MAN 3240 FINAL EXAM QUESTIONS
AND ALL CORRECT ANSWERS.
Tuckman's Group Development Process - Answer 5-stage theory of group development.
Forming, storming, norming, performing, adjourning.
Forming - Answer (individual): "how do I fit in?" (group): "why are we here?" Group members
tend to be uncertain and anxious about their roles, the people in charge, and the group's goals.
Mutual trust is low.
Storming - Answer (individual): "what's my role here?" (Group): "why are we fighting over who
is in charge and who does what?" Time of testing. Individuals try to determine how they fit into
the power structure. Procrastination may occur.
Norming - Answer (individual): "what do the others expect me to do?" (Group): "can we agree
on roles and work as a team?" Questions about authority and power are resolved through
unemotional, matter-of-fact group discussion. A "we feeling" binding group members together.
Performing - Answer (individual): "how can I best perform my role?" (group): "can we do the
job properly?" Activity focused on solving task problems. Climate for open communication,
strong cooperation, and lots of helping behavior.
Adjourning - Answer (individual): "what's next?" (group): "can we help members transition
out?" Individuals give up a measure of their independence when they join and participate in a
group. Work is done. Time to move on to other things.
Team Building - Answer catchall term for a host of techniques aimed at improving the internal
functioning of work groups. Workshops strive for greater cooperation, better communication,
and less dysfunctional conflict. Intent is to get the groups out of the regular work environment
and interacting with each other in positive ways.
Self-Managed Teams - Answer groups of workers who are given administrative oversight for
their task domains. Administrative oversight involves delegating activities such as planning,
scheduling, monitoring, and staffing. They plan and schedule their work and monitor each
other's work. They work with HR to discipline employees if need be. Tend to be given more
responsibility and are a lot more effective. Not having to go through the chain of command
saves time and money.
In-Group Traits (group think) - Answer o Members view themselves as a collection of unique
individuals, while they stereotype members of other groups as being "all alike."
, o Members see themselves positively and as morally correct, while they view members of other
groups negatively and as immoral.
o View outsiders as a threat.
o Members exaggerate the differences between their group and other groups. This typically
involves a distorted perception of reality.
Bounded Rationality Optimizing - Answer represents the notion that decision makers are
restricted by a variety of constraints when making decisions. The idea that as human beings, we
can only take in so much data, and so our decisions, by default, are flawed. Optimizing is the
idea that rather than trying to find a good enough answer to the problem, that you should try to
find the best given the circumstances.
Satisficing - Answer choosing a solution that meets some minimum qualifications, one that is
"good enough."
Garbage Can Model of Decision-Making - Answer decision-making is sloppy and haphazard.
Decisions result from complex interaction of four independent streams of events: problems,
solutions, participants, and choice opportunities.
Perception Biases - Answer How you feel. Hindsight and overconfidence.
Judgement Heuristics - Answer rules of thumb or shortcuts that people use to reduce
information processing demands. About how you relate the current situation to a previous
experience or how you take early data instead of getting new data.
Availability Heuristic - Answer This heuristic represents a decision maker's tendency to base
decisions on information that is already in memory.
Representativeness Heuristic - Answer This heuristic is used when people estimate the
probability of an event occurring. It reflects the tendency to assess the likelihood of an event
occurring based on one's impressions about similar occurrences.
Confirmation Bias - Answer This bias has two components. The first is to subconsciously
decide something before investigating why it is the right decision. This directly leads to the
second component, which is to seek information that supports our point of view and to
discount information that does not.
Anchoring Bias - Answer This bias occurs when decision makers are influenced by the first
information received about a decision, even if it is irrelevant. This bias happens because initial
information, impressions, data, feedback, or stereotypes solidify our subsequent judgments and
decisions. "Do you think that the population of Iraq is greater than 40 million?"
AND ALL CORRECT ANSWERS.
Tuckman's Group Development Process - Answer 5-stage theory of group development.
Forming, storming, norming, performing, adjourning.
Forming - Answer (individual): "how do I fit in?" (group): "why are we here?" Group members
tend to be uncertain and anxious about their roles, the people in charge, and the group's goals.
Mutual trust is low.
Storming - Answer (individual): "what's my role here?" (Group): "why are we fighting over who
is in charge and who does what?" Time of testing. Individuals try to determine how they fit into
the power structure. Procrastination may occur.
Norming - Answer (individual): "what do the others expect me to do?" (Group): "can we agree
on roles and work as a team?" Questions about authority and power are resolved through
unemotional, matter-of-fact group discussion. A "we feeling" binding group members together.
Performing - Answer (individual): "how can I best perform my role?" (group): "can we do the
job properly?" Activity focused on solving task problems. Climate for open communication,
strong cooperation, and lots of helping behavior.
Adjourning - Answer (individual): "what's next?" (group): "can we help members transition
out?" Individuals give up a measure of their independence when they join and participate in a
group. Work is done. Time to move on to other things.
Team Building - Answer catchall term for a host of techniques aimed at improving the internal
functioning of work groups. Workshops strive for greater cooperation, better communication,
and less dysfunctional conflict. Intent is to get the groups out of the regular work environment
and interacting with each other in positive ways.
Self-Managed Teams - Answer groups of workers who are given administrative oversight for
their task domains. Administrative oversight involves delegating activities such as planning,
scheduling, monitoring, and staffing. They plan and schedule their work and monitor each
other's work. They work with HR to discipline employees if need be. Tend to be given more
responsibility and are a lot more effective. Not having to go through the chain of command
saves time and money.
In-Group Traits (group think) - Answer o Members view themselves as a collection of unique
individuals, while they stereotype members of other groups as being "all alike."
, o Members see themselves positively and as morally correct, while they view members of other
groups negatively and as immoral.
o View outsiders as a threat.
o Members exaggerate the differences between their group and other groups. This typically
involves a distorted perception of reality.
Bounded Rationality Optimizing - Answer represents the notion that decision makers are
restricted by a variety of constraints when making decisions. The idea that as human beings, we
can only take in so much data, and so our decisions, by default, are flawed. Optimizing is the
idea that rather than trying to find a good enough answer to the problem, that you should try to
find the best given the circumstances.
Satisficing - Answer choosing a solution that meets some minimum qualifications, one that is
"good enough."
Garbage Can Model of Decision-Making - Answer decision-making is sloppy and haphazard.
Decisions result from complex interaction of four independent streams of events: problems,
solutions, participants, and choice opportunities.
Perception Biases - Answer How you feel. Hindsight and overconfidence.
Judgement Heuristics - Answer rules of thumb or shortcuts that people use to reduce
information processing demands. About how you relate the current situation to a previous
experience or how you take early data instead of getting new data.
Availability Heuristic - Answer This heuristic represents a decision maker's tendency to base
decisions on information that is already in memory.
Representativeness Heuristic - Answer This heuristic is used when people estimate the
probability of an event occurring. It reflects the tendency to assess the likelihood of an event
occurring based on one's impressions about similar occurrences.
Confirmation Bias - Answer This bias has two components. The first is to subconsciously
decide something before investigating why it is the right decision. This directly leads to the
second component, which is to seek information that supports our point of view and to
discount information that does not.
Anchoring Bias - Answer This bias occurs when decision makers are influenced by the first
information received about a decision, even if it is irrelevant. This bias happens because initial
information, impressions, data, feedback, or stereotypes solidify our subsequent judgments and
decisions. "Do you think that the population of Iraq is greater than 40 million?"
