Question

Quiz #7: All questions are true/false. To be true, the statement must be 100% correct – otherwise, the correct answer is false. If using a Scantron card, mark A for True and B for false. 1. Research has proven (or, at least, signaled) that the smaller groups are more productive than larger groups. 2. Work group norms summarize and complicate the ways groups regulate and regularize group member behavior. 3. Work group norms, typically, develop suddenly, but the process can be slowed down/delayed if members wish. 4. Status differentiation in organizations serves the following purposes: Motivation, identification, dignification, and stabilization. 5. An organization that truly (fairly) rewards high achievement will not experience conflict resulting from status incongruence. 6. The first – and most obvious – consequence of group cohesiveness is membership maintenance (members decide to stay in the group). 7. The more heterogeneous the group, the greater its cohesiveness. 8. Research indicates that a group with low cohesiveness will still reach a high- performance level, IF the group accepts the organization’s goals. 9. Research indicates that a group with high cohesiveness will reach a high-performance level, EVEN if the group does not accept the organization’s goals. 10. Within organizations, we can divide work-roles into three types: task-oriented, relations-oriented, and importance-oriented. 11. The sum total of all the roles assigned to one individual is called a role episode. 12. When a group member receives too many role-related messages, we call it role conflict. 13. There are several functions of work group norms, but identifying the group to third parties (people outside the group) is not one of them. 14. Regarding the various stages of group development, in the "norming" stage, the group focuses its attention on the task – that is, it performs. 15. In the "storming" stage of group development, group members share information, make acquaintances, and test each other. 16. The use of "assessment centers" is a relatively new way to evaluate managers. 17. The behavioral observation scale (BOS) is less demanding of the evaluator than the behaviorally anchored rating system (BARS). 18. The most popular rating method used in organizations today is the "critical incident technique." 19. David McClelland ‘s theory on motivation is inconsistent (diametrically opposed to) with Maslow’s "hierarchy of human needs." 20. Frederick Hertzberg’s theory of motivation was based on his interviews of several hundred blue collar workers. 21. Abraham Maslow based his famous hierarchy on extensive empirical research (specifically, interviews with several hundred engineers and CPAs). 22. In 2021, Maslow’s "hierarchy" has fallen out of favor with the overwhelming majority of this country’s HR specialists. 23. Maslow wrote that the high need for social power is the most important motivator for successful managers. 24. Maslow – but not McClelland – wrote about the need for affiliation. 25. A "manifest need" is whatever is motivating us at a given time. Manifest needs dominate our other needs. 26. Freebie – mark B

Answer 1

Answers to Quiz #7:

1. False

2. True

3. False

4. True

5. False

6.True

7. False

8. False

9. True

10. True

11. True

12. True

13. False

14. False

15. True

16. False

17. True

18. False

19. False

20. True

21. False

22. False

23. False

24. True

25. True

26. Freebie answer: B

Explanation:

Question 1: Research has shown that smaller groups are often more productive than larger groups, but this is not always the case. There are many factors that can affect group productivity, including the group's size, composition, and goals.

Question 3: Work group norms do not typically develop suddenly. Rather, they emerge over time as group members interact with each other and learn what behaviors are acceptable and unacceptable within the group.

Question 5: An organization that rewards high achievement may still experience conflict resulting from status incongruence. This is because individuals may perceive their status to be higher or lower than it actually is, based on factors such as their job title, salary, and level of authority.

Question 7: The more heterogeneous a group is, the lower its cohesiveness is likely to be. This is because it is more difficult for group members to form strong bonds with each other when they come from different backgrounds and have different values.

Question 8: Research has shown that groups with low cohesiveness are less likely to reach high-performance levels, even if they accept the organization's goals. This is because group members are less likely to be motivated to work hard and cooperate with each other when they do not feel a sense of connection to the group.

Question 9: This question is ambiguous. It is possible for a group with high cohesiveness to reach a high-performance level, even if the group does not accept the organization's goals. However, this is more likely to happen if the group is able to isolate itself from the organization and develop its own norms and values.

Question 13: One of the functions of work group norms is to identify the group to third parties.

Question 14: In the "norming" stage of group development, the group focuses its attention on developing and clarifying its norms.

Question 16: Assessment centers have been used to evaluate managers for many years. They are not a relatively new way to do so.

Question 17: The behavioral observation scale (BOS) is more demanding of the evaluator than the behaviorally anchored rating system (BARS). This is because the BOS requires the evaluator to make continuous observations of the employee's behavior, while the BARS requires the evaluator to make only one judgment for each behavior.

Question 18: The most popular rating method used in organizations today is the performance appraisal. The critical incident technique is a less commonly used rating method.

Question 19: David McClelland's theory on motivation is complementary to Maslow's "hierarchy of human needs." McClelland's theory focuses on the three needs for achievement, affiliation, and power, while Maslow's theory focuses on the five levels of human needs, from physiological needs to self-actualization needs.

Question 21: Abraham Maslow based his hierarchy on a combination of clinical observations and his own personal experiences. He did not conduct extensive empirical research.

Question 22: Maslow's hierarchy is still widely used by HR specialists today.

Question 23: Maslow wrote that the high need for social power is one of the most important motivators for successful managers, but it is not the most important motivator.

Question 24: Both Maslow and McClelland wrote about the need for affiliation.

Question 25: A manifest need is a need that is conscious and active at a given time. Latent needs are needs that are unconscious or inactive.