Work teams focus on collective performance.

Every group becomes a high-performing team automatically.

In-group favoritism occurs when members of a group see themselves as better than non-members.

Social loafing refers to team members exerting less effort in groups than when working alone.

Norms within a group define acceptable standards of behavior.

A cohesive team always performs better than a non-cohesive one.

Diverse teams tend to be more creative but can face more conflicts.

Team roles refer only to leadership positions.

Self-managed teams operate without a designated leader.

The size of a group does not affect its dynamics.

Storming is the stage where team members establish roles and norms.

Conflict within teams is always detrimental.

Virtual teams operate across time zones and rely heavily on technology for communication.

Team-based structures are appropriate for all types of organizations.

A task group is formed specifically to complete a particular project.

The forming stage is when members get acquainted with each other.

High cohesiveness guarantees high performance.

Team synergy means the team's collective performance exceeds the sum of individual efforts.

Formal groups are created by the organization to accomplish specific goals.

Groups evolve through predictable stages of development.

Conflict resolution within teams is only the responsibility of the team leader.

The effectiveness of a team depends partly on how well roles are allocated.

All work teams are self-managing.

Cross-functional teams include members from different departments.

Motivation is the process that accounts for an individual's intensity, direction, and persistence of effort.

Maslow's hierarchy of needs suggests that individuals are motivated by the need for self-actualization only.

Extrinsic rewards include promotions, bonuses, and recognition.

Intrinsic motivation comes from external rewards.

Herzberg's two-factor theory divides factors into hygiene factors and motivators.

Hygiene factors alone are sufficient to motivate employees.

A leader's emotional intelligence has no effect on team performance.

Transformational leaders inspire followers by creating a shared vision.

Transactional leaders focus primarily on rewards and punishments.

The equity theory of motivation suggests employees compare their inputs and outcomes with others.

Expectancy theory argues that motivation depends only on rewards.

The goal-setting theory emphasizes the importance of clear and specific goals.

Job satisfaction and motivation are interchangeable terms.

Autocratic leaders make decisions independently without employee input.

Participative leadership involves consulting employees before making decisions.

Laissez-faire leadership means the leader actively controls the team's actions.

Leaders cannot influence employee motivation.

Job rotation can enhance employee motivation by reducing boredom.

Intrinsic motivation is associated with personal satisfaction and enjoyment.

Rewarding employees fairly can increase their motivation.

The situational leadership model suggests leadership style should adapt to the readiness of followers.

Motivated employees tend to have higher absenteeism rates.

Leaders who provide frequent feedback help improve employee performance.

A leader's style has no effect on employee satisfaction.

Communication involves the transfer of information and understanding.

The communication process ends when the message is sent.

Effective communication requires both sending and receiving messages accurately.

Noise is any disturbance that interferes with communication.

Non-verbal communication can convey more meaning than verbal communication.

Email is a form of synchronous communication.

Active listening requires paying attention and providing feedback.

Barriers to communication include language differences and cultural factors.

Body language is an example of verbal communication.

Feedback ensures the message was understood correctly.

Filtering occurs when a message is deliberately distorted.

Grapevine communication is always accurate and reliable.

In upward communication, information flows from employees to managers.

Communication through social media always improves organizational effectiveness.

Emotional state can affect how a message is received.

Face-to-face communication allows for better interpretation of emotions.

Encoding is the process of interpreting the message.

In formal communication, information follows official channels.

Jargon can create communication barriers.

Silence can be a powerful form of communication.

Written communication ensures instant feedback.

Communication is only effective when the sender understands the message.

Downward communication flows from managers to employees.

Communicating bad news requires sensitivity and empathy.

Technology eliminates all communication barriers.

Control ensures that organizational activities are aligned with goals.

The first step in the control process is setting performance standards.

Corrective action is not part of the control process.

Participative leaders involve employees in the decision-making process.

Maslow's hierarchy of needs suggests that basic needs must be met before higher-level needs.

Team cohesion can lead to improved communication and collaboration among members.