jobs, and distribution of resources like pay or equipment. The example demonstrates an application of resource allocation.Diff: 2Page Ref: 286





LO: 4

33) Which of the following is not a finding of Elton Mayo's Hawthorne studies?

A) A worker's behavior and sentiments are closely related.

B) Group standards are highly effective in establishing individual worker output.

C) Money was less a factor in determining worker output than were group standards, sentiments, and security.

D) Competition between groups will maximize group output.

E) Group influences are significant in affecting individual behavior.

Answer: D

Explanation: Hawthorne studies concluded that a worker's behavior and sentiments were closely related, that group influences were significant in affecting individual behavior, that group standards were highly effective in establishing individual worker output, and that money was less a factor in determining worker output than were group standards, sentiments, and security.Diff: 3Page Ref: 286



Objective: The Hawthorne Studies


LO: 4

34) What term is used for the process by which an individual's desire for acceptance by the group and the pressure by the group on individual members to match its standards results in a change in individual attitudes and behaviors?

A) conformity

B) coercion

C) commitment

D) convergence

E) confluence

Answer: A

Explanation: Conformity is the adjustment of one's behavior to align with the norms of the group. As a member of a group, you desire acceptance by the group. Thus you are susceptible to conforming to the group's norms.Diff: 2Page Ref: 287



Objective: Conformity


LO: 4

35) Groups that a person is aware of or would like to be a member of, and feels members are important are called ________ groups.

A) conformity

B) reference

C) status

D) power

E) appearance

Answer: B

Explanation: Reference groups are groups in which a person is aware of other members, defines himself or herself as a member or would like to be a member, and feels group members are significant to him or her.Diff: 2Page Ref: 288





LO: 4

36) The major contribution of the Asch study was to demonstrate the impact of ________.

A) group pressures

B) seating arrangements

C) convergence

D) status

E) cognitive dissonance

Answer: A

Explanation: The Asch study indicates that group norms press us toward conformity. We desire to be one of the group and therefore avoid being visibly different.Diff: 2Page Ref: 288



Objective: Conformity


LO: 4

37) What term is used for antisocial actions by organizational members who voluntarily violate established norms and that result in negative consequences for the organization, its members, or both?

A) ethical dilemmas

B) deviant workplace behavior

C) abnormal behavior

D) discommitment behavior

E) reactive affirmation behavior

Answer: B

Explanation: Deviant workplace behavior (also called antisocial behavior or workplace incivility) is voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members.Diff: 2Page Ref: 289



Objective: Deviant Workplace Behavior


LO: 4

38) Sally works as a salesperson in a department store. Whenever a customer asks for an item that is in stock but not on display, she usually tells them that the product is out of stock. "It's a pain going into the stock-room to find an item," says Sally. "Nobody in my department ever tells a customer the truth about what is in stock." This example illustrates which of the following facts about deviant workplace behavior?

A) Deviant workplace behavior will arise when tasks that an employee is supposed to perform are unpleasant or difficult.

B) Most workers do not consider lying to a customer to be deviant workplace behavior.

C) Workers will lie to customers as long as the customers do not complain about it.

D) Deviant workplace behavior flourishes where it's supported by group norms.

E) Groups will come to their own conclusions about what is and isn't appropriate.

Answer: D

Explanation: Evidence demonstrates that antisocial behavior exhibited by a work group is a significant predictor of an individual's antisocial behavior at work.Diff: 2Page Ref: 289



Objective: Deviant Workplace Behavior


LO: 4

39) Kim and Eileen have both asked for an extended winter holiday in December. Since they are the only two members of the same department, they can not both be gone at the same time. They have both been with the company for five years and have the same skill level. However, the department director is Eileen's brother-in-law and he chose to give the vacation to Eileen. Kim is furious. This is an example of ________.

A) status tolerance

B) status characteristics

C) status inequity

D) conformity

E) an appearance norm

Answer: C

Explanation: People expect rewards to be proportionate to costs incurred. If Eileen was chosen because she is the sister-in-law of the director, Kim will believe an injustice has been committed and that there is status inequity.Diff: 2Page Ref: 292



Objective: Status


LO: 4

40) A group is most likely to tolerate deviation from a group's conformity norms by which of the following individuals?

A) a high status individual who does not care about the social rewards the group provides

B) a high status individual who is tightly integrated into the group's social structure

C) a low status individual who has only recently entered the group

D) a low status individual who strongly wishes to integrate within the group

E) a low status individual who is not well regarded by the rest of the group

Answer: A

Explanation: High-status people are better able to resist conformity pressures than their lower-status peers because they don't need or care about the group's social rewards. High-status individuals are thus given a wider range of discretion as long as their activities aren't severely detrimental to group goal achievement.Diff: 2Page Ref: 291



Objective: Status


LO: 4

41) According to status characteristics theory, which of the following does not determine status?

A) power

B) contribution to goals

C) conformity

D) personality

E) talent

Answer: C

Explanation: According to status characteristics theory, status tends to derive from one of three sources: the power a person wields over others; a person's ability to contribute to a group's goals; and an individual's personal characteristics (special talent, intelligence, money, or a friendly personality).Diff: 2Page Ref: 290-291



Objective: Status


LO: 4

42) Your group is engaged in problem solving and your goal is fact-finding. Which of the following group sizes should be most effective?

A) 2

B) 4

C) 8

D) 10

E) 15

Answer: E

Explanation: When it comes to problem solving, large groups consistently get better marks than their smaller counterparts.Diff: 2Page Ref: 292



Objective: Group Size


LO: 5

43) If your group must take action, which size should be most effective?

A) 3

B) 7

C) 12

D) 24

E) 100

Answer: B

Explanation: Smaller groups are better at doing something productive with that input. Groups of approximately seven members tend to be more effective for taking action.Diff: 2Page Ref: 292





LO: 5

44) What term is used for the tendency for individuals to spend less effort when working collectively?

A) groupthink

B) the rule of diminishing returns

C) social loafing

D) groupshift

E) clustering

Answer: C

Explanation: Social loafing is the tendency for individuals to expend less effort when working in a group than when working individually. Group performance increases with group size, but the addition of new members has diminishing returns on productivity.Diff: 2Page Ref: 293



Objective: Social Loafing


LO: 5

45) What did Ringelmann conclude after he compared the results of individual and group performance?

A) The larger the group, the greater the individual productivity.

B) Individual productivity goes down as group size goes up.

C) Total productivity tends to decline in large groups.

D) Group size is not a determinant of individual productivity.

E) Groups served little purpose in organizations.

Answer: B

Explanation: Group performance increases with group size, but the addition of new members has diminishing returns on productivity.Diff: 2Page Ref: 293



Objective: Group Size and Productivity


LO: 5

46) Which of the following is an effective means of countering social loafing?

A) increase the rewards the group is given if it succeeds

B) increase the amount by which the group's progress is monitored

C) provide means by which individual efforts can be identified

D) increase the size of the group

E) increase the group's work load

Answer: C

Explanation: When managers use collective work situations to enhance morale and teamwork, they must also be able to identify individual efforts.Diff: 2Page Ref: 293





LO: 5

47) Which of the following is not a means to prevent social loafing?

A) base group rewards on the whole group

B) set group goals

C) increase group competition

D) apply peer evaluation

E) select members who prefer to work in groups

Answer: A

Explanation: There are several ways to prevent social loafing. If possible, the manager should base group rewards in part on each member's unique contributions, not on the group as a whole. The other choices are also ways to prevent social loafing.Diff: 2Page Ref: 293





LO: 5

48) What term is used for the degree to which group members are attracted to one another and are motivated to stay in the group?

A) cohesiveness

B) integration

C) sociability

D) reliability

E) interdependence

Answer: A

Explanation: Cohesiveness describes the degree to which group members are attracted to each

other and are motivated to stay in the group. Cohesiveness is important because it affects group productivity.Diff: 2Page Ref: 293



Objective: Cohesiveness


LO: 6

49) Which of the following is not likely to increase group cohesiveness?

A) reward high-performing group individuals

B) decreasing the size of the group

C) agreement upon the established goals

D) increasing groups status in the organization

E) physically isolate the group

Answer: A

Explanation: To encourage group cohesiveness a manager should give rewards to the group rather than to individual members.Diff: 2Page Ref: 293



Objective: Cohesiveness and Productivity


LO: 6

50) Which statement best describes the relationship of low performance norms such as quality, output, and cooperation, with group cohesiveness?

A) When productivity norms are high, if cohesiveness is low productivity will be low.

B) Because of high group cohesiveness, if norms are low, productivity will still be high.

C) Because of high group cohesiveness, if norms are high, productivity will still be low.

D) When productivity norms are high, if cohesiveness is high productivity will be low.

E) Regardless of group cohesiveness, if norms are low, productivity will be low.

Answer: E

Explanation: Studies consistently show that the relationship between cohesiveness and productivity depends on the group's performance-related norms. If performance-related norms for quality, output, and cooperation with outsiders are high, a cohesive group will be more productive than will a less cohesive group. But if cohesiveness is high and performance norms are low, productivity will be low. Establishing high performance norms is more important than group cohesiveness to productivity.Diff: 3Page Ref: 293





LO: 6

51) Ayesha is leading a group to develop a prototype for a new product. She has chosen three people to work with her. Ben and Tom are good friends and socialize on the weekend. They are both very creative. Julian is older than Ben and Tom, but they have worked together before and been quite productive. Julian is organized. Ayesha has never worked with any of the men, but knows the product well. She brings the highest level of expertise. Which of the following statements best describes Ayesha's group?

A) high norms, low cohesiveness, high productivity

B) low norms, low cohesiveness, low productivity

C) high norms, high cohesiveness, high productivity

D) high norms, high cohesiveness, high productivity

E) low norms, low cohesiveness, low productivity

Answer: C

Explanation: Ayesha's group is small, all of the men have worked together in the past and had high results, and two of them are friends resulting in a highly cohesive group. Ayesha has established high norms for quality and creativity. The group will be highly productive.Diff: 3Page Ref: 293





LO: 6

52) Alberto is working with a group of fifteen people to coordinate the merger of two corporations. Everyone in the group is highly qualified, offers relevant information, and has high norms. Still, the group seems to be slow at outlining a definitive plan for the merger. With the information provided, what would be the fastest and best way for Alberto to increase cohesiveness and productivity.

A) hold longer meetings at a restaurant or social setting

B) stimulate competition with other groups

C) reward anyone who can devise a workable plan

D) immediately make the group smaller

E) invite more members into the group

Answer: D

Explanation: Alberto should immediately decrease the size of the group, as fifteen people is too large, and a smaller group will immediately affect cohesiveness. Instead of a social setting, the group should be isolated, and rewarded as a group, not individually. Competition with other groups is a non-factor. Diff: 3Page Ref: 293





LO: 6

53) What will happen if group cohesiveness is high and performance norms are low?

A) Internal conflict will be high.

B) Internal conflict will be low.

C) Productivity will be high.

D) Productivity will be low.

E) It will have little effect on internal conflict or productivity.

Answer: D

Explanation: If cohesiveness is high and performance norms such as quality, output, and cooperation with outsiders are low, productivity will be low.Diff: 2Page Ref: 293





LO: 6

54) Group decisions are generally preferable to individual decisions when which of the following is sought?

A) acceptance of the solution

B) speed

C) efficiency

D) clear responsibility

E) a conjunctive solution

Answer: A

Explanation: Groups lead to increased acceptance of a solution. Many decisions fail because people don't accept the solution. Group members who participated in making a decision are more likely to enthusiastically support the decision and encourage others to accept it.Diff: 2Page Ref: 295

Topic: Group Decision Making


Objective: Strengths of Group Decision Making


LO: 7

55) Which is not a weakness of group decision making?

A) It is time consuming.

B) There is less originality.

C) It suffers from ambiguous responsibility.

D) It can be dominated by one or a few members.

E) It's not clear who is accountable for bad decisions.

Answer: B

Explanation: If creativity is important, groups tend to be more effective. They offer increased diversity of views. This opens up the opportunity to consider more approaches and alternatives.Diff: 2Page Ref: 295



Objective: Weaknesses of Group Decision Making


LO: 7

56) Individual decisions are generally preferable to group decisions when which of the following is sought?

A) speed

B) creativity

C) acceptance

D) quality

E) broad unanimity

Answer: A

Explanation: Group decisions are time consuming because groups typically take more time to reach a solution. With few exceptions, group decision making consumes more work hours than if an individual were to tackle the same problem alone.Diff: 2Page Ref: 295



Objective: Groups versus Individuals


LO: 7

57) Which of the following is a phenomenon in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views?

A) group conformity

B) groupshift

C) groupthink

D) compromise

E) risk transfer

Answer: C

Explanation: Groupthink relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.Diff: 2Page Ref: 296



Objective: Groupthink


LO: 7

58) What result can groupshift have on the decisions a group makes?

A) They are made by groups rather than individuals.

B) They are generally riskier.

C) They are made more quickly.

D) They are less effective.

E) They are objectively incorrect.

Answer: B

Explanation: Groupshift describes a change in decision risk between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk.Diff: 2Page Ref: 297-298



Objective: Groupshift


LO: 7

59) Which of the following is not an explanation for the phenomenon of groupshift?

A) Discussion creates familiarization among members.

B) Most first-world societies value risk.

C) The group leader usually gets the credit or blame for the group action.

D) The group diffuses responsibility.

E) Group discussion motivates members to show their willingness to take risks.

Answer: C

Explanation: Groups diffuse responsibility. Group decisions free any single member from accountability for the group's final choice, so greater risks can be taken. Therefore, a leader would not get credit or blame for the group action. Diff: 2Page Ref: 298



Objective: Explanations for Groupshift


LO: 7

60) What is brainstorming?

A) a technique used to build group cohesiveness

B) a technique that tends to restrict independent thinking

C) a process for generating ideas

D) a process used mainly when group members cannot agree on a solution

E) the most effective means of generating answers

Answer: C

Explanation: Brainstorming is an idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.Diff: 2Page Ref: 298-299

Topic: Group Decision-Making Techniques


Objective: Brainstorming


LO: 8

61) Which of the following is likely to generate the least innovative alternatives?

A) face-to-face interacting groups

B) brainstorming

C) Delphi technique

D) nominal group technique

E) electronic meeting

Answer: A

Explanation: In interacting groups members meet face to face and rely on both verbal and nonverbal interaction to communicate. But because of groupthink, interacting groups often censor themselves and pressure individual members toward conformity of opinion, generating fewer ideas.Diff: 2Page Ref: 298



Objective: Interacting Groups


LO: 8

62) What sort of group should you avoid if you want to minimize interpersonal conflict?

A) interacting

B) brainstorming

C) nominal

D) electronic

E) social

Answer: A

Explanation: In an evaluation of group effectiveness, interacting groups rated the highest in potential for interpersonal conflict.Diff: 2Page Ref: 300





LO: 8

63) Patricia needs as many creative ideas as she can get for the new advertising campaign, and her small agency doesn't have a lot of money for high-tech meeting facilities. Given the information provided, which meeting technique will provide the highest number of quality ideas?

A) interacting

B) brainstorming

C) nominal

D) electronic

E) social

Answer: C

Explanation: In an evaluation of group decision-making techniques, the nominal technique rated highest in the number and quality of ideas generated. In the nominal group technique, individual members meet face to face to pool their judgments in a systematic, independent, and affordable fashion.Diff: 2Page Ref: 299

Topic: Application of Group Decision-Making Techniques


Objective: Nominal Group Technique


LO: 8

64) Maya just got out of a meeting. She is extremely frustrated because nothing got done and now she has to deal with workplace drama. Sophia is threatening to quit because various people publicly humiliated her by disparaging her ideas. The entire meeting turned into conflict management for Maya. Which kind of meeting technique did Maya most likely use?

A) interacting

B) brainstorming

C) nominal

D) electronic

E) social

Answer: A

Explanation: In an evaluation of group effectiveness, interacting groups rated the highest in potential for interpersonal conflict. Maya's description of the meeting and the aftermath describes what can happen in interacting groups. Diff: 2Page Ref: 298-300



Objective: Intentions


LO: 8

65) Which type of decision-making group is most committed to the group solution?

A) interacting

B) brainstorming

C) nominal

D) electronic

E) social

Answer: A

Explanation: In an evaluation of group effectiveness, interacting groups rated the highest in commitment to solution.Diff: 2Page Ref: 300





LO: 8

66) Which of the following is not considered an advantage of electronic meetings?

A) Members can be honest.

B) It is speedy.

C) Individuals receive credit for their ideas.

D) It is anonymous.

E) Chitchat is eliminated.

Answer: C

Explanation: In an electronic meeting, anonymous comments, as well as aggregate votes, are displayed on a projection screen. This technique allows people to be brutally honest without penalty because no one receives credit or blame for their ideas.Diff: 2Page Ref: 299


Skill: AACSB: Use of IT

Objective: Electronic Meetings


LO: 8

67) Which of the following is not true about electronic meetings?

A) Group effectiveness is decreased.

B) Problem solving time is reduced.

C) Money spent is increased.

D) Members speak anonymously.

E) Member satisfaction is increased

Answer: E

Explanation: Early evidence suggests electronic meetings don't achieve most of their proposed benefits. They lead to decreased group effectiveness, require more time to complete tasks, and result in reduced member satisfaction compared with other groups.Diff: 2Page Ref: 299-300


Skill: AACSB: Use of IT



LO: 8

68) Hubert needs an instruction manual for his new product. He needs a small team of technical writers to work together closely to rapidly write the manual. He needs them to communicate ideas quickly, creatively, and affordably. Which of the following group techniques should Hubert consider?

A) nominal and electronic

B) nominal and interacting

C) brainstorming and electronic

D) electronic and interacting

E) interacting and brainstorming

Answer: E

Explanation: Hubert needs a group with high creativity, high cohesion, and low expense. He should choose either interacting or brainstorming techniques to get his task completed. Nominal techniques, although high in creativity and affordability, are slow and only moderately cohesive. Electronic techniques are slow and expensive and have zero cohesion. Diff: 2Page Ref: 298-300



Objective: Decision-Making


LO: 8

69) A manager in France needs to be aware of the importance the French place on ________.

A) socializing

B) uncertainty reduction

C) distinctiveness

D) social loafing

E) status

Answer: E

Explanation: Cultural differences affect status. The French are highly status conscious.Diff: 2Page Ref: 300

Topic: Global Implications


Objective: Global Implications


LO: 9

70) Which of the following statements is not true about group diversity?

A) Culturally diverse groups perform better over time.

B) Diverse groups perform worse in a short time period.

C) Diverse groups deliberate and have more ideas.

D) Diversity increases group conflict.

E) Group diversity is always beneficial in financial terms.

Answer: E

Explanation: Studies identify both benefits and costs from group diversity. In terms of demonstrable financial results the case for diversity is weaker, and proves more costly than homogenous groups.Diff: 2Page Ref: 300





LO: 9

71) Command and task groups are dictated by the formal organization, whereas interest and friendship groups are not.

Answer: TRUE

Explanation: A command group is determined by the organization chart. It is composed of the individuals who report directly to a given manager. A task group, also organizationally determined, represents individuals working together to complete a job task. An interest group is defined as people working together to attain a specific objective with which each is concerned. Friendship groups are people brought together because they share one or more common characteristics.

Diff: 2Page Ref: 276-277



Objective: Formal and Informal Groups


LO: 1

72) Temporary groups with task-specific deadlines follow the five-stage model of group development.

Answer: FALSE

Explanation: The punctuated-equilibrium model is a set of phases that temporary groups go through that involves transitions between inertia and activity. The five-stage group-development model consists of five distinct stages groups go through: forming, storming, norming, performing, and adjourning.






LO: 2

73) In the punctuated-equilibrium model, the group's direction is reexamined frequently in the first half of the group's life and is likely to be altered.

Answer: FALSE

Explanation: In the punctuated-equilibrium model, once set, the group's direction is solidified and is unlikely to be reexamined throughout the first half of its life.

Diff: 2Page Ref: 282





LO: 2

74) Zimbardo's simulated prison experiment demonstrated that people with no prior personality pathology or training in their roles could execute extreme forms of behavior consistent with the roles they were playing.

Answer: TRUE

Explanation: Zimbardo's simulation actually proved too successful in demonstrating how quickly individuals assume and learn new roles. The researchers had to stop it after only 6 days because of the participants' pathological reactions. These were all individuals chosen precisely for their normalcy and emotional stability.






LO: 3

75) One's view of how one is supposed to act in a given situation is a role perception.

Answer: TRUE

Explanation: Role perception is an individual's view of how he or she is supposed to act in a given situation. Certain types of behavior are encouraged based on how we believe we are supposed to behave. We get these perceptions from stimuli all around us, for example, friends, books, films, television,




Objective: Role Perception


LO: 3

76) Performance norms include things like appropriate dress and when to look busy.

Answer: FALSE

Explanation: Performance norms provide explicit cues about how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate, and the like. Examples of appearance norms are dress codes and unspoken rules about when to look busy.






LO: 4

77) Evidence indicates that Asch's findings about group conformity are culture bound.

Answer: TRUE

Explanation: Conformity to social norms is higher in collectivist cultures, but it is still a powerful force in groups in individualistic countries.



Skill: AACSB: Multicultural and Diversity

Objective: Conformity and Culture


LO: 4

78) High-status members of groups are given less freedom to deviate from norms than other group members.

Answer: FALSE

Explanation: High-status individuals are often given more freedom to deviate from norms than are other group members. People in high-status jobs (such as physicians, lawyers, or executives) have especially negative reactions to social pressure exerted by people in low-status jobs.




Objective: Status


LO: 4

79) As group performance increases with group size, the addition of new members to the group has positive returns on productivity.

Answer: FALSE

Explanation: One of the most important findings about the size of a group concerns social loafing, the tendency for individuals to expend less effort when working collectively than alone. It directly challenges the logic that the productivity of the group as a whole should at least equal the sum of the productivity of the individuals in that group.




Objective: Group Size and Productivity


LO: 5

80) If a group is highly cohesive, meaning that the members in the group are attracted to each other and desire to work together, they will be highly productive even with established low performance norms.

Answer: FALSE

Explanation: Studies consistently show that the relationship between cohesiveness and productivity depends on the group's performance-related norms. If performance related norms for quality, output, and cooperation with outsiders, for instance, are high, a cohesive group will be more productive than will a less cohesive group. But if cohesiveness is high and performance norms are low, productivity will be low.






LO: 6

81) Individual decisions are more time consuming than group decisions.

Answer: FALSE

Explanation: Group decisions have their drawbacks. They're time consuming because groups typically take more time to reach a solution.




Objective: Groups versus Individuals


LO: 7

82) The chief advantage of the nominal group technique is that it permits the group to meet formally but does not restrict independent thinking, as does the interacting group.

Answer: TRUE

Explanation: The chief advantage of the nominal group technique is that it permits a group to meet formally but does not restrict independent thinking, as does an interacting group. Research generally shows nominal groups outperform brainstorming groups.






LO: 8

Astro Inc. is reorganizing and your new work group begins working together on Monday morning. Your college course in organizational behavior contained information about the stages of group development and your supervisor has asked your advice about the predictable stages of group development.

83) You should tell your supervisor that in the first stage of group development, the team members will probably be ________.

A) uncertain Diff: 2Page Ref: 279

Topic: Application of Stages of Group Development


Objective: Forming


LO: 2

84) You should predict that the most productive stage will be ________.

A) producing

B) increasing

C) maturity

D) performing

E) omitting

Answer: D

Explanation: The fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand.Diff: 2Page Ref: 280

Topic: Application of Stages of Group Development


Objective: Performing


LO: 2

Several years ago you began a small retail store to sell computer parts. The store grew and the business expanded to offer computer repair and custom programming. You have noticed that people have definite expectations about what their appropriate roles within the expanding company should be.

85) You can help the people in the company understand their roles and the roles of other people by explaining some common facts about roles. Which of the following is not true?

A) Each person will be expected to play a number of diverse roles.

B) Most people have the ability to shift roles rapidly when they recognize that the situation and its demands require major changes.

C) Role perception is how people believe others are expected to act in their given roles.

D) It may be helpful for them to view role expectations through the perspective of a psychological contract.

E) People can be flexible in the roles that they play.

Answer: C

Explanation: Role perception is when a person behaves how she believes she's supposed to act in a given situation. People engage in certain types of behavior based on how they believe they are supposed to behave. They get these perceptions from stimuli all around us, for example, friends, books, films, and television.Diff: 2Page Ref: 284

Topic: Application of Roles


Objective: Roles


LO: 3

86) To clear up role confusion, you have decided that you must come to an unwritten agreement with each employee about your mutual expectations. You are developing a(n) ________.

A) role playing document

B) role expectation contract

C) psychological contract

D) employment contract

E) implicit role adherence schedule

Answer: C

Explanation: In the workplace, role expectations are viewed through the perspective of the psychological contract, which is an unwritten agreement that exists between employees and employer. This agreement sets out mutual expectations of what management expects from workers and vice versa.Diff: 2Page Ref: 284



Objective: Psychological Contract


LO: 3

87) John is expected to help customers in the retail store as well as perform computer repair work. He feels that every time he gets started on a repair, he is interrupted and doesn't know whether to finish his repair or wait on the customer. John suffers from role ________.

A) conflict

B) expectations

C) perception

D) identity

E) duality

Answer: A

Explanation: When compliance with one role requirement may make it difficult to comply with another, the result is role conflict. John is feeling conflict between his role as a customer service clerk and his role as a repairman. Diff: 2Page Ref: 284



Objective: Role Conflict


LO: 3

Joe is restructuring departments and is creating teams to increase the effectiveness of his departments. He recognizes that the size of groups impacts their overall behavior.

88) Given what Joe knows about groups, what is a good size for a group that must take action?

A) 4

B) 7

C) 9

D) 12

E) over 12

Answer: B

Explanation: Smaller groups are better at doing something productive with that input. Groups of approximately seven members tend to be more effective for taking action.Diff: 2Page Ref: 292

Topic: Application of Group Size




LO: 5

89) Joe is forming a fact-finding group. What would be the better group size to gain diverse input?

A) 3

B) 7

C) 9

D) 10

E) over 12

Answer: E

Explanation: When it comes to problem solving or fact-finding, large groups consistently get better marks than their smaller counterparts.Diff: 2Page Ref: 292

Topic: Application of Group Size




LO: 5

90) Joe has learned in an OB course that ________.

A) small groups are good for developing ideas

B) large groups are better at taking action

C) social loafing is the tendency for individuals to expend less effort when working collectively

D) team spirit always spurs individual effort and enhances the group's overall productivity

E) groups composed of all men or all women are the most effective groups, in general

Answer: C

Explanation: Social loafing is the tendency for individuals to expend less effort when working in a group than when working individually. Group performance increases with group size, but the addition of new members has diminishing returns on productivity.Diff: 2Page Ref: 292





LO: 5

Your organization is considering the use of team decision making. You have read the literature on decision making and are trying to inform your manager about the advantages and disadvantages of group decision making.

91) You should expect to find that ________.

A) group decision making will be faster

B) group discussions will be shared equally

C) there will be increased acceptance of the decision

D) group decision making will be very costly

E) groups will find reaching a decision to be less effortful than individuals

Answer: C

Explanation: Groups lead to increased acceptance of a solution. Many decisions fail because people don't accept the solution. Group members who participated in making a decision are more likely to enthusiastically support the decision and encourage others to accept it.Diff: 2Page Ref: 295

Topic: Application of Group Decision Making


Objective: Strengths of Group Decision Making


LO: 7

92) You should expect a weakness of group decision making to be ________.

A) less complete knowledge

B) more time will be used to make the decision

C) employees will be less accepting of the group decision

D) the decision will probably be a lower quality decision

E) decreased risky shift

Answer: B

Explanation: Group decisions are time consuming because groups typically take more time to reach a solution. With few exceptions, group decision making consumes more work hours than if an individual were to tackle the same problem alone.Diff: 2Page Ref: 295



Objective: Weaknesses of Group Decision Making


LO: 7

93) You have observed that the group tends to come to consensus very quickly and there appears to be an illusion of unanimity. You conclude that they may be suffering from ________.

A) inefficiency syndrome

B) groupshift

C) disintegrating norms

D) groupthink

E) risky shift

Answer: D

Explanation: Groupthink relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. A quick decision could reflect pressure on dissenting opinions. Diff: 2Page Ref: 296-298



Objective: Groupthink


LO: 7

You decide that your company's choice of which new product to manufacture needs to have widespread acceptance and that this decision needs to be of the highest quality possible. Having read the literature on decision making, you believe that this choice needs to be made by a group of your best managers.

94) You have decided to use the nominal group technique. Which is true about this method?

A) This method is good for building group cohesiveness.

B) This method is good for processing ideas rapidly.

C) This method is good for encouraging independent thinking.

D) This method is an inexpensive means for generating a large number of ideas.

E) This method requires a great deal of face-to-face interaction.

Answer: C

Explanation: Nominal group technique is a group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion. It does not restrict independent thinking.Diff: 2Page Ref: 299





LO: 8

95) You have decided to use the electronic meeting technique. Which of the following is not true about this type of meeting?

A) Participants type their responses onto a computer screen.

B) You can expect participants to be honest.

C) Participants will be anonymous.

D) Group cohesiveness will be high.

E) It can be highly effective under certain conditions.

Answer: D

Explanation: In an evaluation of group decision making techniques, electronic meetings ranked lowest for creating group cohesiveness. Because everyone functions anonymously there is no group cohesion. Diff: 2Page Ref: 299-300


Skill: AACSB: Analytic Skills; Use of IT



LO: 8

96) Differentiate between formal and informal groups.

Answer: Formal groups are those defined by the organization's structure, with designated work assignments establishing tasks. In formal groups, the behaviors that one should engage in are stipulated by and directed toward organizational goals. Informal groups are alliances that are neither formally structured nor organizationally determined. These groups are natural formations in the work environment that appear in response to the need for social contact.




Objective: Groups

Quest. Category: Critical Thinking

LO: 1

97) Apply the five stages of group development to the formation of the prison guard group in Zimbardo's prison experiment. Discuss how the role perceptions and role expectations would or would not be affected as the group moved from one stage to the next.

Answer: The first stage, forming, is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. At this point the prison guards would be testing the waters to determine what types of behavior are acceptable. They might have yelled or sworn slightly at the prisoners. They would be looking for a leader that would set the limits to their behavior. Participants are experimenting with role perceptions and expectations.

In the second storming stage, members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality. Some guards might feel uncomfortable with the abuses of other guards. There is conflict over who will control the group. Two leaders might have emerged, one without inhibitions about how prisoners should be treated, and the other with inhibitions. The leaders are setting the role expectations and some participants will have to abandon their own role perceptions to assume the role expectations that are beginning to become mandatory.

In the third stage close relationships begin to develop and the group demonstrates cohesiveness. One leader will have emerged and the group will follow his procedures. In the prison experiment, the leader would have helped the group identify themselves as superior to the prisoners and reinforced the need to treat them in such a way as to completely humiliate and control them. There is now a strong sense of group identify and camaraderie and the group structure is solid. All guards participated fiercely in subduing the prison rebellion with the same purpose. Role perceptions and role expectations are in sync.

In the fourth stage the guards are consistently performing as they believe the role expectations of a guard should be. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. They no longer doubt what their roles are.

Zimbardo had to adjourn the group early, as the experiment proved to be too much, as the participants had assumed their roles to a more intense level than Zimbardo had possibly imagined.

Diff: 3Page Ref: 279-281, 284-285

Topic: Stages of Group Development and Group Properties: Roles


Objective: Group Development and Roles

Quest. Category: Synthesis

LO: 2, 3

98) Define conformity. Explain the relationship that conformity has with deviant work behavior, groupthink, and groupshift.

Answer: Conformity is when a person changes his behavior to align with the norms of the group because he desires acceptance by the group. Often people will go against their better judgment, just to be a member of a group. For example, in the Asch experiment, people who knew that an answer was clearly wrong, agreed with the group and chose a wrong answer, going against their visual and logical senses, in order to be in agreement with the group.

Deviant workplace behavior can be a result of conformity pressure. Deviant workplace behavior is voluntary behavior that violates significant organizational norms and as such, threatens the well-being of the organization or its members. The frequency of deviant workplace behavior is established by the norms of the workplace, and conformity pressure. For example, in an office where women are treated unjustly by supervisors, they are more likely to be treated unjustly by other work associates because the norm has been established, and the others wish to belong to the 'boss' club.'

In group decision making, the pressure to conform has been termed groupthink. It refers to the same phenomenon that was discovered in the Asch experiment, in which people go against their true impulses or judgments to align with the group. This can harm decision making, as it decreases the diversity of ideas that are advantageous for group decision making.

Groupshift is the polarization of a group's ideas by being able to hide behind the anonymity of the group. This is also influenced by conformity because there are many in a group that might not express the same radical views, but they go along to have membership in the group and because they are not at risk.

Diff: 3Page Ref: 288-290, 296-298

Topic: Conformity and Decision Making


Objective: Conformity and Decision Making


LO: 4, 7

99) Explain why the psychological contract could be difficult to enforce when working with a high-status individual. Define the psychological contract. Explain status and what makes an individual high status. Provide a a workplace example of a high-status individual in conflict with the psychological contract.

Answer: The psychological contract is the unwritten agreement that exists between employees and their employer. This sets out mutual expectations about what management expects from workers, and vice versa. Management is expected to treat employees justly, provide acceptable working conditions, clearly communicate what is a fair day's work, and give feedback on how well the employee is doing. Employees are expected to respond by demonstrating a good attitude, following directions, and showing loyalty to the organization.

High-status individuals either wield power over others, have a disproportionate power of contribution to an organization's goals, or possess personal qualities such as intelligence or money that are highly valued by the group.

A psychological contract is difficult to enact when working with a high-status individual because the lines of authority, decision making, and management become blurred. For example, a basketball player that disproportionately contributes to his team's success, such as Kobe Bryant, may feel entitled to challenge management, break team rules, behave inappropriately, and disregard the general good of the organization. Management must then evaluate the true cost of the individual to the team and whether his derelict behavior and breaking of the psychological contract outweighs his contribution, which is often the case with professional athletes.

Diff: 3Page Ref: 284, 290-292



Objective: Psychological Contract and Status


LO: 3, 4

100) Compare and contrast the affects of group size and group cohesiveness. Describe the problems of a large group in terms of social loafing and lack of cohesion. What steps could a manager take to increase cohesion and productivity with a large group that can not be reduced in size?

Answer: Evidence indicates that smaller groups are faster at completing tasks and that individuals perform better in smaller groups than in larger ones. It is also true that if a manager wishes to increase the cohesiveness of a group he should reduce the size immediately.

Larger groups are vulnerable to social loafing, or the tendency for individuals to expend less effort when working collectively than alone. If a manager has to work with a large group that can not be reduced in size he should isolate the group and increase the group's status within the company, making them feel that their job is more important. He should create high-productivity norms for quality and performance. Rewards are tricky, because an effective way to avoid social loafing is to reward individual group members. However, this can backfire, as to increase cohesiveness; the group should be rewarded as a whole. A combination of the two types of rewards would be the best approach. Finally, if possible, stimulate the whole group to perform by creating a competitive situation with another group or team, even if the other group is unaware of the competition, the idea of beating someone is very motivating and creates cohesion.




Objective: Affects of Group Size and Cohesion


LO: 5, 6

101) Define status and discuss the global implications that status has for an international manager in both Western and Eastern cultures.

Answer: Status is a socially defined position or rank given to groups or group members by others. Status permeates every society. Status in determined by the power a person has over other people, the ability a person has to affect other's goals, or special skills or traits that a person has (such as intelligence, money, title or personality). A person from a royal family in Spain has societal status because of traditional roles, but also because they usually have considerable financial means and are needed to help with various social goals. They are viewed favorably by the society and watched by the press, much like a movie star is watched in the United States.

The importance of status does vary among cultures. The French are highly status conscious. Countries also differ on the criteria that create status. Latin Americans and Asians derive status from family position and formal roles in organizations. In the United States and Australia, in contrast, status is more often conferred for accomplishments than for titles or family trees. Thus, it is important to understand who and what holds status when interacting with people from a culture different from one's own. A U.S. manager who doesn't know that office size is not a measure of a Japanese executive's position is likely to unintentionally offend his overseas counterparts and lessen his interpersonal effectiveness, as is someone who fails to grasp the importance the British place on family genealogy and social class.

Diff: 3Page Ref: 290-292, 300





LO: 4, 9

102) describe the relationship between cohesiveness and productivity?

Answer: The relationship of cohesiveness and productivity depends on the performance-related norms established by the group. If performance-related norms are high, a cohesive group will be more productive than will a less cohesive group. But if cohesiveness is high and performance norms are low, productivity will be low. If cohesiveness is low and performance norms are high, productivity increases but less than in the high cohesiveness high norms situation. When cohesiveness and performance-related norms are both low, productivity will tend to fall into the low-to-moderate range.






LO: 6

103) Explain the difference between groupthink and groupshift.

Answer: Groupthink is related to norms. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupthink is a disease that attacks many groups and can dramatically hinder their performance. Groupshift indicates that in discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. In some situations, caution dominates, and there is a conservative shift. More often, however, the evidence indicates that groups tend toward a risky shift.




Objective: Groupthink and Groupshift


LO: 7

104) List and briefly describe the stages in the five-stage model of group development.

Answer: The five-stage group development model characterizes groups as proceeding through five distinct stages: forming, storming, norming, performing, and adjourning.

a)Forming is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Members are testing the waters to determine what types of behavior are acceptable.

b)In the storming stage, me

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