BUSI 682 BUSI682 Final Exam (Liberty University)

BUSI 682 BUSI682 Final Exam (Liberty University)


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BUSI682 Final Exam (Liberty University)

  • During the storming stage of team formation group members are often unclear on the exact purpose of the team or the scope of the project and become more familiar with new teammates.
  • Compromising is when an individual neglects his/her own concerns to satisfy the concerns of the other person and yields to another’s point of view.
  • Action learning is a dynamic process that is appropriate to mature learners as it simulates learning at both the cognitive and affective levels.
  • Simplification is about figuring out what we don’t have to do.
  • Complexity and uncertainty tend to be the fuel of project chaos
  • The secret in any negotiation is to be able to illustrate the common advantages to both parties and to connect these advantages so they are balanced
  • Complexity is a big contributor to chaos. 
  • The adult learner enters a learning activity with little experience that young learners, and so has a narrower basis for new learning.
  • Cross cultural conflict occurs in conditions where the concerns of two parties from different cultures appear to be in compatible to one or both of the cultures.
  • The scope of a project is the main driver of schedules, resources, and budgets.
  • A behavior that helps build a trust climate is to look on expressions of feelings and doubts as signs of weakness.
  • The Parkinson’s Law tells us that if something can go wrong it will go wrong
  • It is very likely that many projects are tipped into chaos as the strategy changes
  • A lot of mistakes are made in the storming stage of team development.
  • Conflict occurs in situations when the concerns of two parties appear to be incompatible and begins when one party perceives that the other party perceives that the other party has frustrated, or is about to frustrate a concern
  • The Murphy’s Law tells us that people, on average, will delay the start of activity.
  • The Student Syndrome Law implies that work expands to fill the allocated time.
  • A typical mistake of the inexperienced project manager is to treat all projects as though they were the same.
  • A team can be defined as a number of persons working in some joint action.
  • Culturally diverse teams have the potential for lower productivity than culturally homogeneous groups, but greater risk of loss arising from a faulty process.
  • The most significant contribution a project leader can make to her team is to demonstrate persistence and optimism.
  • Accommodating is a method of dealing with conflict where an individual does not address conflict. This may take the form of diplomatically sidestepping an issue or postponing the discussion of an issue.
  • Disconnects occur most often when the project planning and control system mirrors the reality of the project. 
  • The performing stage of team development is characterized by team members that are now ready to get down to the task at hand. They understand the rules and roles of the team and begin to emphasize achieving results.
  • Negotiation always involves two or more parties with both common interests and conflicting interests and conflicting interests, who enter a process of interacting together with the goal or outcome of reaching some kind of agreement.
  • Collaboration attempts to recognize both parties’ goals while finding solutions that fully satisfy one party.
  • Selling simplicity as a means for piling on more work will only decrease stress and decrease commitment to simplification
  • Chaos theory suggests that complex beginnings can lead to ordered outcomes while as the complexity theory suggests that simple beginnings can lead to complex outcomes.
  • Competing is a method of dealing with conflict that is assertive and power – oriented mode whereby one uses whatever power seems appropriate to win ones’ own position.
  • Senge outlines the three fundamental challenges in any change process namely analyzing, sustaining, and redesigning.
  • The challenger’ is problem oriented and is not afraid to question the wisdom of the group.
  • ‘The collaborator’ is interested in maintaining good relationships between all team players and wants to make sure that all members are heard and valued.
  • The communicator is concerned about the team’s mission and tends to focus on the big picture.
  • No-Brainers are the same as Disconnects. Team members are instinctively certain about what to do next even when there is no formal project plan providing detailed documentation of next steps to be performed.
  • Simplification can help project stakeholders focus on the project through greater clarity combined with decreased capacity to get the work done.
  • One of the biggest barriers identified in the performing stage of team development is the inability of project team members to focus their attention on the task at hand.
  • One of the benefits to the project is managed well is that it leads to new ways for handling relationships.
  • One of the consequences of the Parkinson’s Law is that most people tend to pad time estimates and then take the full amount of the estimated time.
  • The competing style of dealing with conflict implies an assertive and power-oriented mode whereby one uses whatever power seems appropriate to win one’s position.
  • The complex theory suggests that they starting point, or initial conditions, of the system can lead to complex and unpredictable results.
  • In synergistic negotiations, resources are seen to be limited, that is, there is a fixed pie
  • In order to preclude a trust climate trust, gossip about and disparage others on the staff when they are not present.
  • Effective teams are characterized by people of similar backgrounds, talents, and personalities.
  • Simplification is all about efficiency
  • During the forming stage of team formation, project team members become more comfortable working with each other and with the group’s methods for completing the tasks.
  • Adults enter a learning activity with less immediate intentions to apply the learning to work or life problems.
  • The principle value of action learning is that it is designed to promote positive and constructive change in people and their organizations through increased awareness, knowledge, and skills.
  • When project team members are confused about what to do next with the steps are well defined in the project plan, we label this piece of the project a Disconnect.
  • Under the strategic negotiation model, resources are seen to be unlimited, that is, there is plenty of pie for everyone.

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