15. Work groups differ from work teams in that _______________. A. group members
ID: 360416 • Letter: 1
Question
15. Work groups differ from work teams in that _______________.
A. group members work collectively and share information
B. work team members work interdependently
C. group members hold each other accountable
D. the work of group members requires joint effort
E. work team members generally have complementary skills
16. Five workers from the machining department are brainstorming ideas to reduce waste. Their ideas will be presented to their supervisor who will decide which, if any, to implement. These five workers comprise a ____________ team.
A.self-managed
B. cross-functional
C. problem-solving
D. virtual
E. process
17. Toby is an accounting clerk whose responsibilities include processing invoices for payment. Along with a person from shipping/receiving and one from purchasing, he is developing a method to streamline the process to improve accuracy and speed up the payment of invoices. These three people comprise a _____________ team.
A. virtual
B. self-managed
C. process
D. cross-functional
E. problem-solving
18. Among the contextual factors that contribute to team effectiveness, we find _____________.
A. adequate resources, trust, and rewards
B. proper structure, complementary abilities, and manageable conflict
C. specific goals, skill variety, and member flexibility
D. diversity, autonomy, and a common purpose
E. an absence of social loafing, task significance, and a clear delineation of roles
Explanation / Answer
15. Work groups differ from work teams in that _______________.
A. group members work collectively and share information
B. work team members work interdependently
C. group members hold each other accountable
D. the work of group members requires joint effort
E. work team members generally have complementary skills
Answer : B. work team members work interdependently
Reason : Work groups are generally brought together for the purpose of a project that needs to be completed for the organisation and each of the group members tend to be from different departments. Organisations bring work groups together to solve relatively large organisational problems.
16. Five workers from the machining department are brainstorming ideas to reduce waste. Their ideas will be presented to their supervisor who will decide which, if any, to implement. These five workers comprise a ____________ team.
A.self-managed
B. cross-functional
C. problem-solving
D. virtual
E. process
Answer : E. process
This ideally falls under process improvement in an organisation where firms source feedback from the grass root levels of the organisation in order to gather feedback about the firm's operational or business process which can be improved. These workers are not self managed because they clearly report to a supervisor , they're not cross functional since their working in the same business function or department. They're not problem solving since they're focusing on an improvement of the operational process and they're not virtual since they're clearly blue collar workers in a factory. Hence the answer is E. process
17. Toby is an accounting clerk whose responsibilities include processing invoices for payment. Along with a person from shipping/receiving and one from purchasing, he is developing a method to streamline the process to improve accuracy and speed up the payment of invoices. These three people comprise a _____________ team.
A. virtual
B. self-managed
C. process
D. cross-functional
E. problem-solving
Answer : D. cross-functional
Reasoning
Whenever team members are brought together from different lines or businesses or business functions. they're known are cross functional teams.
18. Among the contextual factors that contribute to team effectiveness, we find _____________.
A. adequate resources, trust, and rewards
B. proper structure, complementary abilities, and manageable conflict
C. specific goals, skill variety, and member flexibility
D. diversity, autonomy, and a common purpose
E. an absence of social loafing, task significance, and a clear delineation of roles
Answer : B. proper structure, complementary abilities, and manageable conflict
The reason being team dynamics and performance are often the direct result of organisational or team structure / hierarchy, complimentary abilities which help the team fill the opportunities for improvements of a team member's using another's. But the most important factor is the ability to manage conflict. The stronger the team bonding, the better the performance. conflict in terms of inter team conflict as well as intra team conflics.
Intragroup conflict : This involves conflict within a group or a team of individuals. When an individual or a group of individuals feel that their position or importance in a group is under threatened by another individual or a group or an external element. The underlying causes of the conflict stem from that fact that these individuals or group of individuals value their position on their group and their tenure. They view contribution of other members as perceived threats that are attempting to displace their position or tenure.
Intergroup conflict : Intergroup conflict involves conflict between two or more groups. This could be due to a clash or goals, ideologies, perceptions, method and historical outcomes.
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