Week 3 Quiz
1. Which of the following is an accurate statement regarding status systems?
• Anything can have status value if others in the group evaluate it that way.
2. The ________ stage in the group development process is complete when members begin to think of themselves as part of a group.
• Forming
3. Conflicts can be resolved by withdrawing from them or suppressing them. This conflict-management technique is known as ________.
• Avoiding
4. Which of the following will help in making communities of practice successful?
• Having clear accountability and managerial oversight
5. Behavior patterns expected of someone occupying a given position in a social unit is called a ________.
• Role
6. In a ________ structure, no clear chain of command exists.
• Team
7. A company brings team members together to collaborate on resolving mutual problems that affect each of their areas. This is an example of the use of ________.
• Cross-functional teams
8. Which organizational design increases the complexity of assigning people to projects?
• Matrix structure
9. In which of the following organizational designs are employees most likely to experience communication difficulties?
• Boundaryless structures
10. A temporary committee formed to address a specific short-term problem that affects several departments is known as a ________.
• Task force
11. Which of the following lists are the five conflict- management options available to managers?
• Accommodating, Avoiding, Collaborating, Compromising, and Forcing
12. The ________ stage of the group development process is one in which close relationships develop and the group becomes cohesive.
• Norming
13. The process of grouping jobs together is known as ________.
• Departmentalization
14. The process of dividing work activities into separate job tasks is known as ________.
• Work specialization
15. In which of the following conflict-management techniques are conflicts resolved by
• Anything can have status value if others in the group evaluate it that way.
2. The ________ stage in the group development process is complete when members begin to think of themselves as part of a group.
• Forming
3. Conflicts can be resolved by withdrawing from them or suppressing them. This conflict-management technique is known as ________.
• Avoiding
4. Which of the following will help in making communities of practice successful?
• Having clear accountability and managerial oversight
5. Behavior patterns expected of someone occupying a given position in a social unit is called a ________.
• Role
6. In a ________ structure, no clear chain of command exists.
• Team
7. A company brings team members together to collaborate on resolving mutual problems that affect each of their areas. This is an example of the use of ________.
• Cross-functional teams
8. Which organizational design increases the complexity of assigning people to projects?
• Matrix structure
9. In which of the following organizational designs are employees most likely to experience communication difficulties?
• Boundaryless structures
10. A temporary committee formed to address a specific short-term problem that affects several departments is known as a ________.
• Task force
11. Which of the following lists are the five conflict- management options available to managers?
• Accommodating, Avoiding, Collaborating, Compromising, and Forcing
12. The ________ stage of the group development process is one in which close relationships develop and the group becomes cohesive.
• Norming
13. The process of grouping jobs together is known as ________.
• Departmentalization
14. The process of dividing work activities into separate job tasks is known as ________.
• Work specialization
15. In which of the following conflict-management techniques are conflicts resolved by