Chapt 9 Org Beh

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.
) Groups interact.
!) Groups have particular ob"ectives.
Answer# C
!$planation# %nformal groups& such as friendship groups& are neither formally structured nor
organi'ationally determined. (hey don)t establish goals or purposes in general.
iff# * +age ,ef# *-.
(opic# efining and Classifying Groups
/0ill# AAC/B# Analytic /0ills
1b"ective# Groups
2uest. Category# Concept3efinitional
41# 1
*) What sort of groups is defined by the organi'ation)s structure?
A) informal
B) tas0
C) friendship
) interest
!) formal
Answer# !
!$planation# 5ormal groups are defined by the organi'ation)s structure& with designated wor0
assignments establishing tas0s. %n formal groups& the behaviors team members should engage in
are stipulated by and directed toward organi'ational goals.
1b"ective# 5ormal Groups
41# 1
1
Copyright 6 *711 +earson !ducation& %nc.
8) 9ulia& Bree& and avid wor0 in different departments but often eat lunch together. (hey are an
e$ample of what type of group?
A) formal
B) informal
C) command
) tas0
!) reactant
Answer# B
!$planation# %nformal groups& such as friendship groups& are neither formally structured nor
organi'ationally determined. (hree employees from different departments who regularly have
lunch or coffee together are an informal group.
1b"ective# %nformal Groups
2uest. Category# Application
41# 1
:) Which of the following statements is true?
A) All tas0 groups are also command groups.
B) All command groups are also tas0 groups.
C) All tas0 groups are also friendship groups.
) All command groups are also informal groups.
!) All informal groups are also command groups.
Answer# B
!$planation# All command groups are also tas0 groups. But because tas0 groups can cut across
the organi'ation& they are not always command groups.
iff# * +age ,ef# *-.;*--
1b"ective# Command Groups
41# 1
*
<) !mployees who band together to see0 improved wor0ing conditions form a=n) >>>>>>>>
group.
A) union
B) support
C) interest
) wor0
!) emancipated
Answer# C
!$planation# +eople may affiliate to attain a specific ob"ective with which each individual is
concerned. (his creates an interest group. !mployees who band together to see0 improved
wor0ing conditions have formed a united body to further their common interest.
iff# * +age ,ef# *--
1b"ective# %nterest Groups
41# 1
.) Which of the following statements most accurately describes interest groups?
A) (hey are longer lasting than friendship groups.
B) (hey develop because individual members have one or more common characteristics.
C) (hey are formed because of some common ob"ective.
) (hey are governed by labor laws.
!) (hey are li0ely to involve great social conflict.
Answer# C
!$planation# +eople may affiliate to attain a specific ob"ective with which each individual is
concerned. (his creates an interest group. !mployees who band together to see0 improved
wor0ing conditions have formed a united body to further their common interest.
iff# * +age ,ef# *--
1b"ective# %nterest Groups
41# 1
8
-) Which of the following is not an important characteristic of social identity?
A) similarity
B) status
C) e?uity
) distinctiveness
!) uncertainty reduction
Answer# C
!$planation# /everal characteristics ma0e a social identity important to a person. (he main
characteristics are similarity& distinctiveness& status& and uncertainty reduction. !?uity is not
usually an element of social identity and& in fact& social identity can lead to ine?uity through
stereotyping.
iff# * +age ,ef# *-@
1b"ective# ,easons to 9oin Groups
41# 1
@) 5arid is a third generation %ndian American. Ae has never been to %ndia& but was very
saddened by the recent news of hundreds dead in a terrorist attac0 in %ndia. (his is an e$ample of
>>>>>>>>.
A) ingroup favoritism
B) an informal group
C) uncertainty reduction
) a tas0 group
!) social identity theory
Answer# !
!$planation# /ocial 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.
5arid feels associated with %ndia and all %ndians. (he 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.
1b"ective# Command Groups
41# 1
:
B) +aula is loo0ing for a new A, person for her company. /he is reviewing resumes to determine
which candidates to call for an interview. /he sees one candidate that attended her same
university. +aula puts that resume in the Cto callC pile. (his is an e$ample of >>>>>>>>.
A) uncertainty reduction
B) ingroup favoritism
C) an interest group
) a friendship group
!) an informal group
Answer# B
!$planation# %ngroup 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. +aula sees the
person from her university as part of her ingroup& although there may be other& more ?ualified
candidates to call.
1b"ective# (as0 Groups
41# 1
17) What are the five stages of group development?
A) generation& implementation& construction& production& termination
B) introduction& development& production& deterioration& ad"ournment
C) initiation& evolution& maturation& degeneration& termination
) forming& storming& norming& performing& ad"ourning
!) acting& reacting& enacting& impacting& acting
Answer#
!$planation# (he five;stage group;development model characteri'es groups as proceeding
through the distinct stages of forming& storming& norming& performing& and ad"ourning.
iff# * +age ,ef# *-B
(opic# /tages of Group evelopment
1b"ective# (he 5ive;/tage Dodel
41# *
<
11) Which stage in group development is most characteri'ed by uncertainty?
A) introduction
B) storming
C) forming
) evolution
!) norming
Answer# C
!$planation# (he first stage& forming& is characteri'ed by a great deal of uncertainty about the
group)s purpose& structure& and leadership. Dembers Ctest the watersC to determine what types of
behaviors are acceptable.
iff# * +age ,ef# *-B;*@7
1b"ective# 5orming
41# *
1*) %n the second stage of group development >>>>>>>>.
A) close relationships are developed
B) the group demonstrates cohesiveness
C) intragroup conflict often occurs
) the "ob tas0 is performed
!) groups disband
Answer# C
!$planation# (he second stage& or the storming stage& is one of intragroup conflict. Dembers
accept the e$istence of the group but resist the constraints it imposes on individuality.
5urthermore& there is conflict over who will control the group.
iff# * +age ,ef# *@7
1b"ective# /torming
41# *
.
18) 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
) evolution
!) forming
Answer# B
!$planation# (he second stage& or the storming stage& is one of intragroup conflict. (here is
conflict over who will control the group. When this stage is complete& there will be a relatively
clear hierarchy of leadership within the group.
1b"ective# /torming
41# *
1:) Which is the stage of group development characteri'ed by the development of close
relationships and cohesiveness?
A) bonding
B) norming
C) performing
) initiating
!) forming
Answer# B
!$planation# %n the norming stage close relationships develop and the group demonstrates
cohesiveness. (here is now a strong sense of group identity and camaraderie. (his stage is
complete when the group structure solidifies and the group has assimilated a common set of
e$pectations of what defines correct member behavior.
1b"ective# Eorming
41# *
-
1<) After which stage of a group)s development has the group formed a common set of
e$pectations of member behaviors?
A) norming
B) storming
C) maturation
) development
!) forming
Answer# A
!$planation# %n the norming stage the group demonstrates cohesiveness. (his stage is complete
when the group structure solidifies and the group has assimilated a common set of e$pectations
of what defines correct member behavior.
1b"ective# Eorming
41# *
1.) When the group energy is focused on the tas0 at hand& the group has moved to the >>>>>>>>
stage.
A) storming
B) norming
C) production
) maturation
!) performing
Answer# !
!$planation# (he fourth stage is performing. (he structure at this point is fully functional and
accepted. Group energy has moved from getting to 0now and understand each other to
performing the tas0 at hand.
1b"ective# +erforming
41# *
@
1-) (emporary groups with deadlines tend to follow the >>>>>>>> model.
A) sociometry
B) five;stage group development
C) punctuated e?uilibrium
) cluster variance
!) frantic action
Answer# C
!$planation# (he punctuated;e?uilibrium model is essentially limited to temporary tas0 groups
wor0ing under a time;constrained completion deadline.
iff# * +age ,ef# *@1;*@*
1b"ective# +unctuated !?uilibrium Dodel
41# *
1@) A temporary tas0 group wor0ing under a time;constrained deadline would be e$pected to
behave in which of the following manners?
A) forming& then storming& then norming& then performing& and finally ad"ourning
B) e$hibit 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
) group energy will move rapidly from getting to 0now and understand each other to
performing the tas0 at hand
!) a period of activity where tas0s are set and the bul0 of the pro"ect is completed& followed by a
period of inertia where what little wor0 remains is performed
Answer# B
!$planation# (he punctuated;e?uilibrium model is what temporary tas0 groups seem to follow.
(he model characteri'es groups as e$hibiting long periods of inertia interspersed with brief
revolutionary changes triggered primarily by members) awareness of time and deadlines.
iff# * +age ,ef# *@1;*@*
41# 8
B
1B) According to the punctuated;e?uilibrium model& groups tend to e$perience >>>>>>>> for the
first half of the pro"ect.
A) inertia
B) reorgani'ation and redirection
C) mid;life crisis
) mar0edly accelerated activity
!) discord
Answer# A
!$planation# (heir first meeting sets the group)s direction. (hen this first phase of group activity
is one of inertia that lasts up to e$actly half of the time allotted to the pro"ect.
iff# * +age ,ef# *@1;*@*
41# *
*7) What term is used for a set of e$pected behavior patterns associated with a particular position
in a social unit?
A) role
B) role perception
C) role identity
) role e$pectation
!) identity
Answer# A
!$planation# All group members are actors& each playing a role. A role is defined as a set of
e$pected behavior patterns attributed to someone occupying a given position in a social unit.
iff# * +age ,ef# *@*
(opic# Group +roperties# ,oles& Eorms& /tatus& /i'e& and Cohesiveness
1b"ective# ,ole
41# 8
17
*1) When 9udith became a doctor she modeled her manner on her observations of more
e$perienced doctors& and also on the behavior of doctors in medical dramas she had en"oyed
watching as a child on (F. What is 9udith modeling her manner upon?
A) the role behaviors of doctors
B) her role perception of doctors
C) the role identity of doctors
) her role e$pectation of doctors
!) the core role actions of doctors
Answer# B
!$planation# 9udith is behaving how she believes she)s supposed to act in her given situation as a
doctor. (his is called role perception. +eople engage in certain types of behavior based on how
they believe they are supposed to behave. (hey get these perceptions from stimuli all around us&
for e$ample& friends& boo0s& films& and television.
1b"ective# ,ole
41# 8
**) Dost people assume that a police officer should behave in a lawful manner& not show any
favoritism to any particular group& and do their best to uphold the law. What term is used for this
0ind of belief?
A) a norm
B) a norm identity
C) a role e$pectation
) a role perception
!) a norm violation
Answer# C
!$planation# ,ole e$pectations are the way others believe you should act in a given conte$t. (his
e$ample shows the role e$pectations that most people have of a police officer.
iff# * +age ,ef# *@8;*@:
1b"ective# ,ole !$pectation
41# 8
11
*8) What term is used for the mutual e$pectations of what management e$pects from wor0ers
and what wor0ers e$pect from management?
A) group norm
B) role e$pectation
C) role identity
) psychological contract
!) reactive goals
Answer#
!$planation# %n the wor0place role e$pectations are viewed through the perspective of the
psychological contract& which is an unwritten agreement that e$ists between employees and
employer. (his agreement sets out mutual e$pectations of what management e$pects from
wor0ers and vice versa.
iff# * +age ,ef# *@:
1b"ective# +sychological Contract
41# 8
*:) (im is 9avier)s manager at an engineering firm. (im e$pects 9avier to report to him daily with
the status of a very important pro"ect. 9avier is bothered by the amount of time that the daily
report ta0es away from his actual wor0& but he complies to the e$pectation and everyday& for five
days& sends a one page report to (im detailing what he has done. At the end of the fifth day& (im
has not replied to 9avier)s e;mails confirming receipt& nor given any feedbac0. What can you
e$pect to happen due to the brea0down of the psychological contract?
A) 9avier will abandon the pro"ect.
B) 9avier will continue to send the long reports.
C) (im will fire 9avier for failing to comply.
) 9avier will report (im to upper management.
!) 9avier will send fewer or smaller reports.
Answer# !
!$planation# %f management is derelict in 0eeping its part of the psychological contract& we can
e$pect negative repercussions on employee performance and satisfaction. %n this case 9avier will
probably write smaller reports and possibly even give less importance to the pro"ect. %f it)s not
worth (im)s time to comment& then it must not be that important.
iff# 8 +age ,ef# *@:
/0ill# AAC/B# ,eflective (hin0ing
1b"ective# Group +roperties
41# 8
1*
*<) Gach is devout and very active in his church. Ae is also a very dedicated employee. Ais
manager offers him a promotion but the new role will re?uire him to wor0 /undays. Gach would
li0e the promotion& but reali'es that it would force him to miss some church activities. %t is li0ely
that Gach is e$periencing which of the following?
A) role conflict
B) role e$pectation
C) role perception
) psychological conflict
!) cognitive reactance
Answer# A
!$planation# When compliance with one role re?uirement may ma0e it difficult to comply with
another& the result is role conflict. Gach is feeling conflict between his role as a church member
and his role as an employee.
1b"ective# ,ole Conflict
41# 8
*.) Which of the following was the ma"or finding of Gimbardo)s simulated prison e$periment?
A) /tatus 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) %ndividuals can rapidly assimilate new roles very different from their inherent personalities.
) An individual)s emotions and the behavioral responses to those emotions are congruent.
!) When given the opportunity& people will tend to act in an oppressive manner to those around
them.
Answer# C
!$planation# (he simulation proved& too successfully& how ?uic0ly individuals assimilate new
roles. (he researchers had to stop it after only . days because of the participants) pathological
reactions& even though the participants were chosen for their normalcy and emotional stability.
iff# * +age ,ef# *@:;*@<
1b"ective# Gimbardo)s +rison !$periment
41# 8
18
*-) What can we assume from the difference in behavior by the participants in Gimbardo)s prison
e$periment and those in the BBC prison e$periment?
A) All people have the same role e$pectations and behave accordingly.
B) ,ole abuse cannot be stopped as it is an inherent part of role e$pectation.
C) ,ole perceptions are viewed the same regardless of the situation.
) ,ole abuse can be hindered and controlled by close monitoring.
!) %ndividuals with emotional stability are more easily controlled by roles.
Answer#
!$planation# (he guards and prisoners acted differently& more 0indly& in the BBC study&
presumably because they were closely monitored by millions of viewers. (hese results suggest
abuse of roles can be limited when people are made conscious of their behavior.
iff# * +age ,ef# *@:;*@<
41# 8
*@) What term is used for acceptable standards of behavior that are shared by a group)s
members?
A) norms
B) rules
C) standards
) codes of behavior
!) e$plicit contracts
Answer# A
!$planation# All groups have established norms& or acceptable standards of behavior shared by
their members that e$press what they ought and ought not to do under certain circumstances.
iff# * +age ,ef# *@<
1b"ective# Eorms
41# :
1:
*B) Which is not a common class of norms appearing in most wor0 groups?
A) performance
B) appearance
C) status
) social arrangement
!) allocation of resources
Answer# C
!$planation# Eorms can cover virtually any aspect of group behaviorH however& status is not a
behavior. Common group norms are performance& appearance& social arrangement& and resource
allocation.
iff# * +age ,ef# *@.
1b"ective# Group Eorms
41# :
87) Which of the following is not an e$ample of a wor0 group norm dealing with performance?
A) when an employee needs to loo0 busy
B) how hard an employee should wor0
C) the appropriate levels of tardiness
) the acceptable level of output
!) the importance of promptness
Answer# A
!$planation# +erformance norm e$amples include# providing e$plicit cues about how hard
members should wor0& what the level of output should be& how to get the "ob done& what level of
tardiness is appropriate& and the li0e. When to loo0 busy is an appearance norm.
41# :
1<
81) Eorms that dictate with whom group members eat lunch& friendships on and off the "ob& and
social games are >>>>>>>> norms.
A) appearance
B) social arrangement
C) performance
) leisure
!) confluence
Answer# B
!$planation# /ocial arrangement norm e$amples include# with whom to eat lunch& whether to
form friendships on and off the "ob& or who to invite to happy hour.
41# :
8*) A local government wor0 crew cleans up par0s and other public spaces. %n this crew the
dirtiest "obs are generally given to the newest members& while the more senior members of the
crew tend to do little e$cept draw their pay. What is the class of norms that encompasses
arrangements li0e this?
A) performance.
B) appearance
C) resource allocation
) financial rewards
!) confluence
Answer# C
!$planation# ,esource allocation norm e$amples include# assignment of difficult "obs& and
distribution of resources li0e pay or e?uipment. (he e$ample demonstrates an application of
resource allocation.
41# :
1.
88) Which of the following is not a finding of !lton Dayo)s Aawthorne studies?
A) A wor0er)s behavior and sentiments are closely related.
B) Group standards are highly effective in establishing individual wor0er output.
C) Doney was less a factor in determining wor0er output than were group standards& sentiments&
and security.
) Competition between groups will ma$imi'e group output.
!) Group influences are significant in affecting individual behavior.
Answer#
!$planation# Aawthorne studies concluded that a wor0er)s behavior and sentiments were closely
related& that group influences were significant in affecting individual behavior& that group
standards were highly effective in establishing individual wor0er output& and that money was less
a factor in determining wor0er output than were group standards& sentiments& and security.
iff# 8 +age ,ef# *@.
1b"ective# (he Aawthorne /tudies
41# :
8:) What term is used for the process by which an individual)s desire for acceptance by the group
and the pressure by the group on individual members to match its standards results in a change in
individual attitudes and behaviors?
A) conformity
B) coercion
C) commitment
) convergence
!) confluence
Answer# A
!$planation# Conformity is the ad"ustment of one)s behavior to align with the norms of the
group. As a member of a group& you desire acceptance by the group. (hus you are susceptible to
conforming to the group)s norms.
iff# * +age ,ef# *@-
1b"ective# Conformity
41# :
1-
8<) Groups that a person is aware of or would li0e to be a member of& and feels members are
important are called >>>>>>>> groups.
A) conformity
B) reference
C) status
) power
!) appearance
Answer# B
!$planation# ,eference groups are groups in which a person is aware of other members& defines
himself or herself as a member or would li0e to be a member& and feels group members are
significant to him or her.
iff# * +age ,ef# *@@
41# :
8.) (he ma"or contribution of the Asch study was to demonstrate the impact of >>>>>>>>.
A) group pressures
B) seating arrangements
C) convergence
) status
!) cognitive dissonance
Answer# A
!$planation# (he Asch study indicates that group norms press us toward conformity. We desire
to be one of the group and therefore avoid being visibly different.
1b"ective# Conformity
41# :
1@
8-) What term is used for antisocial actions by organi'ational members who voluntarily violate
established norms and that result in negative conse?uences for the organi'ation& its members& or
both?
A) ethical dilemmas
B) deviant wor0place behavior
C) abnormal behavior
) discommitment behavior
!) reactive affirmation behavior
Answer# B
!$planation# eviant wor0place behavior =also called antisocial behavior or wor0place
incivility) is voluntary behavior that violates significant organi'ational norms and& in doing so&
threatens the well;being of the organi'ation or its members.
iff# * +age ,ef# *@B
1b"ective# eviant Wor0place Behavior
41# :
8@) /ally wor0s as a salesperson in a department store. Whenever a customer as0s for an item
that is in stoc0 but not on display& she usually tells them that the product is out of stoc0. C%t)s a
pain going into the stoc0;room to find an item&C says /ally. CEobody in my department ever tells
a customer the truth about what is in stoc0.C (his e$ample illustrates which of the following facts
about deviant wor0place behavior?
A) eviant wor0place behavior will arise when tas0s that an employee is supposed to perform
are unpleasant or difficult.
B) Dost wor0ers do not consider lying to a customer to be deviant wor0place behavior.
C) Wor0ers will lie to customers as long as the customers do not complain about it.
) eviant wor0place behavior flourishes where it)s supported by group norms.
!) Groups will come to their own conclusions about what is and isn)t appropriate.
Answer#
!$planation# !vidence demonstrates that antisocial behavior e$hibited by a wor0 group is a
significant predictor of an individual)s antisocial behavior at wor0.
iff# * +age ,ef# *@B
1b"ective# eviant Wor0place Behavior
41# :
1B
8B) Iim and !ileen have both as0ed for an e$tended winter holiday in ecember. /ince they are
the only two members of the same department& they can not both be gone at the same time. (hey
have both been with the company for five years and have the same s0ill level. Aowever& the
department director is !ileen)s brother;in;law and he chose to give the vacation to !ileen. Iim is
furious. (his is an e$ample of >>>>>>>>.
A) status tolerance
B) status characteristics
C) status ine?uity
) conformity
!) an appearance norm
Answer# C
!$planation# +eople e$pect rewards to be proportionate to costs incurred. %f !ileen was chosen
because she is the sister;in;law of the director& Iim will believe an in"ustice has been committed
and that there is status ine?uity.
iff# * +age ,ef# *B*
1b"ective# /tatus
41# :
:7) A group is most li0ely 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
) a low status individual who strongly wishes to integrate within the group
!) a low status individual who is not well regarded by the rest of the group
Answer# A
!$planation# Aigh;status people are better able to resist conformity pressures than their lower;
status peers because they don)t need or care about the group)s social rewards. Aigh;status
individuals are thus given a wider range of discretion as long as their activities aren)t severely
detrimental to group goal achievement.
iff# * +age ,ef# *B1
1b"ective# /tatus
41# :
*7
:1) According to status characteristics theory& which of the following does not determine status?
A) power
B) contribution to goals
C) conformity
) personality
!) talent
Answer# C
!$planation# According to status characteristics theory& status tends to derive from one of three
sources# the power a person wields over othersH a person)s ability to contribute to a group)s goalsH
and an individual)s personal characteristics =special talent& intelligence& money& or a friendly
personality).
iff# * +age ,ef# *B7;*B1
1b"ective# /tatus
41# :
:*) Jour group is engaged in problem solving and your goal is fact;finding. Which of the
following group si'es should be most effective?
A) *
B) :
C) @
) 17
!) 1<
Answer# !
!$planation# When it comes to problem solving& large groups consistently get better mar0s than
their smaller counterparts.
1b"ective# Group /i'e
41# <
*1
:8) %f your group must ta0e action& which si'e should be most effective?
A) 8
B) -
C) 1*
) *:
!) 177
Answer# B
!$planation# /maller groups are better at doing something productive with that input. Groups of
appro$imately seven members tend to be more effective for ta0ing action.
41# <
::) What term is used for the tendency for individuals to spend less effort when wor0ing
collectively?
A) groupthin0
B) the rule of diminishing returns
C) social loafing
) groupshift
!) clustering
Answer# C
!$planation# /ocial loafing is the tendency for individuals to e$pend less effort when wor0ing in
a group than when wor0ing individually. Group performance increases with group si'e& but the
addition of new members has diminishing returns on productivity.
1b"ective# /ocial 4oafing
41# <
**
:<) What did ,ingelmann conclude after he compared the results of individual and group
performance?
A) (he larger the group& the greater the individual productivity.
B) %ndividual productivity goes down as group si'e goes up.
C) (otal productivity tends to decline in large groups.
) Group si'e is not a determinant of individual productivity.
!) Groups served little purpose in organi'ations.
Answer# B
!$planation# Group performance increases with group si'e& but the addition of new members has
diminishing returns on productivity.
1b"ective# Group /i'e and +roductivity
41# <
:.) 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
) increase the si'e of the group
!) increase the group)s wor0 load
Answer# C
!$planation# When managers use collective wor0 situations to enhance morale and teamwor0&
they must also be able to identify individual efforts.
41# <
*8
:-) Which of the following is not a means to prevent social loafing?
A) base group rewards on the whole group
B) set group goals
C) increase group competition
) apply peer evaluation
!) select members who prefer to wor0 in groups
Answer# A
!$planation# (here are several ways to prevent social loafing. %f possible& the manager should
base group rewards in part on each member)s uni?ue contributions& not on the group as a whole.
(he other choices are also ways to prevent social loafing.
41# <
:@) 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
) reliability
!) interdependence
Answer# A
!$planation# Cohesiveness describes the degree to which group members are attracted to each
other and are motivated to stay in the group. Cohesiveness is important because it affects group
productivity.
1b"ective# Cohesiveness
41# .
*:
:B) Which of the following is not li0ely to increase group cohesiveness?
A) reward high;performing group individuals
B) decreasing the si'e of the group
C) agreement upon the established goals
) increasing groups status in the organi'ation
!) physically isolate the group
Answer# A
!$planation# (o encourage group cohesiveness a manager should give rewards to the group
rather than to individual members.
1b"ective# Cohesiveness and +roductivity
41# .
<7) Which statement best describes the relationship of low performance norms such as ?uality&
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.
) When productivity norms are high& if cohesiveness is high productivity will be low.
!) ,egardless of group cohesiveness& if norms are low& productivity will be low.
Answer# !
!$planation# /tudies consistently show that the relationship between cohesiveness and
productivity depends on the group)s performance;related norms. %f performance;related norms
for ?uality& output& and cooperation with outsiders are high& a cohesive group will be more
productive than will a less cohesive group. But if cohesiveness is high and performance norms
are low& productivity will be low. !stablishing high performance norms is more important than
group cohesiveness to productivity.
iff# 8 +age ,ef# *B8
41# .
*<
<1) Ayesha is leading a group to develop a prototype for a new product. /he has chosen three
people to wor0 with her. Ben and (om are good friends and sociali'e on the wee0end. (hey are
both very creative. 9ulian is older than Ben and (om& but they have wor0ed together before and
been ?uite productive. 9ulian is organi'ed. Ayesha has never wor0ed with any of the men& but
0nows the product well. /he brings the highest level of e$pertise. 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
) high norms& high cohesiveness& high productivity
!) low norms& low cohesiveness& low productivity
Answer# C
!$planation# Ayesha)s group is small& all of the men have wor0ed together in the past and had
high results& and two of them are friends resulting in a highly cohesive group. Ayesha has
established high norms for ?uality and creativity. (he group will be highly productive.
41# .
<*) Alberto is wor0ing with a group of fifteen people to coordinate the merger of two
corporations. !veryone in the group is highly ?ualified& offers relevant information& and has high
norms. /till& the group seems to be slow at outlining a definitive plan for the merger. With the
information provided& what would be the fastest and best way for Alberto to increase
cohesiveness and productivity.
A) hold longer meetings at a restaurant or social setting
B) stimulate competition with other groups
C) reward anyone who can devise a wor0able plan
) immediately ma0e the group smaller
!) invite more members into the group
Answer#
!$planation# Alberto should immediately decrease the si'e of the group& as fifteen people is too
large& and a smaller group will immediately affect cohesiveness. %nstead of a social setting& the
group should be isolated& and rewarded as a group& not individually. Competition with other
groups is a non;factor.
41# .
*.
<8) What will happen if group cohesiveness is high and performance norms are low?
A) %nternal conflict will be high.
B) %nternal conflict will be low.
C) +roductivity will be high.
) +roductivity will be low.
!) %t will have little effect on internal conflict or productivity.
Answer#
!$planation# %f cohesiveness is high and performance norms such as ?uality& output& and
cooperation with outsiders are low& productivity will be low.
41# .
<:) Group decisions are generally preferable to individual decisions when which of the following
is sought?
A) acceptance of the solution
B) speed
C) efficiency
) clear responsibility
!) a con"unctive solution
Answer# A
!$planation# Groups lead to increased acceptance of a solution. Dany decisions fail because
people don)t accept the solution. Group members who participated in ma0ing a decision are more
li0ely to enthusiastically support the decision and encourage others to accept it.
iff# * +age ,ef# *B<
(opic# Group ecision Da0ing
1b"ective# /trengths of Group ecision Da0ing
41# -
*-
<<) Which is not a wea0ness of group decision ma0ing?
A) %t is time consuming.
B) (here is less originality.
C) %t suffers from ambiguous responsibility.
) %t can be dominated by one or a few members.
!) %t)s not clear who is accountable for bad decisions.
Answer# B
!$planation# %f creativity is important& groups tend to be more effective. (hey offer increased
diversity of views. (his opens up the opportunity to consider more approaches and alternatives.
1b"ective# Wea0nesses of Group ecision Da0ing
41# -
<.) %ndividual decisions are generally preferable to group decisions when which of the following
is sought?
A) speed
B) creativity
C) acceptance
) ?uality
!) broad unanimity
Answer# A
!$planation# Group decisions are time consuming because groups typically ta0e more time to
reach a solution. With few e$ceptions& group decision ma0ing consumes more wor0 hours than if
an individual were to tac0le the same problem alone.
1b"ective# Groups versus %ndividuals
41# -
*@
<-) Which of the following is a phenomenon in which group pressures for conformity deter the
group from critically appraising unusual& minority& or unpopular views?
A) group conformity
B) groupshift
C) groupthin0
) compromise
!) ris0 transfer
Answer# C
!$planation# Groupthin0 relates to norms and describes situations in which group pressures for
conformity deter the group from critically appraising unusual& minority& or unpopular views.
iff# * +age ,ef# *B.
1b"ective# Groupthin0
41# -
<@) What result can groupshift have on the decisions a group ma0es?
A) (hey are made by groups rather than individuals.
B) (hey are generally ris0ier.
C) (hey are made more ?uic0ly.
) (hey are less effective.
!) (hey are ob"ectively incorrect.
Answer# B
!$planation# Groupshift describes a change in decision ris0 between a group)s decision and an
individual decision that a member within the group would ma0eH the shift can be toward either
conservatism or greater ris0.
iff# * +age ,ef# *B-;*B@
1b"ective# Groupshift
41# -
*B
<B) Which of the following is not an e$planation for the phenomenon of groupshift?
A) iscussion creates familiari'ation among members.
B) Dost first;world societies value ris0.
C) (he group leader usually gets the credit or blame for the group action.
) (he group diffuses responsibility.
!) Group discussion motivates members to show their willingness to ta0e ris0s.
Answer# C
!$planation# Groups diffuse responsibility. Group decisions free any single member from
accountability for the group)s final choice& so greater ris0s can be ta0en. (herefore& a leader
would not get credit or blame for the group action.
iff# * +age ,ef# *B@
1b"ective# !$planations for Groupshift
41# -
.7) What is brainstorming?
A) a techni?ue used to build group cohesiveness
B) a techni?ue that tends to restrict independent thin0ing
C) a process for generating ideas
) a process used mainly when group members cannot agree on a solution
!) the most effective means of generating answers
Answer# C
!$planation# Brainstorming is an idea;generation process that specifically encourages any and all
alternatives while withholding any criticism of those alternatives.
iff# * +age ,ef# *B@;*BB
(opic# Group ecision;Da0ing (echni?ues
1b"ective# Brainstorming
41# @
87
.1) Which of the following is li0ely to generate the least innovative alternatives?
A) face;to;face interacting groups
B) brainstorming
C) elphi techni?ue
) nominal group techni?ue
!) electronic meeting
Answer# A
!$planation# %n interacting groups members meet face to face and rely on both verbal and
nonverbal interaction to communicate. But because of groupthin0& interacting groups often
censor themselves and pressure individual members toward conformity of opinion& generating
fewer ideas.
iff# * +age ,ef# *B@
1b"ective# %nteracting Groups
41# @
.*) What sort of group should you avoid if you want to minimi'e interpersonal conflict?
A) interacting
B) brainstorming
C) nominal
) electronic
!) social
Answer# A
!$planation# %n an evaluation of group effectiveness& interacting groups rated the highest in
potential for interpersonal conflict.
iff# * +age ,ef# 877
41# @
81
.8) +atricia needs as many creative ideas as she can get for the new advertising campaign& and
her small agency doesn)t have a lot of money for high;tech meeting facilities. Given the
information provided& which meeting techni?ue will provide the highest number of ?uality ideas?
A) interacting
B) brainstorming
C) nominal
) electronic
!) social
Answer# C
!$planation# %n an evaluation of group decision;ma0ing techni?ues& the nominal techni?ue rated
highest in the number and ?uality of ideas generated. %n the nominal group techni?ue& individual
members meet face to face to pool their "udgments in a systematic& independent& and affordable
fashion.
iff# * +age ,ef# *BB
(opic# Application of Group ecision;Da0ing (echni?ues
1b"ective# Eominal Group (echni?ue
41# @
.:) Daya "ust got out of a meeting. /he is e$tremely frustrated because nothing got done and
now she has to deal with wor0place drama. /ophia is threatening to ?uit because various people
publicly humiliated her by disparaging her ideas. (he entire meeting turned into conflict
management for Daya. Which 0ind of meeting techni?ue did Daya most li0ely use?
A) interacting
B) brainstorming
C) nominal
) electronic
!) social
Answer# A
potential for interpersonal conflict. Daya)s description of the meeting and the aftermath describes
what can happen in interacting groups.
iff# * +age ,ef# *B@;877
1b"ective# %ntentions
41# @
8*
.<) Which type of decision;ma0ing group is most committed to the group solution?
A) interacting
B) brainstorming
C) nominal
) electronic
!) social
Answer# A
commitment to solution.
41# @
..) Which of the following is not considered an advantage of electronic meetings?
A) Dembers can be honest.
B) %t is speedy.
C) %ndividuals receive credit for their ideas.
) %t is anonymous.
!) Chitchat is eliminated.
Answer# C
!$planation# %n an electronic meeting& anonymous comments& as well as aggregate votes& are
displayed on a pro"ection screen. (his techni?ue allows people to be brutally honest without
penalty because no one receives credit or blame for their ideas.
/0ill# AAC/B# Kse of %(
1b"ective# !lectronic Deetings
41# @
88
.-) Which of the following is not true about electronic meetings?
A) Group effectiveness is decreased.
B) +roblem solving time is reduced.
C) Doney spent is increased.
) Dembers spea0 anonymously.
!) Dember satisfaction is increased
Answer# !
!$planation# !arly evidence suggests electronic meetings don)t achieve most of their proposed
benefits. (hey lead to decreased group effectiveness& re?uire more time to complete tas0s& and
result in reduced member satisfaction compared with other groups.
iff# * +age ,ef# *BB;877
/0ill# AAC/B# Kse of %(
41# @
.@) Aubert needs an instruction manual for his new product. Ae needs a small team of technical
writers to wor0 together closely to rapidly write the manual. Ae needs them to communicate
ideas ?uic0ly& creatively& and affordably. Which of the following group techni?ues should Aubert
consider?
A) nominal and electronic
B) nominal and interacting
C) brainstorming and electronic
) electronic and interacting
!) interacting and brainstorming
Answer# !
!$planation# Aubert needs a group with high creativity& high cohesion& and low e$pense. Ae
should choose either interacting or brainstorming techni?ues to get his tas0 completed. Eominal
techni?ues& although high in creativity and affordability& are slow and only moderately cohesive.
!lectronic techni?ues are slow and e$pensive and have 'ero cohesion.
iff# * +age ,ef# *B@;877
1b"ective# ecision;Da0ing
41# @
8:
.B) A manager in 5rance needs to be aware of the importance the 5rench place on >>>>>>>>.
A) sociali'ing
B) uncertainty reduction
C) distinctiveness
) social loafing
!) status
Answer# !
!$planation# Cultural differences affect status. (he 5rench are highly status conscious.
(opic# Global %mplications
1b"ective# Global %mplications
41# B
-7) Which of the following statements is not true about group diversity?
A) Culturally diverse groups perform better over time.
B) iverse groups perform worse in a short time period.
C) iverse groups deliberate and have more ideas.
) iversity increases group conflict.
!) Group diversity is always beneficial in financial terms.
Answer# !
!$planation# /tudies identify both benefits and costs from group diversity. %n terms of
demonstrable financial results the case for diversity is wea0er& and proves more costly than
homogenous groups.
41# B
-1) Command and tas0 groups are dictated by the formal organi'ation& whereas interest and
friendship groups are not.
Answer# (,K!
!$planation# A command group is determined by the organi'ation chart. %t is composed of the
individuals who report directly to a given manager. A tas0 group& also organi'ationally
determined& represents individuals wor0ing together to complete a "ob tas0. An interest group is
defined as people wor0ing together to attain a specific ob"ective with which each is concerned.
5riendship groups are people brought together because they share one or more common
characteristics.
iff# * +age ,ef# *-.;*--
1b"ective# 5ormal and %nformal Groups
41# 1
8<
-*) (emporary groups with tas0;specific deadlines follow the five;stage model of group
development.
Answer# 5A4/!
!$planation# (he punctuated;e?uilibrium model is a set of phases that temporary groups go
through that involves transitions between inertia and activity. (he five;stage group;development
model consists of five distinct stages groups go through# forming& storming& norming&
performing& and ad"ourning.
iff# * +age ,ef# *-B;*@*
41# *
-8) %n the punctuated;e?uilibrium model& the group)s direction is ree$amined fre?uently in the
first half of the group)s life and is li0ely to be altered.
Answer# 5A4/!
!$planation# %n the punctuated;e?uilibrium model& once set& the group)s direction is solidified
and is unli0ely to be ree$amined throughout the first half of its life.
iff# * +age ,ef# *@*
41# *
-:) Gimbardo)s simulated prison e$periment demonstrated that people with no prior personality
pathology or training in their roles could e$ecute e$treme forms of behavior consistent with the
roles they were playing.
Answer# (,K!
!$planation# Gimbardo)s simulation actually proved too successful in demonstrating how
?uic0ly individuals assume and learn new roles. (he researchers had to stop it after only . days
because of the participants) pathological reactions. (hese were all individuals chosen precisely
for their normalcy and emotional stability.
iff# * +age ,ef# *@<
41# 8
8.
-<) 1ne)s view of how one is supposed to act in a given situation is a role perception.
Answer# (,K!
!$planation# ,ole 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 e$ample& friends&
boo0s& films& television&
1b"ective# ,ole +erception
41# 8
-.) +erformance norms include things li0e appropriate dress and when to loo0 busy.
Answer# 5A4/!
!$planation# +erformance norms provide e$plicit cues about how hard members should wor0&
what the level of output should be& how to get the "ob done& what level of tardiness is
appropriate& and the li0e. !$amples of appearance norms are dress codes and unspo0en rules
about when to loo0 busy.
41# :
--) !vidence indicates that Asch)s findings about group conformity are culture bound.
Answer# (,K!
!$planation# Conformity to social norms is higher in collectivist cultures& but it is still a
powerful force in groups in individualistic countries.
/0ill# AAC/B# Dulticultural and iversity
1b"ective# Conformity and Culture
41# :
8-
-@) Aigh;status members of groups are given less freedom to deviate from norms than other
group members.
Answer# 5A4/!
!$planation# Aigh;status individuals are often given more freedom to deviate from norms than
are other group members. +eople in high;status "obs =such as physicians& lawyers& or e$ecutives)
have especially negative reactions to social pressure e$erted by people in low;status "obs.
1b"ective# /tatus
41# :
-B) As group performance increases with group si'e& the addition of new members to the group
has positive returns on productivity.
Answer# 5A4/!
!$planation# 1ne of the most important findings about the si'e of a group concerns social
loafing& the tendency for individuals to e$pend less effort when wor0ing collectively than alone.
%t directly challenges the logic that the productivity of the group as a whole should at least e?ual
the sum of the productivity of the individuals in that group.
1b"ective# Group /i'e and +roductivity
41# <
@7) %f a group is highly cohesive& meaning that the members in the group are attracted to each
other and desire to wor0 together& they will be highly productive even with established low
performance norms.
Answer# 5A4/!
!$planation# /tudies consistently show that the relationship between cohesiveness and
productivity depends on the group)s performance;related norms. %f performance related norms
for ?uality& output& and cooperation with outsiders& for instance& are high& a cohesive group will
be more productive than will a less cohesive group. But if cohesiveness is high and performance
norms are low& productivity will be low.
41# .
8@
@1) %ndividual decisions are more time consuming than group decisions.
Answer# 5A4/!
!$planation# Group decisions have their drawbac0s. (hey)re time consuming because groups
typically ta0e more time to reach a solution.
1b"ective# Groups versus %ndividuals
41# -
@*) (he chief advantage of the nominal group techni?ue is that it permits the group to meet
formally but does not restrict independent thin0ing& as does the interacting group.
Answer# (,K!
!$planation# (he chief advantage of the nominal group techni?ue is that it permits a group to
meet formally but does not restrict independent thin0ing& as does an interacting group. ,esearch
generally shows nominal groups outperform brainstorming groups.
41# @
Astro %nc. is reorgani'ing and your new wor0 group begins wor0ing together on Donday
morning. Jour college course in organi'ational behavior contained information about the stages
of group development and your supervisor has as0ed your advice about the predictable stages of
group development.
@8) Jou should tell your supervisor that in the first stage of group development& the team
members will probably be >>>>>>>>.
A) uncertain
iff# * +age ,ef# *-B
(opic# Application of /tages of Group evelopment
1b"ective# 5orming
41# *
8B
@:) Jou should predict that the most productive stage will be >>>>>>>>.
A) producing
B) increasing
C) maturity
) performing
!) omitting
Answer#
!$planation# (he fourth stage is performing. (he structure at this point is fully functional and
accepted. Group energy has moved from getting to 0now and understand each other to
performing the tas0 at hand.
(opic# Application of /tages of Group evelopment
1b"ective# +erforming
41# *
/everal years ago you began a small retail store to sell computer parts. (he store grew and the
business e$panded to offer computer repair and custom programming. Jou have noticed that
people have definite e$pectations about what their appropriate roles within the e$panding
company should be.
@<) Jou can help the people in the company understand their roles and the roles of other people
by e$plaining some common facts about roles. Which of the following is not true?
A) !ach person will be e$pected to play a number of diverse roles.
B) Dost people have the ability to shift roles rapidly when they recogni'e that the situation and
its demands re?uire ma"or changes.
C) ,ole perception is how people believe others are e$pected to act in their given roles.
) %t may be helpful for them to view role e$pectations through the perspective of a
psychological contract.
!) +eople can be fle$ible in the roles that they play.
Answer# C
!$planation# ,ole perception is when a person behaves how she believes she)s supposed to act in
a given situation. +eople engage in certain types of behavior based on how they believe they are
supposed to behave. (hey get these perceptions from stimuli all around us& for e$ample& friends&
boo0s& films& and television.
(opic# Application of ,oles
1b"ective# ,oles
41# 8
:7
@.) (o clear up role confusion& you have decided that you must come to an unwritten agreement
with each employee about your mutual e$pectations. Jou are developing a=n) >>>>>>>>.
A) role playing document
B) role e$pectation contract
C) psychological contract
) employment contract
!) implicit role adherence schedule
Answer# C
!$planation# %n the wor0place& role e$pectations are viewed through the perspective of the
psychological contract& which is an unwritten agreement that e$ists between employees and
employer. (his agreement sets out mutual e$pectations of what management e$pects from
wor0ers and vice versa.
1b"ective# +sychological Contract
41# 8
@-) 9ohn is e$pected to help customers in the retail store as well as perform computer repair
wor0. Ae feels that every time he gets started on a repair& he is interrupted and doesn)t 0now
whether to finish his repair or wait on the customer. 9ohn suffers from role >>>>>>>>.
A) conflict
B) e$pectations
C) perception
) identity
!) duality
Answer# A
!$planation# When compliance with one role re?uirement may ma0e it difficult to comply with
another& the result is role conflict. 9ohn is feeling conflict between his role as a customer service
cler0 and his role as a repairman.
1b"ective# ,ole Conflict
41# 8
:1
9oe is restructuring departments and is creating teams to increase the effectiveness of his
departments. Ae recogni'es that the si'e of groups impacts their overall behavior.
@@) Given what 9oe 0nows about groups& what is a good si'e for a group that must ta0e action?
A) :
B) -
C) B
) 1*
!) over 1*
Answer# B
!$planation# /maller groups are better at doing something productive with that input. Groups of
appro$imately seven members tend to be more effective for ta0ing action.
(opic# Application of Group /i'e
41# <
@B) 9oe is forming a fact;finding group. What would be the better group si'e to gain diverse
input?
A) 8
B) -
C) B
) 17
!) over 1*
Answer# !
!$planation# When it comes to problem solving or fact;finding& large groups consistently get
better mar0s than their smaller counterparts.
(opic# Application of Group /i'e
41# <
:*
B7) 9oe has learned in an 1B course that >>>>>>>>.
A) small groups are good for developing ideas
B) large groups are better at ta0ing action
C) social loafing is the tendency for individuals to e$pend less effort when wor0ing collectively
) team spirit always spurs individual effort and enhances the group)s overall productivity
!) groups composed of all men or all women are the most effective groups& in general
Answer# C
!$planation# /ocial loafing is the tendency for individuals to e$pend less effort when wor0ing in
a group than when wor0ing individually. Group performance increases with group si'e& but the
addition of new members has diminishing returns on productivity.
41# <
Jour organi'ation is considering the use of team decision ma0ing. Jou have read the literature on
decision ma0ing and are trying to inform your manager about the advantages and disadvantages
of group decision ma0ing.
B1) Jou should e$pect to find that >>>>>>>>.
A) group decision ma0ing will be faster
B) group discussions will be shared e?ually
C) there will be increased acceptance of the decision
) group decision ma0ing will be very costly
!) groups will find reaching a decision to be less effortful than individuals
Answer# C
!$planation# Groups lead to increased acceptance of a solution. Dany decisions fail because
people don)t accept the solution. Group members who participated in ma0ing a decision are more
li0ely to enthusiastically support the decision and encourage others to accept it.
(opic# Application of Group ecision Da0ing
1b"ective# /trengths of Group ecision Da0ing
41# -
:8
B*) Jou should e$pect a wea0ness of group decision ma0ing to be >>>>>>>>.
A) less complete 0nowledge
B) more time will be used to ma0e the decision
C) employees will be less accepting of the group decision
) the decision will probably be a lower ?uality decision
!) decreased ris0y shift
Answer# B
!$planation# Group decisions are time consuming because groups typically ta0e more time to
reach a solution. With few e$ceptions& group decision ma0ing consumes more wor0 hours than if
an individual were to tac0le the same problem alone.
1b"ective# Wea0nesses of Group ecision Da0ing
41# -
B8) Jou have observed that the group tends to come to consensus very ?uic0ly and there appears
to be an illusion of unanimity. Jou conclude that they may be suffering from >>>>>>>>.
A) inefficiency syndrome
B) groupshift
C) disintegrating norms
) groupthin0
!) ris0y shift
Answer#
!$planation# Groupthin0 relates to norms and describes situations in which group pressures for
conformity deter the group from critically appraising unusual& minority& or unpopular views. A
?uic0 decision could reflect pressure on dissenting opinions.
iff# * +age ,ef# *B.;*B@
1b"ective# Groupthin0
41# -
::
Jou 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 ?uality possible. Aaving
read the literature on decision ma0ing& you believe that this choice needs to be made by a group
of your best managers.
B:) Jou have decided to use the nominal group techni?ue. Which is true about this method?
A) (his method is good for building group cohesiveness.
B) (his method is good for processing ideas rapidly.
C) (his method is good for encouraging independent thin0ing.
) (his method is an ine$pensive means for generating a large number of ideas.
!) (his method re?uires a great deal of face;to;face interaction.
Answer# C
!$planation# Eominal group techni?ue is a group decision;ma0ing method in which individual
members meet face to face to pool their "udgments in a systematic but independent fashion. %t
does not restrict independent thin0ing.
41# @
B<) Jou have decided to use the electronic meeting techni?ue. Which of the following is not true
about this type of meeting?
A) +articipants type their responses onto a computer screen.
B) Jou can e$pect participants to be honest.
C) +articipants will be anonymous.
) Group cohesiveness will be high.
!) %t can be highly effective under certain conditions.
Answer#
!$planation# %n an evaluation of group decision ma0ing techni?ues& electronic meetings ran0ed
lowest for creating group cohesiveness. Because everyone functions anonymously there is no
group cohesion.
iff# * +age ,ef# *BB;877
/0ill# AAC/B# Analytic /0illsH Kse of %(
41# @
:<
B.) ifferentiate between formal and informal groups.
Answer# 5ormal groups are those defined by the organi'ation)s structure& with designated wor0
assignments establishing tas0s. %n formal groups& the behaviors that one should engage in are
stipulated by and directed toward organi'ational goals. %nformal groups are alliances that are
neither formally structured nor organi'ationally determined. (hese groups are natural formations
in the wor0 environment that appear in response to the need for social contact.
1b"ective# Groups
2uest. Category# Critical (hin0ing
41# 1
:.
B-) Apply the five stages of group development to the formation of the prison guard group in
Gimbardo)s prison e$periment. iscuss how the role perceptions and role e$pectations would or
would not be affected as the group moved from one stage to the ne$t.
Answer# (he first stage& forming& is characteri'ed by a great deal of uncertainty about the
group)s purpose& structure& and leadership. At this point the prison guards would be testing the
waters to determine what types of behavior are acceptable. (hey might have yelled or sworn
slightly at the prisoners. (hey would be loo0ing for a leader that would set the limits to their
behavior. +articipants are e$perimenting with role perceptions and e$pectations.
%n the second storming stage& members accept the e$istence of the group& but there is resistance
to the constraints that the group imposes on individuality. /ome guards might feel uncomfortable
with the abuses of other guards. (here is conflict over who will control the group. (wo leaders
might have emerged& one without inhibitions about how prisoners should be treated& and the
other with inhibitions. (he leaders are setting the role e$pectations and some participants will
have to abandon their own role perceptions to assume the role e$pectations that are beginning to
become mandatory.
%n the third stage close relationships begin to develop and the group demonstrates cohesiveness.
1ne leader will have emerged and the group will follow his procedures. %n the prison e$periment&
the leader would have helped the group identify themselves as superior to the prisoners and
reinforced the need to treat them in such a way as to completely humiliate and control them.
(here is now a strong sense of group identify and camaraderie and the group structure is solid.
All guards participated fiercely in subduing the prison rebellion with the same purpose. ,ole
perceptions and role e$pectations are in sync.
%n the fourth stage the guards are consistently performing as they believe the role e$pectations of
a guard should be. (he structure at this point is fully functional and accepted. Group energy has
moved from getting to 0now and understand each other to performing the tas0 at hand. (hey no
longer doubt what their roles are.
Gimbardo had to ad"ourn the group early& as the e$periment proved to be too much& as the
participants had assumed their roles to a more intense level than Gimbardo had possibly
imagined.
iff# 8 +age ,ef# *-B;*@1& *@:;*@<
(opic# /tages of Group evelopment and Group +roperties# ,oles
1b"ective# Group evelopment and ,oles
2uest. Category# /ynthesis
41# *& 8
:-
B@) efine conformity. !$plain the relationship that conformity has with deviant wor0 behavior&
groupthin0& and groupshift.
Answer# Conformity is when a person changes his behavior to align with the norms of the group
because he desires acceptance by the group. 1ften people will go against their better "udgment&
"ust to be a member of a group. 5or e$ample& in the Asch e$periment& people who 0new that an
answer was clearly wrong& agreed with the group and chose a wrong answer& going against their
visual and logical senses& in order to be in agreement with the group.
eviant wor0place behavior can be a result of conformity pressure. eviant wor0place behavior
is voluntary behavior that violates significant organi'ational norms and as such& threatens the
well;being of the organi'ation or its members. (he fre?uency of deviant wor0place behavior is
established by the norms of the wor0place& and conformity pressure. 5or e$ample& in an office
where women are treated un"ustly by supervisors& they are more li0ely to be treated un"ustly by
other wor0 associates because the norm has been established& and the others wish to belong to
the )boss) club.)
%n group decision ma0ing& the pressure to conform has been termed groupthin0. %t refers to the
same phenomenon that was discovered in the Asch e$periment& in which people go against their
true impulses or "udgments to align with the group. (his can harm decision ma0ing& as it
decreases the diversity of ideas that are advantageous for group decision ma0ing.
Groupshift is the polari'ation of a group)s ideas by being able to hide behind the anonymity of
the group. (his is also influenced by conformity because there are many in a group that might
not e$press the same radical views& but they go along to have membership in the group and
because they are not at ris0.
iff# 8 +age ,ef# *@@;*B7& *B.;*B@
(opic# Conformity and ecision Da0ing
1b"ective# Conformity and ecision Da0ing
41# :& -
:@
BB) !$plain why the psychological contract could be difficult to enforce when wor0ing with a
high;status individual. efine the psychological contract. !$plain status and what ma0es an
individual high status. +rovide a a wor0place e$ample of a high;status individual in conflict with
the psychological contract.
Answer# (he psychological contract is the unwritten agreement that e$ists between employees
and their employer. (his sets out mutual e$pectations about what management e$pects from
wor0ers& and vice versa. Danagement is e$pected to treat employees "ustly& provide acceptable
wor0ing conditions& clearly communicate what is a fair day)s wor0& and give feedbac0 on how
well the employee is doing. !mployees are e$pected to respond by demonstrating a good
attitude& following directions& and showing loyalty to the organi'ation.
Aigh;status individuals either wield power over others& have a disproportionate power of
contribution to an organi'ation)s goals& or possess personal ?ualities such as intelligence or
money that are highly valued by the group.
A psychological contract is difficult to enact when wor0ing with a high;status individual because
the lines of authority& decision ma0ing& and management become blurred. 5or e$ample& a
bas0etball player that disproportionately contributes to his team)s success& such as Iobe Bryant&
may feel entitled to challenge management& brea0 team rules& behave inappropriately& and
disregard the general good of the organi'ation. Danagement must then evaluate the true cost of
the individual to the team and whether his derelict behavior and brea0ing of the psychological
contract outweighs his contribution& which is often the case with professional athletes.
iff# 8 +age ,ef# *@:& *B7;*B*
1b"ective# +sychological Contract and /tatus
41# 8& :
:B
177) Compare and contrast the affects of group si'e and group cohesiveness. escribe the
problems of a large group in terms of social loafing and lac0 of cohesion. What steps could a
manager ta0e to increase cohesion and productivity with a large group that can not be reduced in
si'e?
Answer# !vidence indicates that smaller groups are faster at completing tas0s and that
individuals perform better in smaller groups than in larger ones. %t is also true that if a manager
wishes to increase the cohesiveness of a group he should reduce the si'e immediately.
4arger groups are vulnerable to social loafing& or the tendency for individuals to e$pend less
effort when wor0ing collectively than alone. %f a manager has to wor0 with a large group that can
not be reduced in si'e he should isolate the group and increase the group)s status within the
company& ma0ing them feel that their "ob is more important. Ae should create high;productivity
norms for ?uality and performance. ,ewards are tric0y& because an effective way to avoid social
loafing is to reward individual group members. Aowever& this can bac0fire& as to increase
cohesivenessH the group should be rewarded as a whole. A combination of the two types of
rewards would be the best approach. 5inally& 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.
iff# 8 +age ,ef# *B*;*B:
1b"ective# Affects of Group /i'e and Cohesion
41# <& .
<7
171) efine status and discuss the global implications that status has for an international
manager in both Western and !astern cultures.
Answer# /tatus is a socially defined position or ran0 given to groups or group members by
others. /tatus permeates every society. /tatus in determined by the power a person has over other
people& the ability a person has to affect other)s goals& or special s0ills or traits that a person has
=such as intelligence& money& title or personality). A person from a royal family in /pain 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. (hey are viewed favorably by
the society and watched by the press& much li0e a movie star is watched in the Knited /tates.
(he importance of status does vary among cultures. (he 5rench are highly status conscious.
Countries also differ on the criteria that create status. 4atin Americans and Asians derive status
from family position and formal roles in organi'ations. %n the Knited /tates and Australia& in
contrast& status is more often conferred for accomplishments than for titles or family trees. (hus&
it is important to understand who and what holds status when interacting with people from a
culture different from one)s own. A K./. manager who doesn)t 0now that office si'e is not a
measure of a 9apanese e$ecutive)s position is li0ely to unintentionally offend his overseas
counterparts and lessen his interpersonal effectiveness& as is someone who fails to grasp the
importance the British place on family genealogy and social class.
iff# 8 +age ,ef# *B7;*B*& 877
41# :& B
17*) describe the relationship between cohesiveness and productivity?
Answer# (he relationship of cohesiveness and productivity depends on the performance;related
norms established by the group. %f performance;related norms are high& a cohesive group will be
more productive than will a less cohesive group. But if cohesiveness is high and performance
norms are low& productivity will be low. %f cohesiveness is low and performance norms are high&
productivity increases but less than in the high cohesiveness high norms situation. When
cohesiveness and performance;related norms are both low& productivity will tend to fall into the
low;to;moderate range.
iff# 8 +age ,ef# *B8;*B:
41# .
<1
178) !$plain the difference between groupthin0 and groupshift.
Answer# Groupthin0 is related to norms. %t describes situations in which group pressures for
conformity deter the group from critically appraising unusual& minority& or unpopular views.
Groupthin0 is a disease that attac0s 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 e$aggerate the initial positions that they hold. %n some situations& caution
dominates& and there is a conservative shift. Dore often& however& the evidence indicates that
groups tend toward a ris0y shift.
iff# 8 +age ,ef# *B.;*B@
1b"ective# Groupthin0 and Groupshift
41# -
17:) 4ist and briefly describe the stages in the five;stage model of group development.
Answer# (he five;stage group development model characteri'es groups as proceeding through
five distinct stages# forming& storming& norming& performing& and ad"ourning.
a) 5orming is characteri'ed by a great deal of uncertainty about the group)s purpose& structure&
and leadership. Dembers are testing the waters to determine what types of behavior are
acceptable.
b) %n the storming stage& members accept the e$istence of the group& but there is resistance to the
constraints that the group imposes on individuality. (here is conflict over who will control the
group.
c) (he third stage is one in which close relationships develop and the group demonstrates
cohesiveness. (here is now a strong sense of group identify and camaraderie. (his norming stage
is complete when the group structure solidifies and the group has assimilated a common set of
e$pectations of what defines correct member behavior.
d) (he fourth stage is performing. (he structure at this point is fully functional and accepted.
Group energy has moved from getting to 0now and understand each other to performing the tas0
at hand.
e) %n the ad"ourning stage& the group prepares for its disbandment. Aigh tas0 performance is no
longer the group)s top priority. %nstead& attention is directed toward wrapping up activities.
iff# 8 +age ,ef# *-B;*@1
1b"ective# (he 5ive;/tage Dodel
41# *
<*
17<) Eame and e$plain the alternative model for temporary groups with deadlines. Aow are
groups characteri'ed in this model?
Answer# (he punctuated e?uilibrium model is an alternative model for temporary groups with
deadlines. (hey don)t follow the five;stage group development model. (hey have their own
uni?ue se?uencing of actions. (heir first meeting sets the group)s direction. (his first phase of
group activity is one of inertia. A transition ta0es place at the end of this phase& which occurs
e$actly when the group has used up half its allotted time. A transition initiates ma"or changes. A
second phase of inertia follows the transition and the group)s last meeting is characteri'ed by
mar0edly accelerated activity.
(he punctuated e?uilibrium model characteri'es groups as e$hibiting long periods of inertia
interspersed with brief revolutionary changes triggered primarily by their members) awareness of
time and deadlines. Ieep in mind& however& that this model doesn)t apply to all groups. %t)s
essentially limited to temporary tas0 groups who are wor0ing under a time;constrained
completion deadline.
iff# 8 +age ,ef# *@1;*@*
41# *
17.) What are four common classes of norms?
Answer#
a) (he most common class of norms is performance norms. Wor0 groups typically provide their
members with e$plicit cues on how hard they should wor0& how to get the "ob done& their level of
output& appropriate levels of tardiness& and the li0e.
b) Appearance norms include things li0e dress codes and unspo0en rules about when to loo0
busy.
c) /ocial arrangement norms are norms about with whom group members eat lunch and whether
to form friendships on and off the "ob.
d) ,esource allocation norms cover things li0e assignment of difficult "obs& and distribution of
resources li0e pay or e?uipment.
iff# * +age ,ef# *@<;*@.
41# :
<8
17-) Aow does group si'e affect a group)s behavior?
Answer# (he evidence indicates that smaller groups are faster at completing tas0s than are larger
ones& and that individuals perform better in smaller groups. Aowever& if the group is engaged in
problem solving& large groups consistently get better mar0s than their smaller counterparts.
(ranslating these results into specific numbers is a bit more ha'ardous& but we can offer some
parameters. 4arge groupsLwith a do'en or more membersLare good for gaining diverse input. /o
if the goal of the group is fact;finding& larger groups should be more effective. 1n the other hand&
smaller groups are better at doing something productive with that input. Groups of appro$imately
seven members& therefore& tend to be more effective for ta0ing action.
iff# 8 +age ,ef# *B*;*B8
41# <
17@) escribe Gimbardo)s prison e$periment. What were its goals? What was learned through
this e$periment? What were the ethical costs associated with this e$periment? ,elate Gimbardo)s
findings to the concepts of roles& role perception& role e$pectations& and role conflict.
Answer# (he /tanford prison e$periment aimed at illustrating the power of the situation over the
power of the individual. %n this study& une$ceptional individuals were randomly assigned to play
the role of a prisoner or a guard in a moc0 prison set up in the basement of the /tanford
psychology department. Gimbardo himself played the role of prison superintendent. (his
e$periment showed how ?uic0ly people are capable of falling into roles and playing parts that
are contrary to their nature. Dost modern social scientists believe that this study was highly
unethical due to the conditions that were forced onto the sub"ects of this study& which included
humiliation& abduction& and e$tensive verbal abuse. ,oles& with their associated sets of e$pected
behaviors& were assigned as an e$perimental variable of this study. (he role perceptions of the
sub"ects included attitudes that related to the treatment of the guards or the defiance of the
prisoners. ,ole perceptions developed for both guards and prisoners over the course of the . days
of the study as both groups grew into their parts. ,ole e$pectations were left intentionally vague
in this study since Gimbardo wanted to see how the prisoners and guards would manage
themselves with a minimum of guidance on his part. 5inally& role conflicts resulted from the
divide between the roles that the sub"ects played coming into the study =normal college students)
and those they gained in their roles in the prison.
iff# 8 +age ,ef# *@:;*@<
41# 8
<:
17B) %dentify the benefits and disadvantages of cohesive groups and ways that you can encourage
cohesiveness.
Answer# /tudies consistently show that the relationship of cohesiveness and productivity
depends on the performance;related norms established by the group. %f performance;related
norms are high =for e$ample& high output& ?uality wor0& cooperation with individuals outside the
group)& 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. %f cohesiveness is
low and performance norms are high& productivity increases& but less than in the high;
cohesiveness3high;norms situation. When cohesiveness and performance;related norms are both
low& productivity will tend to fall into the low;to;moderate range.
(o encourage group cohesiveness& you might try one or more of the following suggestions# =1)
Da0e the group smaller. =*) !ncourage agreement with group goals. =8) %ncrease the time
members spend together. =:) %ncrease the status of the group and the perceived difficulty of
attaining membership in the group. =<) /timulate competition with other groups. =.) Give
rewards to the group rather than to individual members. =-) +hysically isolate the group.
iff# 8 +age ,ef# *B8;*B:
1b"ective# Cohesiveness
41# .
<<
117) iscuss strengths and wea0nesses of group decision ma0ing.
Answer# (he strengths of group decision ma0ing include#
a) Groups generate more complete information and 0nowledge.
b) Groups bring more input into the decision process.
c) (hey offer increased diversity of views. (his opens up the opportunity for more approaches
and alternatives to be considered.
d) Groups will almost always outperform even the best individual.
e) Groups generate higher ?uality decisions.
f) 5inally& groups lead to increased acceptance of a solution. Dembers who participated in
ma0ing a decision are li0ely to enthusiastically support the decision and encourage others to
accept it.
Group decision;ma0ing also has drawbac0s.
a) (hey are time consuming. (hey ta0e more time to reach a solution than would be the case if
an individual were ma0ing the decision alone.
b) (here are conformity pressures in groups.
c) (he desire by group members to be accepted and considered an asset to the group can result
in s?uashing any overt disagreement.
d) Group discussion can be dominated by one or a few members. %f this dominant coalition is
composed of low; and moderate;ability members& the group)s overall effectiveness will suffer.
e) 5inally& group decisions suffer from ambiguous responsibility. %n an individual decision& it)s
clear who is accountable for the final outcome. %n a group decision& the responsibility of any
single member is watered down.
iff# 8 +age ,ef# *B<;*B.
1b"ective# /trengths and Wea0nesses of Group ecision Da0ing
41# -
<.

Chapt 9 Org Beh

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Organizational Behavior, 14e (Robbins/Judge)

Chapter 9 Foundations of Group Behavior

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