Assessment
Self-Managing Teams
First Edition
The objectives of this book are:
•
To explain how a group can manage itself
•
To identify qualities of self-managing teams
•
To show how self-managing teams work
To show how power and information are used by self-managing teams
•
Assessment 000-0ACU
03/12/02
Disclaimer: This assessment was written to test the reader on the content of the book. The publisher
and author shall have neither liability nor responsibility to any person with respect to any loss or
damage caused or alleged to be caused directly or indirectly by the assessment contained herein.
© 2001 Crisp Publications, Inc. • 1200 Hamilton Court • Menlo Park • CA • 94025 • CrispLearning.com
Crisp Learning: Self-Managing Teams, First Edition
2
Assessment Questions for
Self-Managing Teams, First Edition
Select the best response.
1. If a team is self-managed:
A. It has total autonomy.
B. There is no visible manager.
C. It works within traditional management structure.
D. The manager is someone within the team.
E. None of the above
2. Today, organizations are forming self-managing teams (SMTs) because they:
A. Lower costs
B. Increase productivity
C. Provide higher motivation
D. Reduce frustration
E. All of the above
3. Organizations today:
A. Must be able to self-correct quickly
B. Need increased creativity
C. Often need to eliminate layers of management
D. Need to lower costs and increase productivity
E. All of the above
4. Self-managed teams do all of the following except:
A. Coordinate with other groups
B. Evaluate performance
C. Function exactly like quality circles
D. Address discipline issues
Assessment 000-0ACU
03/12/02
Crisp Learning: Self-Managing Teams, First Edition
3
5. Company culture is determined by:
A. Corporate officers and top management
B. Employees
C. Customers
D. Consensus
6. Self-managed teams:
A. Replace a responsibility to a supervising manager with responsibility to a
peer group
B. Give you more time for your own work
C. Make your job easier
D. None of the above
E. All of the above
7. Self-managed teams usually have more meetings than authoritarian systems.
A. True
B. False
8. An organizational structure that would support SMTs most likely:
A. Promotes competitive relationships
B. Respects the time needed to complete a process
C. Believes in “playing it safe”
D. Recognizes only departmental contributions
9. Any program involving SMTs will fail unless it has management support
A. True
B. False
10. The goals of the organization and the establishment of SMTs:
A. Are unrelated
B. Must be explicitly connected
Assessment 000-0ACU
03/12/02
Crisp Learning: Self-Managing Teams, First Edition
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11. Management’s greatest contribution to any SMT is to:
A. Acquire resources
B. Avoid political battles
C. Give feedback
D. Establish goals
12. Psychic income is currently viewed as:
A. More important than reasonable financial income
B. A replacement for dwindling management positions
C. A and B
13. The shift in consciousness after establishing SMTs is likely to:
A. Make it impossible to return to old systems
B. Make it easy to re-establish old systems
C. Have little effect on management decision making
D. Have negative consequences
14. Peer pressure within a team:
A. Will probably adversely affect many people
B. Is a means of control
C. Is less effective than control from the top
D. All of the above
15. A good reason not to try SMTs is if:
A. Employees do not understand the process.
B. Top-down management has been successful.
C. Potential members do not possess requisite skills.
16. Establishing a Single Point of Contact for an SMT is important for:
A. Group morale
B. Management control
C. Boundary management
Assessment 000-0ACU
03/12/02
Crisp Learning: Self-Managing Teams, First Edition
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17. Power can be:
A. Formal or informal
B. Evident or hidden
C. Empowering
D. All of the above
18. SMTs’ access to information:
A. Is unnecessary
B. Impedes the information flow
C. May require a contract manager
19. Regarding the daily processes of SMTs:
A. Ground rules are acceptable but not essential.
B. Individuals should solve open-ended problems.
C. Conflict and tension are unacceptable.
D. Political, expert, and personal power are realities.
20. Open-ended problems differ from close-ended problems in that:
A. They have a single best solution.
B. They are more difficult to deal with.
C. Trial and error work best with them.
D. A and B
E. B and C
21. Consensus can best be described as:
A. A substitute for voting
B. A way to eliminate disagreement
C. Controlled conflict
22. “Leveling:”
A. Is most effective in an atmosphere of trust
B. Requires team members to speak up about problems
C. Requires team members to listen to others’ perceptions of problems
D. All of the above
Assessment 000-0ACU
03/12/02
Crisp Learning: Self-Managing Teams, First Edition
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23. SMTs are most likely to have problems in meetings because of:
A. The substance of the discussion
B. The process of the discussion
24. Ground rules:
A. Can be assumed by experienced SMTs
B. May be added or amended as a project progresses
C. Should be established before forming SMTs
25. A written contract:
A. Defines roles and responsibilities
B. Is essential for SMT success
C. Should state team operating rules
D. All of the above
Assessment 000-0ACU
03/12/02
Crisp Learning: Self-Managing Teams, First Edition
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Answer Key for
Self-Managing Teams, First Edition
Recommended response (Corresponding workbook page)
1.
2.
3.
4.
5.
B (2)
E (5)
E (5)
C (6)
A (9)
6. A (29)
7. A (29)
8. B (10)
9. A (13)
10. B (13)
Assessment 000-0ACU
11. D (14)
12. B (35)
13. A (39)
14. B (42)
15. C (46)
16. C (57)
17. D (59)
18. C (60)
19. D (71)
20. E (68)
21. C (72)
22. D (73)
23. B (75)
24. B (89)
25. D (85)
03/12/02