SOLVED

11.One disadvantage of a clique network is/are __________; one disadvantage of a boundary-spanning network is/are __________. a.high cohesion; it leverages diversity b.increased efficiency; it capitalizes on opportunity c.groupthink; the power struggles d.the indispensable members; the biased communication 12.One advantage of a clique network is __________; one advantage of a boundary-spanning network is __________. a.power; conflict management b.conflict management; power c.high cohesion; greater innovation and diversity d.greater innovation and diversity; high cohesion 13.As a link between different subgroups, Berta is a boundary spanner between different functional units. Berta is alone at the critical junction between these organizational networks, and serves an important role as a(n) __________. a.information broker b.advice tie c.trust tie d.leader 14.Which of the following is TRUE regarding a team’s efforts to team build social capital? a.Teams should strengthen their team cohesion by avoiding socializing informally with anyone except their teammates outside of work. b.Rapid access to information and political support is greater for teams whose members socialize during their free time with the organization’s upper management. c.Leaders from whom subordinates sought friendship or advice tend to have relatively negative views of their team’s social structure. d.Extra team relationships always have a negative impact on team performance. 15.The leader centrality–performance hypothesis focuses on the network structure of the team leader. Which statement best summarizes the key idea of the hypothesis? a.Team leaders who do not have well-established relationships with their subordinates make better decisions. b.Team leaders from whom subordinates seek advice or friendship tend to make better decisions. c.Team leaders who consult with the leaders of other teams make better decisions. d.Team leaders who engage their subordinates in conflict make better decisions.  16.Regarding Exhibit 10-5 and team effectiveness and organization-focused behavior, what type of boundary-management behavior is best categorized under the skill of “relating”? a.Obtaining external support b.Influencing the team c.Diagnosing member behavior d.Being socially and politically aware 17.Managers and team members can increase their social capital by doing all of the following EXCEPT: a.determining the brokers in their networks. b.identifying structural holes in their organization. c.diversifying their networks. d.reducing the size of their networks. 18.A situational example of a multi-team system is: a.two teams interface directly and interdependently toward the accomplishment of shared goals. Although the teams pursue different proximal goals, they share at least one common goal. b.a diverse network that crosses organizational boundaries and functional areas to achieve a common goal. c.a team that is sequestered from the larger corporate environment to accomplish a security-sensitive goal. d.a team that concentrates on their internal processes, and informs others in a public way of their goal progress. 19.Regarding Joshi’s model of external team networking (Exhibit 10-8), which of the following is NOT one of the model’s key implications for teams? a.Develop networks outside of the organization with professional associations and internally with caucus groups. b.Actively develop networks with minority groups to gain access to diverse perspectives and ideas. c.Focus inwardly to increase communication and trust to utilize the benefits of external networks. d.Actively promote team culture adoption within the larger organization. 20.The differential performance of women in business is often caused by their disadvantaged social position most frequently due to: a.socially accepted modes of interacting, termed gender scripts, built through socializing activities that could have different social connotations between people of the opposite sex. b.different team expectations in regard to the appropriate career aggressiveness for women. c.socio-economic differences. d.insufficient time, between family and career obligations, to build a substantial and diverse career network.  21.People in teams bond along three specific types of ties: friendship, trust, and advice. Trust-ties involve __________; advice-ties involve __________. a.friends; professionals b.professionals; friends c.an emotional and cognitive component; instrumental relationships d.instrumental relationships; an emotional and cognitive component 22.Four interplaying characteristics determine the extent to which negative relationships hurt team and organizational effectiveness. According to Labianca and Brass’s model, which of the following is NOT one of those characteristics? a.Relationship strength—the intensity of dislike amongst different team members. b.Reciprocity—if an individual is the object or source of dislike or if the dislike is reciprocated. c.Expert exchange—the exchange of expertise amongst members. d.Social distance—if the negative relationship tie is direct or indirect. 23.With regard to knowledge valuation, or how people value the knowledge that is created in their own organization, which statement is correct? a.People often place greater value on knowledge that comes from the outside (e.g., competitors and consultants) than knowledge that comes from the inside (e.g., colleagues). b.People often place greater value on knowledge that comes from the inside (e.g., colleagues) than knowledge that comes from the outside (e.g., competitors and consultants). c.People often place more value on knowledge obtained through first-hand accounts than knowledge obtained through second-hand accounts. d.People often value technical knowledge more than they value interpersonal knowledge. 24.Menon and Pfeffer offer two explanations for outsider bias in knowledge valuation. The first involves organizational incentives that reward managers when they learn from outsiders; the second best explanation is: a.internal knowledge is more readily available and subject to greater scrutiny, whereas “scarce” external knowledge is unique. b.managers see internal ideas as developmentally finished and irrelevant to their project at hand. c.managers feel that by using internal resource information they would be giving someone else a chance at getting credit or a reward for a good idea. d.organizational red tape that slows access to internal knowledge makes managers more