SOLVED

11.Which of the following statements is TRUE about minorities in teams? a.When minorities in a group express a differing opinion, the minority’s opinion distracts the group in a negative way. b.Groups who have been exposed to the minority dissenting opinion search for less information on an issue. c.People exposed to minority opinions experience a decrease in their level of integrative thought. d.When minorities in a group express a differing opinion, the general level of cognitive activity in the group increases, and group members engage in more message scrutiny.  12.How does “minority influence” benefit a team? a.Statistical minorities simulate greater thought about issues. b.Statistical minorities increase convergent thinking skills in a team. c.Statistical minorities are effective in decreasing divergent thinking in a team. d.Statistical minorities who are not harassed by the majority are more likely to be perceived as courageous.  13.People who persist in the face of hardships and ridicule are viewed as particularly sincere, confident, and courageous, given that they are willing to risk social censure. The reason why harassed minorities are viewed in this positive way is known as the __________. a.sleeper effect b.indirect influence c.courage hypothesis d.norms of fairness 14.With regard to conflict in different cultures, which of the following is NOT true? a.Language barriers in multicultural teams increase the likelihood of relationship conflict. b.Americans and East Asians believe in addressing task conflict proactively. c.East Asians are more likely than Americans to join a talented group that is known to have high-relationship conflict. d.Americans are more likely than East Asians to join a talented group that is known to have high-relationship conflict. 15.According to the “Managerial Grid,” concern for self and concern for the other person determines the conflict approach one uses. High concern for the self, coupled with high concern for the other party, would lead to: a.collaboration. b.competition. c.avoidance. d.compromise. 16.Using the managerial grid model, low concern for the self, coupled with high concern for the other party, would lead to: a.collaboration. b.competition. c.compromise. d.accommodation. 17.An example of a rights-based argument is __________; an example of a power-based approach is __________. a.arguing about the terms of a contract; making a threat b.making a threat; arguing the terms of a contract c.focusing on interests; making a threat d.arguing about the terms of a contract; arguing about precedent  18.In regard to the different methods that teams can take to approach conflict, what would be a good example of a collaborative, interest-based response? a.“Larry, I’ve sensed that this is of great concern. While I’m not sure anything can change, we welcome your own views on this proposal. I think it is important that we all have a chance to understand your point of view.” b.“Look, Larry, you agreed to cover that part of the project when we first took on the challenge four years ago. As a matter of fact, I believe that I have an e-mail from you indicating you would agree to do that part of the work.” c.“I think you are completely out of line, Larry. I don’t think that discussing unrealistic and selfish goals is a good use of our team time. I am ready to hear your solutions, but only on the condition that you start working with us as a team.” d.“Larry, due to issues this conflict has caused, we’re going to have to let you go.” 19.Which of the following is the best example of a task-content conflict? a.Lori and Ted spend 20 minutes arguing over who will ship boxes to an event location. b.Bob and Margie have a difficult time agreeing on how to allocate the scope of work to their different team members. c.Amanda and Tammy disagree on the sequence of steps to complete a task. d.Heather and Phyllis disagree about what the ultimate goal of their task-force should be. 20.Wageman and Donnenfeld’s model of conflict resolution focuses on: team (re)Design, task process coaching, conflict process coaching, and membership change. All of the following are true with regard to Wageman and Donnenfeld’s conflict intervention model EXCEPT: a.Of all four factors, team (re)Design has the biggest impact on conflict resolution. b.After the team has been well designed, the team leader should coach the team. c.Changing members of the team will have its greatest impact only after the team design and team processes are addressed. d.The team goal or shared vision should only be developed after the leader has coached about conflict. 21.According to Wageman and Donnenfeld’s conflict intervention model, which of the four guiding principles for enhancing teams has the largest effects? a.Task process coaching b.Team (re)Design c.Task process coaching d.Conflict process coaching e.Changing the individual 22.The three most popular norms of fairness are: equality, also known as __________; equity, also known as __________; and needs also known as __________. a.contribution-based justice; blind-justice; welfare-based justice b.blind justice; contribution-based justice; welfare-based justice c.welfare-based justice; contribution-based justice; blind justice d.blind justice; welfare-based justice; contribution-based justice 23.John’s team has contributed less work to the company project than Jay’s team, who has done the lion’s share of the work. When it is time to allocate budgets for the next phase of the project, what form of resource allocation would John’s team prefer and Jay’s team prefer? a.Need; Equality b.Equality; Equity c.Equity; Need d.Equity; Equality 24.Members of teams who regard their organization to be market-focused tend to gather information about __________. Conversely, employees who regard their organization as bureaucratic tend to be most interested in gathering information on __________. a.how they are treated by authority figures; reward allocation b.reward allocation; how they are treated by authority figures c.delegation of duties; who gets credit for success d.who gets credit for success; delegation of duties