SOLVED

1 1.Teams that are underbounded have __________; in contrast, teams that are overbounded have __________. a.leaders that are present; leaders that are absent b.leaders that are absent; leaders that are present c.many external ties, but cannot bring its members together; high loyalty but an inability to integrate with others d.high internal loyalty, but cannot integrate with others outside the team; many external ties, but cannot bring its members together 2.Whether a deliberate choice by a leader, or ostracized by the organization, __________ are sequestered from the rest of the company, often for security or intellectual reasons. a.surveying teams (example–a company that takes customer votes on which products to be offered at retail) b.broadcasting teams (example–an internal affairs department) c.x-teams – (example–two market competitors teaming up to achieve a shared goal) d.insulating teams – (example–the scientific team that developed the atomic bomb) 3.What is a common operational characteristic of marketing teams? a.They concentrate on their internal processes, and simply inform others of what they are doing. b.They have little outside contact, and make decisions about how to serve its customers from within. c.They are tasked with letting others outside the team know what they are doing after they have made decisions. d.They actively tailor their communications to suit the needs, interests, and objectives of the organization. 4.Which of the following is NOT a characteristic of organizational founding teams? a.They influence organizational development. b.They create new organizational communities and populations. c.They are sequestered from the general organizational environment. d.When they disband, they can create a large amount of employment volatility.  5.__________ are highly externally oriented; their members forge dense networks across the organization, enable rapid execution of ideas, and may sometimes find they have to cross competitive, organizational borders to achieve a shared goal. a.Broadcasting teams b.Marketing teams c.X-teams d.Surveying teams 6.X-teams are highly externally oriented. The typical cycle of an x-team involves which order of these processes? a.Exploration, exploitation, exportation b.Exportation, exploration, exploitation c.Exploitation, exploration, exportation d.Exploration, exportation, exploitation 7.In regard to common roles in workgroups, the person who provides meanings about what the team is doing, how successful it is to people outside of the team, and the interpretation of what the team is perceived to be doing is best termed a(n): a.advisor. b.gatekeeper. c.interpreter. d.lobbyist. 8.Boundary spanning can be stressful and challenging. What characterizes role overload?? a.When a person does not have enough responsibility to justify their membership on the team. b.When a person has too much work to do in the time available. c.When there is too much overlap among members’ roles on the team. d.When there are too many people on the team filling too many roles. 9.Social capital is distinct from human capital. Social capital is best described as the: a.sum total of the skills, talents, abilities, and education of a person’s achievements. b.organizational strategy of making sure that every team member has sufficient resources to perform their jobs. c.practice of more talented team members educating less talented team members. d.value that people add to their teams and organizations through their ties and relationships to other people. 10.A clique network is __________; a boundary-spanning network is __________. a.closed, dense, and self-contained; less dense, more unique, and more varied b.less dense, more unique, and varied; closed, dense, and self-contained c.friendship ties; advice ties d.advice ties; friendship ties