CIPS L3M4 Team Dynamics and Change Exam Practice Test

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Total 90 questions
Question 1

'Collaborate, communicate, XXXX and coerce'. Select the missing term.



Answer : D

'Collaborate, communicate, direct and coerce.'

Methods of communicating change. These terms are taken directly from your syllabus for this sub-ject, and reflect a decreasingly co-operative approach to communicating / implementing change.

Managers can decide where they wish to be on this spectrum of behaviours, rather like McGregor suggests with Theory X and Y.


Question 2

R Meredith Belbin made a distinction in his work between 'solo leaders', who were kind-of historic leaders; and 'team leaders' who are seen as being leaders for modern times, or of the future.

From the list shown, select the one answer which represents the solo leader, rather than the team leader.



Answer : D

The correct answer to the QUESTION NO : is: 'Sets objectives and separate tasks for individual team mem-bers'.

So in a sense, the 'team leader' allows the group to function / facilitates the group's success; where the 'solo leader' is more directive and 'involved'. If you have experience of military leadership you may wish to reflect on which camp those leaders fall into.


Question 3

A psychological view in which an employee treats the business and the work as if it were their own:



Answer : B

Work ownership - the idea that a person 'takes ownership' of their work, and thus performs better.

A sub-set could be problem ownership - taking ownership of workplace problems because of work ownership.


Question 4

According to CIPS / Profex, which of the following are not external stakeholders? Select two.



Answer : A, B

Lenders such as banks, and shareholders are connected stakeholders, thus they are not external.

The media and trade unions are external.


Question 5

'The power of an individual to persuade others may come from perceived attractiveness and right to be given respect' Which of French and Raven's categorisations applies here?



Answer : C

The answer is 'referent power'.

An example might be a long-standing employee who 'knows the ropes' and helps others. Or it may be a famous person whose fame gives them power.

In some sources this may be known as 'charisma power'.

For me a great example of this form of power is Bill Clinton, who combined his allegedly substan-tial charisma, along with legitimate power and informational power. Presumably as US President, he also had access to coercive power as well as reward power. A powerful guy in a powerful position. People who have dealt with him long after he ceased to be the President say that his referent / cha-risma power lives on, hugely.


Question 6

Which one of the Tuckman stages of team development is being described here?

'..the team struggles to come together ... conflict ... competing for status and position'



Answer : A

'Conflict' gives us the clue.

Storming.

The other answers shown come from the same model - check them out in your textbook if you need to.


Question 7

Peter Scholtes identified ten behaviours (have you noticed ho it's always ten, never nine or eleven?) which commonly create problems in teams. Which are the three out of the four shown, which are genuine Scholte terms to describe these undesirable behaviours?



Answer : A, B, D

The three terms which Scholtes actually used are feuding, plops and wanderlust. Jousting is entirely made-up for this test.

Feuds are arguments based on personality or background.

Plops are ideas expressed by a team member, and ignored by everyone else. They just plop and are ignored.

Wanderlust is when the team or elements of it go off at a tangent, discussing irrelevant issues.


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Total 90 questions