fasset team qusetion answers v4
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Building and Maintaining aTeam
Andre OCallaghan
July August 2010
ALL RIGT! R"!"R#"$ CO%&RIGT
The views expressed in this document are not necessarily those of the FassetSeta.
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!"CTIO) 1
Intr.du-ti.n t. Teams
'. 4ffective teams can5
a. Be bought
b. &ot be faked
c. Be created through trust and safety
d. 4xist without having a common goal
!. 3 team can only be a team when5
a. *eople know each other and willingly form a group
b. The principle of consultative decision-making is applied
c. They have a leader
d. Team members are interdependent
%. 0onditions for effective teaming include5
a. 3de#uate sharing amongst team members
b. 3 common purpose
c. *assion in the team
d. 0ommitment to the team
!"CTIO) 2
Team $ynami-s
). The key aspects of any team dynamic are5
a. *ersonalities of team members
b. *ower games
c. eadership
d. The climate in the team
". 6ey ingredients for accountability and engagement in a team are5
a. Team members7 emotional intelligence
b. 4nergy of team members and their attitude
c. 0larity of individual goals
d. The social networks in the team
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!"CTIO)
Team 'un-ti.ns
+. 3ll teams should have the following functions5
a. nspecting
b. *romoting
c. (riving
d. 0ompromising
!"CTIO)
Ty/es . teams and their /ur/.se
,. the following are examples of team types at work5
a. Social clubs
b. *ro8ect teams
c. (epartments
d. 9ead offices
!"CTIO) 3
Team !tages
. :hen a team is in its storming phase; the key leadership focus should be5
a. *roviding strong direction
b. Facilitating interdependence
c. 3llowing people to vent frustrations
d. 3ssisting with personal problems
/. The behaviours
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d. 3sking for feedback
!"CTIO) 4
Team Building
''. 4xperiential team-building focuses on5
a. *ersonal awareness and insightsb. Team behaviours and team leadership
c. *ersonal storytelling
d. 6ey performance areas
'!. 6ey building blocks for any team building should include5
a. Social get-togethers
b. *laying as a team
c. (efining a mission and vision
d. =iving people the opportunity to relax together
'%. 4ffective teams5
a. *lay the politics better than other teams
b. 9ave more power
c. &ever need to ask for help
d. (o not tolerate failure
!"CTIO) 5
Maintaining teams
'). >ne of the key traps in maintaining teams is5
a. Micromanaging the team
b. (elegation
c. 3llowing failure
d. 9aving a team charter
'". (elegation will be effective when5
a. ?ou only delegate routine tasks
b. ?ou delegate the tasks you don7t have the skills for
c. &ew tasks
d. ?ou delegate responsibility and authority
'+. nnovation in teams are largely dependent on5
a. The @7s of team members
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b. *ersonality types in the team
c. The team culture
d. 9aving clear rules
',. :hen teams focus only on their own priorities and what is convenient for them; theyfell into the trap of5
a. >ur world is the only world
b. *oor communication
c. 3 lack of new stimuli
d. 1eality distortion
'. Toxic teams are the result of5
a. (iversity
b. *ersonality clashes
c. &egative attitudes
d. *oor structures
!"CTIO) 6
Team Leadershi/ and Team Mem7ershi/
'/. To motivate a team you need to5
a. 6now the theories of motivation
b. Show unconditional trust
c. 0hallenge the teamd. Be known to staff
!$. :hen a team is in its storming phase; the appropriate leadership style should be5
a. Aalidating
b. 0ollaborating
c. Structuring
d. 1esolving
!"CTIO) 8
Change in Teams
!'. The biggest factors impacting on how teams react to change include5
a. *erceptions of loss
b. Fear of the unknown
c. ack of emotional resilience
d. 1umours
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!"CTIO) 10
'uture teams
!!. 1esearch suggests the following changes
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A)!,"R!
Building and Maintaining a Team2uly - 3ugust !$'$
Question Answer
1 b c
2 c d
3 3ll of the above
4 b; c c
5 b
6 a b
7 b; c d
8 c
9b c
10 b
11 b
12 c
13 &one of the above
14 a
15 d
16 c
17 d
18 a; b c
19 b c
20 d
21 a b
22 c d
23 a c
24 3ll of the above
25 a; c d