Problem solving teams discuss a problem generate potential solutions and implement them successfully

Which of the following represents the three general categories into which the key components of effective teams are grouped?
A) internal, external, and peripheral factors
B) basic, functional, and strategic factors
C) cardinal, central, and secondary factors
D) context, composition, and process factors
E) standard, segregated, and advanced factors

Hank Murphy was selected to develop an advanced personal communication device with his own self-managed work team. Hank was assured that resource allocation and timelines were flexible for this project provided the work was a cut above that provided by the rest of the employees. As a part of the project guidelines, Hank included the demand that the device being developed by the team should also be marketed exclusively by them without resorting to franchising or cobranding. This was to ensure that customers recognized the product as reflecting the values of their company. Work on this project began with a lot of vigor and once the device was developed, Hank's team implemented their marketing strategy. However, even three months after the product's release, visibility remained low in the market and many reviewers did not consider the device to be much of an innovation. Which of the following statements, if true, would indicate a lack of reflexivity in Hank's self-managed work team?
A) Hank's team members developed multiple blueprints of the device which were thoroughly discussed, improvised, and synthesized into the final plan for the product.
B) In the first few weeks of the project, Hank had witnessed a moderate level of conflict between the team members as each one had his own idea about how best to go about this high-priority project.
C) The device was later marketed as a part of a national level tie-up with E-store outlets and did remarkably well in its second stint in the market.
D) In Hank's team, the members took accountability for the group's performance as a whole and reported their individual progress to him as well.
E) Hank's team used e-mail and instant messaging to communicate unique information when some of the team members were not available for face-to-face interactions.

Diane Fielding, owner of the famous Mint chain of restaurants, planned to revamp the whole concept and structure of her outlets. With this purpose in mind, she selected five managers from her existing outlets based on their performance in relation to targets, experience, and motivation. Each manager was asked to take up an aspect of the restaurant's functioning like menu, décor, and customer service measures. Diane was sure that this group of high performers possessed a clear understanding of the ground realities, which made them the best candidates to contemplate and implement the required changes. In order to reward them, she announced a hefty bonus for their collective performance. Six months later, after the changes were implemented, Diane realized that the group had made many questionable decisions, which were resulting in problems. Which of the following, if true, would best explain this outcome?

Which of the following represents the three general categories into which the key components of effective teams are grouped?

A) internal, external, and peripheral factors
B) cardinal, central, and secondary factors
C) standard, segregated, and advanced factors
D) basic, functional, and strategic factors
E) context, composition, and process factors

Diane Fielding, owner of the famous "Mint" chain of restaurants, planned to revamp the whole concept and structure of her outlets. With this purpose in mind, she selected five managers from her existing outlets based on their performance in relation to targets, experience, and motivation. Each manager was asked to take up an aspect of the restaurant's functioning like menu, décor, and customer service measures. Diane was sure that this group of high performers possessed a clear understanding of the ground realities which made them the best candidates to contemplate and implement the required changes. In order to reward them, she announced a hefty bonus for their collective performance. Six months later, after the changes were implemented, Diane realized that the group had made many questionable decisions which were resulting in problems. Which of the following, if true, would best explain this outcome?

A) Two of the branches of "Mint" were located in the suburbs, while the other three outlets were located in busy areas and witnessed more customers.
B) The team members had skills that were complementary to each other and added value to the project.
C) Typically, these managers viewed each other as competition as Diane only rewarded the highest earning outlet with incentives.
D) The team members had high levels of affective commitment to their jobs as Diane was a good leader.
E) The team members were clear about their duties and role ambiguity was minimal.

Researchers now recognize three major types of behavior that constitute performance at work. Which of the following are these three major types of behavior?

A) task performance, productivity, tenure
B) productivity, efficiency, absenteeism
C) task performance, citizenship, counterproductivity
D) citizenship, counterproductivity, personality
E) leadership, knowledge, efficiency

What is the function of problem solving teams quizlet?

Which of the following types of teams would most likely empower its team members to make work related decisions?

Which of the following will be useful in creating team players?

Which of the following accurately differentiates between workgroups and work teams?