Exam 12: Managing New Product Development Teams

A) The larger a team is, the easier it is to foster a shared sense of identity among team members.
B) As the size of a team increases, the potential for social loafing increases.
C) Formation of cross-functional teams hinders the cross-fertilization of ideas.
D) Increasing the diversity of team members eliminates the possibility of homophily.

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To ensure that members have a clear focus and commitment to the development project,many organizations now have heavyweight and autonomous teams develop a project charter and contract book.The project charter encapsulates the project's mission and articulates exact and measurable goals for the project.It might include a vision statement for the project and a background statement for why this project is important for the organization.The charter may describe who is on the team,the length of time members will spend on the team,and the percentage of their time that will be spent on team activities.It may also stipulate the team's budget,its reporting timeline,and the key success criteria of the project. Once the team charter is established,core team members and senior managers must negotiate a contract book.The contract book defines in detail the basic plan to achieve the goal laid out in the project charter.Typically,the contract book will estimate the resources required,the development time schedule,and the results that will be achieved.The contract book provides a tool for monitoring and evaluating the team's performance in meeting objectives by providing a set of performance benchmarks and deadlines to which the team's performance can be compared.More important,however,the contract book is an important mechanism for establishing team commitment to the project and a sense of ownership over the project.After negotiation and acceptance of this contract,all parties often sign the contract book as an indication of their intention to honor the plan and achieve the results.Team members who sign the contract book typically feel a greater sense of duty to work toward the project's goals.

A) Lightweight teams are typically permanent.
B) Lightweight teams do not have dedicated liaison personnel.
C) Lightweight teams are most appropriate for projects where high levels of coordination are required.
D) Lightweight teams are comprised of members who still reside in their functional departments.

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A) a broader knowledge base.
B) lesser cross-fertilization of ideas.
C) homophily.
D) social loafing.

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A) Heavyweight teams have strong cross-functional coordination.
B) The team structure of heavyweight teams increases the possibility of social loafing.
C) Heavyweight teams are typically permanent.
D) The team structure of heavyweight teams decreases the cross-fertilization of ideas.

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A) has been involved in whistle-blowing activities.
B) has been discriminating against colleagues belonging to minority groups.
C) has not been putting much effort into the team's work.
D) has stolen office property.

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A) must be located in the same office.
B) may live great distances apart.
C) are always collocated.
D) must belong to the same country.

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A) free riding.
B) social loafing.
C) homophily.
D) groupthink.

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A) cross-functional team.
B) laggard team.
C) homogenous team.
D) self-directed work team.

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A

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In functional teams,members remain in th...

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A) Project managers of heavyweight teams lack the authority to command resources.
B) Heavyweight teams are always temporary.
C) In heavyweight teams, members are collocated with the project manager.
D) Heavyweight teams are considered inappropriate for platform projects.

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C

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Due to the nature of an autonomous team,...

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