Short Answer Questions on Teamwork and Organizations

Models of group development

Rules: 1. This is an open book exam. You are expected to use the course textbook, PowerPoints, Moodle, and other resources. 2. You must answer the entire question to get full marks. 3. Please answer the question directly to this exam booklet (under the question). Please keep the exam organized. 4. Please proofread your work and spellcheck. Try www.grammarly.com 5. You must submit your exam to the Moodle Drop box on Sunday, November 17 at 11:50 pm. Ensure that you make the appropriate references to the readings as you link the theory to your practice. For specific information on how to reference readings in your assignment, refer to the TRU Library's "Cite My Sources Style Guides." For referencing, try www.easybib.com Short Answer Questions Total 45 Marks Instructions: · Each question is worth 3 marks each. You must answer the entire question to get the full marks. · Whenever possible, use your own words to answer the question and the examples should come from your own perspective. · Do not copy and paste answers. Doing so will result in a grade of zero for the question and / or possibly the entire exam. · You are welcome to use point form/longform to respond to the questions. · Use the course textbook “Working in Teams” by Brian A. Griffith and Ethan B. Dunham to answer your questions for the short answer.

1. Use one of the three models of group development covered in this chapter to explain the life of a team. Give an example at each stage of development of what type of conversations or events may occur.

2. What elements distinguish teams from groups? Give an example.

3. What conditions are necessary for team success (name at least three)? Give two examples of possible barriers to team success.

4. What is task complexity and how does it affect team design? What factors contribute to making a task complex? Give an example.

5. Leaders consistently report that level of commitment among members is the greatest challenge of working in teams. What are the various types of group commitment, and how does each affect team dynamics?

6. Describe the differences between task roles, relationship roles, and individual roles. How do relationship roles and task roles contribute to successful teams? What specific roles (i.e. task manager, advocate, etc.) do you think are the most essential to have represented in a team and why? 

Elements of teams

7. You are a team leader, and you are about to have your first group meeting. What are the top ideas and priorities for this meeting? Be thorough. 

8. Ted has been the manager of a development team at a very successful software company for about three months. He is still pretty new, and most of his team members have been in the company for several years, and they are all very well-respected for their talent. Recently, production has been slow because three of Ted's team members have been pushing back Ted's deadlines, saying that the timetables are "unreasonable" and "too demanding." Ted trusts his people and pushes the deadlines back, but his boss is putting pressure on him because they are behind schedule. Give a thorough explanation of Ted's problematic behavior within the Three Interpersonal Domains, and provide a possible course of action for Ted to mediate a solution. )

9. Describe the difference between descriptive norms and injunctive norms. Give an example of each. What is one possible source for group norms and what conditions are most likely to encourage adherence to team norms? 

10.You are an expressive. You have just been assigned to work with a team of five. One member is a driver, two are amiable, and the other is analytic. Which member(s) will you work with the best? Which member(s) will you work with the worst? Explain your reasoning. What advice would you give to yourself (the expressive) to work better with the member(s) with which you are most likely to have conflict?  11.What is the theory of situational leadership? What are the four different types of leadership within the theory and in what settings would each be applied. Give examples if necessary (not required). 

12.What are the five practices of exemplary leaders as defined by Kouzes and Posner (2007)? List and define the five. Of these five, which is your strongest and which is your weakest? Provide an example of a time where you experienced failure in one of these categories. (3 marks)

13.What are Conger's four components of successful persuasion? Define each, and give an example of one of the four. Identify two influence tactics from Yukl and Falbe and briefly explain whether or not they fit into Conger's model.

14.Both verbal and nonverbal communication are very important in how a message is received and interpreted. What percentage of communication is verbal? Provide an example of verbal message that could be interpreted in two different ways based upon nonverbal communication.

Conditions for team success

15.Compare and contrast virtual communication with face-to-face communication. In what situations would virtual communication be effective? What are potential downsides to virtual communication?  CASE INCIDENT: IBM’S Multicultural Multinational Teams Summary As work has become more global, companies are realizing the benefits of composing teams of employees who not only have different cultural backgrounds, who live in different countries. IBM has clients in 170 countries. As a result, their focus on teamwork is fostering appreciation of a variety of cultures. They send hundreds of employees to volunteer project teams in regions of the world where most big companies don’t do business. IBM believes that these multicultural, multinational teams are good investments. To manage these types of teams effectively, leaders must possess certain characteristics like openness to cultural diversity and cultural intelligence.

Questions 1. If you calculate the person-hours devoted to IBM’s team projects, they amount to more than 180,000 hours of management time each year. Do you think this is a wise investment of IBM’s human resources? Why or why not?

2. Why do you think IBM’s culture changed from formal, stable, and individualistic to informal, impermanent, and team oriented?

3. Multicultural project teams often face problems with communication, expectations, and values. How do you think some of these challenges can be overcome?  The Five Dysfunctions of a Team In the fall 2019 semester, you were put into a permanent team in Teamwork and Organizations course at Thompson Rivers University. Using this specific team, compare and contrast your team the book “The Five Dysfunctions of a Team” by Patrick Lencioni. Instructions: · There are five dysfunctions identified in the book. . You must answer the entire question to get the full marks. · Whenever possible, use your own words to answer the question and the examples should come from your own perspective. · Whenever possible, use the virtual team discussion that you had as part of your answer. · Do not simply copy and paste answers. Doing so will result in a grade of zero for the question and / or possibly the entire exam. You are welcome to cite sources and reference them accordingly. · You are welcome to use point form/longform to respond to the questions.

Questions: 1. Define, describe and explain each of the five dysfunctions of a team as described by Patrick Lencioni.

2. Compare and contrast your team’s experience with each of the five dysfunctions of a team as described by Patrick Lencioni.

3. Critique and evaluate your team’s experience with each of the five dysfunctions of a team as described by Patrick Lencioni. 

4. Create a plan of action, if you were to (re)create a high-functioning team, what would you do differently (or retain). (be sure Patrick Lencioni, course text book, and your own thoughts).

5. What have you learned from this team experience? Take a moment and self-evaluate your performance on the team. This is your opportunity to tell me the positive and criticism of your team’s experience. You are welcome to discuss the strengths and weakness of your team. Finally, what worked on your team and what did not.  Ensure that you make the appropriate references to the readings as you link the theory to your practice. For specific information on how to reference readings in your assignment, refer to the TRU Library's "Cite My Sources Style Guides” or try www.easybib.com Evaluation Criteria A significant part of the assessment evaluation will be based on the following criteria: · The report is written clearly, and includes proper grammar. · Statements are supported with examples. · Thoughts, reflections, and learning are woven throughout. · Demonstration of full understanding and integration of key course concepts linking theory with practical application. · Clarity of thought and proper use of language to communicate ideas and concepts. ·