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Question 1 of 10 · Team development
A new project team started out friendly. Three weeks in, two members are fighting for control, people are picking sides, and the mood about the project has turned negative. Which stage of the Tuckman model is the team in?
A Forming
B Storming
C Norming
D Performing
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Answer: B. Storming is the stage where members compete for control, take sides, and feel frustrated about goals and progress.
Source: OpenStax, Principles of Management, "Team Development Over Time", free under a CC BY 4.0 license. “The Storming stage begins as team members begin vying for leadership and testing the group processes. This is known as the "win-lose" stage, as members clash for control of the group and people begin to choose sides.”
Question 2 of 10 · Team development
A project team has settled on ground rules, accepts the shared goals, and members are willing to share responsibility and control. Which Tuckman stage is this?
A Forming
B Storming
C Norming
D Adjourning
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Answer: C. Norming is when buy-in to group goals takes root, ground rules are set, and members share responsibility and control.
Source: OpenStax, Principles of Management, "Team Development Over Time", free under a CC BY 4.0 license. “During Norming, the team is starting to work well together, and buy-in to group goals occurs. The team is establishing and maintaining ground rules and boundaries, and there is willingness to share responsibility and control.”
Question 3 of 10 · Team development
A team has been performing well for months. The project manager adds one new member to speed things up. What is the most likely effect on the team's development?
A The team moves straight to Adjourning
B The team stays at Performing, because stages never reverse
C The team may slide back to an earlier stage
D The team skips Storming from then on
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Answer: C. The stages are not a straight line. Adding a team member can change the dynamic enough to push the team back to an earlier stage.
Source: OpenStax, Principles of Management, "Team Development Over Time", free under a CC BY 4.0 license. “The four stages of team development in the Tuckman model are not linear, and there are also factors that may cause the team to regress to an earlier stage of development. When a team member is added to the group, this may change the dynamic enough and be disruptive enough to cause a backwards slide to an earlier stage.”
Question 4 of 10 · Conflict
A team member brings a serious conflict to the project manager. For weeks the manager answers, "We are still studying it" and "These things take time," and takes no action. Which description fits this response?
A A strategy that usually works, because it lets people cool off
B Administrative orbiting, an ineffective way to handle conflict
C Collaboration, because the manager is gathering information
D Due process, because a procedure is being followed
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Answer: B. Saying a problem is "under study" while taking little real action is called administrative orbiting. It seldom works and can make the problem worse.
Source: OpenStax, Principles of Management, "Resolving Conflict in Organizations", free under a CC BY 4.0 license. “In some cases, managers will acknowledge that a problem exists but then take little serious action. Instead, they continually report that a problem is "under study" or that "more information is needed." ... This ineffective strategy for resolving conflict is aptly named administrative orbiting.”
Question 5 of 10 · Conflict
To avoid pushback, a project manager carries out a controversial decision in secret and tells the team nothing. What is the main risk of this approach?
A It leads to distrust of management
B It guarantees the team will accept the decision
C It removes all conflict from the project for good
D It improves the team's motivation
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Answer: A. Secrecy may cut resistance for a while, but it leads to distrust. The manager's credibility may be missing when it is needed for other issues.
Source: OpenStax, Principles of Management, "Resolving Conflict in Organizations", free under a CC BY 4.0 license. “Oftentimes, managers will attempt to reduce conflict through secrecy. ... A major problem of this approach is that it leads to distrust of management. When managerial credibility is needed for other issues, it may be found lacking.”
Question 6 of 10 · Motivation
A team member works hard on a task and the project manager praises that work in front of the team. The team member enjoys the praise. According to operant conditioning theory, what is most likely to happen next?
A The team member is more likely to work hard again
B The team member is less likely to work hard again
C Nothing changes, because praise has no effect on behavior
D The team member will lose interest in the task
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Answer: A. A pleasant consequence after a behavior makes that behavior more likely to be repeated. This is positive reinforcement.
Source: OpenStax, Principles of Management, "Process Theories of Motivation", free under a CC BY 4.0 license. “If Colleen Sullivan receives praise from her superior for working hard, and if getting that praise is a pleasurable event, then it is likely that Colleen will work hard again in the future.”
Question 7 of 10 · Motivation
A project manager keeps offering a team member a free lunch to get extra effort. The team member has just eaten a large meal. According to content theories of motivation, why does the offer fail?
A Learned needs never change
B A need that has been satisfied stops motivating, and other needs take over
C Food is never a motivator
D Only the need for achievement can motivate people
Show answer and source
Answer: B. Content theories say an energized need drives behavior. Once the need is met, it stops motivating, and other needs take its place.
Source: OpenStax, Principles of Management, "Content Theories of Motivation", free under a CC BY 4.0 license. “Second, once we have satisfied a need, it ceases to motivate us. When we've eaten to satiation, we are no longer motivated to eat. Other needs take over and we endeavor to satisfy them.”
Question 8 of 10 · Leadership
In Fiedler's contingency model, a leader gives a low rating to the coworker they least like to work with. How does the model describe this leader?
A Relationship oriented, focused on close personal ties first
B Task oriented, working on relationships only after the tasks are done
C Unable to lead in any situation
D Best suited only to teams with poor leader-member relations
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Answer: B. Leaders with a low least-preferred-coworker score are task oriented. They work on relationships after the tasks are accomplished.
Source: OpenStax, Principles of Management, "Situational (Contingency) Approaches to Leadership", free under a CC BY 4.0 license. “In contrast, leaders with low LPC scores tend to evaluate the individuals with whom they least like to work fairly negatively. They are task-oriented people, and only after tasks have been accomplished are low-LPC leaders likely to work on establishing good social and interpersonal relations.”
Question 9 of 10 · Change
A team is already high performing. Its leader wants to build on the team's strengths and refine how it works, hoping to inspire the team to aim for even greater excellence. Which kind of change does this describe?
A Deficit-based change, where people change to avoid negative consequences
B Abundance-based change, where people change because they are inspired to aim higher
C Top-down change forced by outside consultants
D No change at all
Show answer and source
Answer: B. For a high-performing group, small refinements fit. Abundance-based change assumes people change when inspired toward greater excellence.
Source: OpenStax, Principles of Management, "Managing Change", free under a CC BY 4.0 license. “A high-performing organization may require incremental change as the organization continues to build on solid fundamentals to refine and add to its capacity for high performance. This set of perceptions often leads to abundance-based change, in which leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work.”
Question 10 of 10 · Planning and control
A project manager writes each team member's goals alone and hands them down, with no discussion and no feedback. Which part of management by objectives (MBO) is missing most clearly?
A Setting specific goals
B Joint participation in goal setting, planning, and controlling
C Having any goals at all
D Using a computer to track goals
Show answer and source
Answer: B. MBO works through give-and-take. Managers ask workers to join in deciding the goals, instead of telling them "these are your goals."
Source: OpenStax, Principles of Management, "Management by Objectives: A Planning and Control Technique", free under a CC BY 4.0 license. “Managers ask workers to join them in deciding what their goals should be.”
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