Top 25 Time Management Quiz Questions

Select one:
a. leaders that are present; leaders that are absent
b. leaders that are absent; leaders that are present
c. many external ties, but cannot bring its members together
d. high internal loyalty, but cannot integrate with others outside the team; many external ties, but cannot bring its members together

Select one:
a. leaders that are present; leaders that are absent
b. leaders that are absent; leaders that are present
c. high loyalty but an inability to integrate with others
d. high internal loyalty, but cannot integrate with others outside the team; many external ties, but cannot bring its members together

Select one:
a. surveying teams (example–a company that takes customer votes on which products to be offered at retail)
b. broadcasting teams (example–an internal affairs department)
c. x-teams – (example–two market competitors teaming up to achieve a shared goal)
d. insulating teams – (example–the scientific team that developed the atomic bomb)

Select one:
a. They concentrate on their internal processes, and simply inform others of what they are doing.
b. They have little outside contact, and make decisions about how to serve its customers from within.
c. They are tasked with letting others outside the team know what they are doing after they have made decisions.
d. They actively tailor their communications to suit the needs, interests, and objectives of the organization.

Select one:
a. They influence organizational development.
b. They create new organizational communities and populations.
c. They are sequestered from the general organizational environment.
d. When they disband, they can create a large amount of employment volatility.

Select one:
a. Broadcasting teams
b. Marketing teams
c. X-teams
d. Surveying teams

Select one:
a. Exploration, exploitation, exportation
b. Exportation, exploration, exploitation
c. Exploitation, exploration, exportation
d. Exploration, exportation, exploitation

Select one:
a. advisor.
b. gatekeeper.
c. interpreter.
d. lobbyist.

Select one:
a. When a person does not have enough responsibility to justify their membership on the team.
b. When a person has too much work to do in the time available.
c. When there is too much overlap among members’ roles on the team.
d. When there are too many people on the team filling too many roles.

Select one:
a. sum total of the skills, talents, abilities, and education of a person’s achievements.
b. organizational strategy of making sure that every team member has sufficient resources to perform their jobs.
c. practice of more talented team members educating less talented team members.
d. value that people add to their teams and organizations through their ties and relationships to other people.

Select one:
a. closed, dense, and self-contained; less dense, more unique, and more varied
b. less dense, more unique, and varied; closed, dense, and self-contained
c. friendship ties; advice ties
d. advice ties; friendship ties

Select one:
a. high cohesion; it leverages diversity
b. increased efficiency; it capitalizes on opportunity
c. groupthink; the power struggles
d. the indispensable members; the biased communication

Select one:
a. power; conflict management
b. conflict management; power
c. high cohesion; greater innovation and diversity
d. greater innovation and diversity; high cohesion

Select one:
a. information broker
b. advice tie
c. trust tie
d. leader

Select one:
a. Teams should strengthen their team cohesion by avoiding socializing informally with anyone except their teammates outside of work.
b. Rapid access to information and political support is greater for teams whose members socialize during their free time with the organization’s upper management.
c. Leaders from whom subordinates sought friendship or advice tend to have relatively negative views of their team’s social structure.
d. Extra team relationships always have a negative impact on team performance.

Select one:
a. Team leaders who do not have well-established relationships with their subordinates make better decisions.
b. Team leaders from whom subordinates seek advice or friendship tend to make better decisions.
c. Team leaders who consult with the leaders of other teams make better decisions.
d. Team leaders who engage their subordinates in conflict make better decisions.

Select one:
a. Obtaining external support
b. Influencing the team
c. Diagnosing member behavior
d. Being socially and politically aware

Select one:
a. determining the brokers in their networks.
b. identifying structural holes in their organization.
c. diversifying their networks.
d. reducing the size of their networks.

Select one:
a. two teams interface directly and interdependently toward the accomplishment of shared goals. Although the teams pursue different proximal goals, they share at least one common goal.
b. a diverse network that crosses organizational boundaries and functional areas to achieve a common goal.
c. a team that is sequestered from the larger corporate environment to accomplish a security-sensitive goal.
d. a team that concentrates on their internal processes, and informs others in a public way of their goal progress.

Select one:
a. Develop networks outside of the organization with professional associations and internally with caucus groups.
b. Actively develop networks with minority groups to gain access to diverse perspectives and ideas.
c. Focus inwardly to increase communication and trust to utilize the benefits of external networks.
d. Actively promote team culture adoption within the larger organization.

Select one:
a. socially accepted modes of interacting, termed gender scripts, built through socializing activities that could have different social connotations between people of the opposite sex.
b. different team expectations in regard to the appropriate career aggressiveness for women.
c. socio-economic differences.
d. insufficient time, between family and career obligations, to build a substantial and diverse career network.

Select one:
a. friends; professionals
b. professionals; friends
c. an emotional and cognitive component; instrumental relationships
d. instrumental relationships; an emotional and cognitive component

Select one:
a. Relationship strength—the intensity of dislike amongst different team members.
b. Reciprocity—if an individual is the object or source of dislike or if the dislike is reciprocated.
c. Expert exchange—the exchange of expertise amongst members.
d. Social distance—if the negative relationship tie is direct or indirect.

Select one:
a. People often place greater value on knowledge that comes from the outside (e.g., competitors and consultants) than the knowledge that comes from the inside (e.g., colleagues).
b. People often place greater value on knowledge that comes from the inside (e.g., colleagues) than the knowledge that comes from the outside (e.g., competitors and consultants).
c. People often place more value on knowledge obtained through first-hand accounts than knowledge obtained through second-hand accounts.
d. People often value technical knowledge more than they value interpersonal knowledge.

Select one:
a. internal knowledge is more readily available and subject to greater scrutiny, whereas “scarce” external knowledge is unique.
b. managers see internal ideas as developmentally finished and irrelevant to their project at hand.
c. managers feel that by using internal resource information they would be giving someone else a chance at getting credit or a reward for a good idea.
d. organizational red tape that slows access to internal knowledge makes managers more interested in researching external knowledge resources.