Quiz
PSY204 Group Processes and Leadership
Questions in this quiz (28)
1Two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition.
- AGroup (p. 276)
- BEntitativity (p. 276)
- CCommon bond (p. 277)
- DAggregates (p. 277)
2Dynamic relationship between the group and its members that describes the passage of members through a group in terms of commitment and of changing roles.
- AGroup socialisation (p. 296)
- BRole transition (p. 297)
- CGroup cohesiveness (p. 293)
- DGroup effects (p. 278)
3What are the three basic processes of group socialisation?
- AEvaluation (p. 297)
- BCommitment (p. 297)
- CRole transition (p. 297)
- DCohesiveness (p. 293)
- ESocial attraction (p. 295)
4Tuckman’s Five-Stage Developmental Sequence.
- AForming
- BStorming
- CNorming
- DConforming
- EPerforming
- FAdjourning
5Division of a group into different roles that often differ with respect to status and prestige.
- AGroup structure (p. 304)
- BExpectation status theory (p. 307)
- CGroup socialisation (p. 296)
- DSocial attraction (p. 295)
6Features of group structures.
- ANorms (p. 300)
- BRole (p. 305)
- CStatus (p. 306)
- DCommunication network (p. 308)
- EDeviants (p. 311)
7The property of a group that affectively binds people, as group members, to one another and to the group as a whole, giving the group a sense of solidarity and oneness.
- AGroup cohesiveness (p. 293)
- BGroup socialisation (p. 296)
- CGroup task (p. 285)
- DGroup effects (p. 278)
8Attitudinal and behavioural uniformities that define group membership and differentiate between groups.
- ANorms (p. 300)
- BStereotype (p. 301)
- CFrame of reference (p. 302)
- DMorality (p. 304)
9An improvement in the performance of well-learned/ easy tasks and a deterioration in the performance of poorly learned/ difficult tasks in the mere presence of members of the same species.
- ASocial facilitation (p. 279)
- BDrive theory (p. 279)
- CEvaluation apprehension model (p. 281)
- DSocial impact (p. 287)
10Arousal that motivates performance of habitual behaviour patterns.
- ADrive theory (p. 279)
- BEvaluation apprehension model (p. 281)
- CDistraction-conflict theory (p. 282)
- DSocial facilitation (p. 279)
11Drive because people have learned to be apprehensive about being evaluated.
- AEvaluation apprehension model (p. 282)
- BDrive theory (p. 279)
- CDistraction-conflict theory (p. 284)
- DSocial facilitation (p. 279)
12Drive because people are distracting and produce conflict between attending to the task and to the audience.
- ADistraction-conflict theory (p. 282)
- BDrive theory (p. 279)
- CSocial facilitation (p. 279)
- DEvaluation apprehension model (p. 281)
13A reduction in individual effort when working on a collective task (one in which our outputs are pooled with those of other group members) compared with working either alone or co-actively (our outputs are not pooled).
- ASocial loafing (p. 288)
- BFree-rider effect (p. 289)
- CSocial compensation (p. 291)
- DMatching to standard (p. 290)
14Gaining the benefits of group membership by avoiding costly obligations of membership and by allowing other members to incur those costs.
- ASocial loafing (p. 288)
- BFree-rider effect (p. 289)
- CSocial compensation (p. 291)
- DSocial impact (p. 291)
15Increase effort on a collective task to compensate for other group members’ actual, perceived or anticipated lack of effort or ability.
- ASocial compensation (p. 291)
- BSocial loafing (p. 288)
- CEvaluation apprehension (p. 290)
- DFree-rider effect (p. 289)
16Getting group members to achieve the group’s goals.
- ALeadership (p. 322)
- BGroup decisions (p. 322)
- CGreat person theory (p. 324)
- DSituational perspectives (p. 326)
17Leaders who use a style based on giving orders to followers.
- AAutocratic leaders
- BDemocratic leaders
- CLaissez-faire leaders
- DFriendly leaders
18Leaders who use a style based on consultation and obtaining agreement and consent from followers.
- ADemocratic leaders
- BAutocratic leaders
- CLaissez-faire leaders
- DDistinguished leaders
19Leaders who use a style based on disinterest in followers.
- ALaissez-faire leaders
- BDemocratic leaders
- CAutocratic leaders
- DReliable leaders
20Explicit or implicit decision-making rules that relate individual opinions to a final group decision.
- ASocial decision making (p. 347)
- BSituational control (p. 331)
- CNormative decision theory (p. 333)
- DSocial transition scheme (p. 348)
21Types of group decision making.
- AUnanimity
- BMajority wins
- CTruth wins
- DTwo-thirds win
- EFirst shift
- FOverrule
- GDictatorship
22Uninhabited generation of as many ideas as possible in a group, in order to enhance group creativity.
- ABrainstorming (p. 348)
- BIllusion of group effectivity (p. 350)
- CGroup memory (p. 351)
- DGroup think (p. 354)
23A mode of thinking in highly cohesive group in which the desire to reach unanimous agreement overrides the motivation to adopt proper rational decision-making procedures.
- AGroup think (p. 354)
- BBrainstorming (p. 348)
- CGroup polarisation (p. 356)
- DGroup mind (p. 353)
24Tendency for group discussion to produce more extreme group decisions than the mean of members’ pre-discussion opinions, in the direction favoured by the mean.
- AGroup polarisation (p. 356)
- BSocial comparison (p. 357)
- CGroup think (p. 354)
- DBrainstorming (p. 348)
25All group members need to agree on decisions.
- AUnanimity (p. 348)
- BMajority wins (p. 348)
- CFirst shift (p. 348)
- DTwo-thirds majority (p. 348)
26Majority percentage of group agrees on a consensus.
- AMajority wins (p. 348)
- BUnanimity (p. 348)
- CTwo-thirds majority (p. 348)
- DTruth wins (p. 348)
27Discussion about solution that can be demonstrated to be correct.
- ATruth wins (p. 348)
- BFirst shift (p. 348)
- CTwo-thirds majority (p. 348)
- DMajority wins (p. 348)
28The group ultimately adopts a decision in line with the direction of the first idea in opinion shown by any member of the group.
- AFirst shift (p. 348)
- BTruth wins (p. 348)
- CMajority wins (p. 348)
- DTwo-thirds majority (p. 348)
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- PSY204 Quiz on PSY204 Group Processes and Leadership, created by Stephanie Moore on 10/11/2019.
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- Stephanie Moore
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