Word-Import - 1 | QuestionPro

1.Team work is a business expedient and as such rules cannot be bent when necessary

True

False

2.Successful groups are part arts, part science.

True

False

3.Defining the problem and giving precise directions to the new formed team at FineArts is the responsibility of

4.In your opinion, the major focus (person) on the case study would be?

5.Before deciding to embark on strategic realignment of FineArt Company, the basic question is:

What is the true position of FineArt’s financials?

What is the real problem with FineArt’s business?

What is the real problem with FineArt’s Management?

What can be done to remedy FineArt’s present situation?

7.From our case study, Eric must act fast in building up that successful team, not only due to the deadline of achievement but also because

Team members were getting irritated with the attitude of Randy

He needed to prove his experience / expertise in the field

Randy might quit

None of the above applies

8.New to FineArt Inc, Eric spent his time on _____________

Trying to teach his new team how to be successful in the business

Trying to get his new team to agree to his point of view since he was well versed

Trying to teach his new team to deliberate and make tension-free decisions in meetings

Trying to teach his new team the importance of meetings

9.In conclusion, Eric was not leading a team

True

False

10.How many of Eric’s new team members were antagonistic of Eric’s plight and held the team in thrall?

11.Randy Louderback, one of the people who seemingly sabotaged Eric’s process is able to achieve such because of all but one of the below

He had a dynamic personality

He had an almost legendary past

He was in close friendship with the CEO

He was overrated

He was a better team player than Eric

12.The major reason Randy was the way he was in the team was because he felt threatened by bright ideas coming from others

True

False

13.One would say that the relationship between Eric and Randy was mere camaraderie.

Yes

No

14.The problem with Eric’s team is physiological fusion – also common in today’s corporate environment. This occurs when we fail to differentiate ourselves emotionally from the opinion and conduct of others, letting others “make us feel” either good or bad as a result of compliments or criticism.

15.Psychological fusion in teams lead to distance

True

False

16.An individual afflicted by fusion takes on a desperate tone and will defend his/her ideas in an emotional way

17.Team work is a philosophy and as such rules may be bent when necessary

True

False

18.“Leaders lead, followers…please pipe down!” those were his exact words insinuating he’s not cut out to be a team player. Who?

19.Eric’s top & invariably only task in FineArts was ___________

Team building

Team leading

Strategic repositioning

Business reformation

20.Eric was employed into FineArts because ________

FineArt was in deep trouble

The CEO believed FineArt was in deep trouble

FineArt was in enough trouble to require Eric’s Eric’s expertise

FineArts needed some fine touches

21.FineArt had recorded success/failure for ____years as _______

10 ... Low quality producer

30 ... High price producer

50 ... High quality producer

80 ... High quality-high price producer

22.Eric was assigned “responsibility” by the CEO covering all but one of the following

Form a top team of FineArts best

Form a plan for FineArt realignment

Sample the formulated plan

Implement the formulated plan

Succeed with the formulated plan

23.Assuming the options set out above as Eric’s “responsibility” (all but one) are arranged sequentially from start to finish, within 6 months Eric is expected to have carried out at least ______

1 above

1-2 above

1-2-3 above

1-2-3-4 above

24.This “responsibility” / directive of the CEO, one would say it was vague

True

False

25.The first thing Eric had done upon being given the “responsibility” was to _______

Draw on his years as a consultant

Set a date for their first meeting

Compile a list of senior managers

Prepare a structure and guideline for the team

26.Would you say that you understand the adage “the whole is greater than the sum of its parts”?

Yes

No

27.In a team scenario, the adage “the whole is greater than the sum of its parts” would only apply if ____

Team members would put emotions aside

Team members are fully committed

Team members are emotional about others plight

The team head is a good team player

28.Randy, in Eric’s opinion is:

29.Who was referred to in the case study as “team renegade”?

30.On the 3rd meeting of the team, Ray LaPierre had proposed a plan that would ______

Position the Company to compete better on price

Enable the Company play its strength as a service-oriented company

Encourage the Company to invest in new Artists for competitive advantage in better design

31.In building a successful team, it must become evident to all members that no one person knows best

32.When the entire group is quick to agree with you, ________

The team is gradually being built up on emotional grounds

Your comments lose their defensiveness

You’re a good team player

33.Who among the team members explained his strategy proposal by describing how similar strategy has been adopted and its excellence proven?

34.Can change be made by having teams in an organization?

Yes

No

35.Consensus means mediocrity

True

False

36.Brilliant ideas don’t come from teams, they come only from brilliant individuals

37.Not all team work requires team members to participate in the delicate process of ego surrender

True

False

38.As from our case study, was the antagonism from some team members the only factor hindering the team?

Yes

No

39.After the fourth meeting, it was clear that there was no evidence of common commitment to a team purpose

True

False

40.Why would you choose your answer in the previous question?

The team members understood the implications of the assignment

The team members did not draw any meaningful focus on the directive of the assignment

The team members did not recognize the need to work together in the company

The team members knew they needed to do all it takes to make strategic alignment a performance reality

41.Real teams have to get along to get things accomplished

True

False

42.Being supportive of team members to the point where protecting feelings becomes more important than making strong decisions helped save Eric’s team

True

False

43.A Team could also be described as a Working Group

True

False

44.Why pick the answer in the question above?

Because real work in working groups is done by individuals as individuals

Because real work in working groups are done by individuals relying on one another to accomplish joint tasks

45.Eric’s team sought more of accomplishment that consensus

True

False

46.The one way to make a good team decision is to

Reach a consensus on any decision to be made by the team

Decide each issue differently based on who is in the best position to ensure performance

Let the leader of the team, who invariably will be the most versed of all of them, decide

47.Every group of multi-skilled & well-intended people can / should work together as a team

True

False

48.To make the “team” work, Eric/Jack need to:

Insist that the team should specify work products that require several team members to work together

Get the team members to determine how to hold themselves mutually accountable for achieving their goals

Design a more disciplined working approach that enforces team basics and allows teach team member to do as much real work in the team as they do separately

All of the above

None of the above

49.In your opinion of the attitude portrayed by Randy, would it be proper to term him a team misfit?

Yes

No

50.Why chose your answer in the previous question?

He may be an excellent team member after all

He just isn’t cut out for being a team player

51.Every organization has some members who make their best contributions as solo performers

True

False

52.The best way to deal with talented individuals who are unable to fit into teams as performers

They should be put in teams with strong leaders to keep things under control

They should be kept at safe distance from the team so they don’t do damage

Their contributions should be harvested in such a way that the team isn’t put at risk

53.Which of the option in the previous question is wasteful

54.Which of the options in the same question is dangerous

55.Teams that encounter frustrating problems as they are working sometime attach to a team member all the negative feelings that come about in the group, making him/her the scapegoat

56.How can one review how well a team is doing?

Does membership in the team contribute to team members learning & well-being?

Do the product / service offered by the team meet client / customers’ specification?

Is the team becoming more capable of performing as a stand-alone unit over time?

All of the above

None is applicable

57.People work well as a team but they don’t think well as a team

58.Giving team members a confusing mandate / insufficient guideline could confuse the whole process and have them shooting in all directions

59.Why will the idea of team work in solving FineArt’s problem fail?

Because FireArt’s Management team failed to understand team process and benefits of teamwork

Because FineArt’s clearly operates with a traditional, hierarchical management structure

Because FineArt’s is a family business

None of the above

All of the above