MBA 704 EXAM 7 CORE ADVANCED
STRATEGIC MANAGEMENT AND BUSINESS
INTEGRATION REVIEW 2026
◉ Roles.
Answer: Position that has expectations evolving from established
norms
Consists of a pattern of norms; can be acted out by an individual
◉ Informal Work Roles.
Answer: Boundary spanner—bridge between units or other groups
Buffer—filters negative or disappointing information
Lobbyist—tells others how successful/important group is
Negotiator—acts on behalf of group to get resources or make deals
Spokesperson—speaks for the group
,◉ Norm Violation.
Answer: Can result in antisocial behaviors such as theft, harassment,
lying, etc.
Can lead to dissatisfaction with coworkers
◉ Role Ambiguity.
Answer: employee does not know what he/she is supposed to be
doing
◉ Role Conflict.
Answer: employee asked to perform conflicting tasks or task that
contradicts personal values
◉ Risky Shift Problem.
Answer: Belief that a group may make riskier decisions than the
individual members would have on their own
◉ Groupthink.
Answer: Deterioration of mental efficiency, reality testing, and moral
judgment that results from in group pressures (Table 11.2)
Pressure on individual members to conform and reach consensus
,No appraisal of alternative courses of action in a decision
Suppression of deviant, minority, or unpopular views
◉ Social Loafing.
Answer: When members reduce their effort and performance levels
when acting as part of a group
Caused by lack of feedback, non-motivating tasks, lack of
accountability, and not wanting to do more than others
More likely to occur in large teams
Combat with small sizes teams, specialized tasks, accountability
measures, and selection of motivated employees
◉ Teams.
Answer: Different than Work Groups
Shared leadership roles rather than clear leader
Individual and mutual accountability rather than just individual
, Specific purpose rather than just organization's purpose
Collective work-products not just individual work-products
Focus on open-ended, active problem-solving meetings
Performance measured directly through collective work-products
Do real work rather than delegating
go beyond traditional formal work groups by having a collective,
synergistic (whole greater than parts) effect
◉ Cross-Functional Team.
Answer: Made up of individuals from various departments or
functional areas
Need the right members, clear purpose, understanding of how group
will function, team building activities, and early success to keep
morale high
◉ Virtual Team.
STRATEGIC MANAGEMENT AND BUSINESS
INTEGRATION REVIEW 2026
◉ Roles.
Answer: Position that has expectations evolving from established
norms
Consists of a pattern of norms; can be acted out by an individual
◉ Informal Work Roles.
Answer: Boundary spanner—bridge between units or other groups
Buffer—filters negative or disappointing information
Lobbyist—tells others how successful/important group is
Negotiator—acts on behalf of group to get resources or make deals
Spokesperson—speaks for the group
,◉ Norm Violation.
Answer: Can result in antisocial behaviors such as theft, harassment,
lying, etc.
Can lead to dissatisfaction with coworkers
◉ Role Ambiguity.
Answer: employee does not know what he/she is supposed to be
doing
◉ Role Conflict.
Answer: employee asked to perform conflicting tasks or task that
contradicts personal values
◉ Risky Shift Problem.
Answer: Belief that a group may make riskier decisions than the
individual members would have on their own
◉ Groupthink.
Answer: Deterioration of mental efficiency, reality testing, and moral
judgment that results from in group pressures (Table 11.2)
Pressure on individual members to conform and reach consensus
,No appraisal of alternative courses of action in a decision
Suppression of deviant, minority, or unpopular views
◉ Social Loafing.
Answer: When members reduce their effort and performance levels
when acting as part of a group
Caused by lack of feedback, non-motivating tasks, lack of
accountability, and not wanting to do more than others
More likely to occur in large teams
Combat with small sizes teams, specialized tasks, accountability
measures, and selection of motivated employees
◉ Teams.
Answer: Different than Work Groups
Shared leadership roles rather than clear leader
Individual and mutual accountability rather than just individual
, Specific purpose rather than just organization's purpose
Collective work-products not just individual work-products
Focus on open-ended, active problem-solving meetings
Performance measured directly through collective work-products
Do real work rather than delegating
go beyond traditional formal work groups by having a collective,
synergistic (whole greater than parts) effect
◉ Cross-Functional Team.
Answer: Made up of individuals from various departments or
functional areas
Need the right members, clear purpose, understanding of how group
will function, team building activities, and early success to keep
morale high
◉ Virtual Team.
