T F 1. Many group-level variables should be considered as both throughputs and outputs.
T F 2. Competing for high-status positions and influence in decisions is an example of secondary tension.
T F 3. The best action for a group experiencing high secondary tension is to act as if it did not exist, for it will usually dissipate without directly confronting the issue.
T F 4. It is quite normal for small groups to have to deal with both formation and production concerns at the same time.
T F 5. The book Robert's Rules of Order includes rules for members of small groups formed by an organization that adopts Robert as its parliamentary authority.
T F 6. Primary tension can result from both uncertainty about other members and from struggles for power and authority in a group.
T F 7. Formal rules about a designated leader's duties and authority, how to make decisions, and how to make assignments to members can help reduce tensions resulting from power struggles.
T F 8. Any group norm applies to every member of the group.
T F 9. Even very low status members need a way to make meaningful contributions to a group.
T F 10. Norms that emerge during development of a new small group tend to reflect the values and beliefs of the larger cultures(s) with which members identify.
T F 11. Group members often seem to be unaware of norms governing their behaviors as members.
T F 12. Norms are often imposed on committees by the organizations which create them.
T F 13. A large proportion of the maintenance and task functions listed in chapter 7 of Effective Group Discussion are not necessary for a group to be successful and satisfying to members.
T F 14. Norms usually cover a range of behaviors, rather than one specific way of acting as a group member.
T F 15. The three-category scheme (task, maintenance, individual) devised long ago by Benne and Sheats for classifying group member roles has recently been confirmed by empirical investigation.
T F 16. Mudrack and Farrell found that members of actual small groups they observed emphasized maintenance roles as more valuable than task roles.
T F 17. Before a group can be very productive, a relatively stable set of roles must be developed for the members.
T F 18. Tension is normal when members disagree about what solution to adopt or propose.
T F 19. After completing a tough task, members of a group are usually less cohesive than before.
T F 20. Establishing norms is a task function.
21. "Group culture" refers to:
A. one type of tangible outputs from groups.
B. the processes groups manifest while doing their work.
C. values, beliefs, norms, and behavior patterns shared by members of a group.
D. communication and its contexts as components of group life.
E. a combination of how a group functions and the personalities of the members.
22. Small group theorist A. Paul Hare recently recommended that roles of group members be described in
A. sociometric terms, such as "star" and "isolate."
B. emotional terms, such as "clown," "hero," and "bully:"
C. dramaturgical terms, such as "protagonist" and "antagonist."
D. economic terms, such as "asset," "liability," and "positive cost/benefit "
E. words group members will understand, such as "task" and "maintenance."
23. Which pattern of behaviors occurs during initial primary tension?
A. fidgeting, disagreeing, and loud voices
B. exceptional politeness, long pauses, and little disagreeing
C. low attendance, apathy, and failure to arrive at group decisions
D. a lot of leaning forward, animated gesturing, and imitating each other's postures
24. Which list contains only names of maintenance functions?
A. gatekeeping, tension relieving, dramatizing, supporting
B. evaluating, harmonizing, gatekeeping, and showing solidarity
C. gatekeeping, establishing norms, suggesting procedure, and clarifying
D. establishing norms, summarizing, tension relieving, coordinating
25. The best way to treat extended periods of secondary tension in a small group is to
A. vote to settle the tension-producing issue.
B. engage in a fantasy chain to reduce the tension.
C. use formal rules to control the tension producing conflict.
D. stick to the agenda of topics and issues rather than talking about how members feel.
E. openly discuss what is producing the tension, the feelings, and what to do.
26. When you think a norm that is hurting the output of a group to which you were recently appointed, Effective Group Discussion recommends that you
A. observe, describe the norm and its effects, and ask if other members want to change it.
B. accept it, since there is almost nothing a newcomer can do to change a continuing group's norms.
C. ignore it, for it will soon be changed as the group continues its development through time.
D. wait until everyone discovers, as you have, that this is a harmful norm and then suggest changing it.
E. leave the group and find one in which you feel compatible with the norms and procedures.
27. Plas said that successful teams are comprised of
A. individualists who think for themselves.
B. compliant people who go along with strong
leaders.
C. persons who know how to define roles for themselves and adjust to roles of other members.
D. men and women who are free of sex stereotypes, in about equal numbers.
E. people with specific training in group dynamics and problem solving procedures.