A highly complex IT project is being tackled by a self-managing team of three technical specialists who had never met each other before.
At first they argued constantly for nearly two days over the best way to tackle the work and what technical software tools to use. Finally these issues were resolved, the team went out for dinner together and they agreed how best to share the workload between them.
After this point, the productivity improved dramatically and good work progress was made. All was going well until two days later when another IT specialist turned up unexpectedly. This person was far less experienced than the other three.
The new arrival explained that he would be taking over as project manager and immediately started to give explicit orders to the team.
In the context of Tuckman's team development theory, which interpretation fits the facts of the scenario.

Which TWO of the following is the Business Strategy of an organisation mainly concerned with?

A, the Project Manager of Team Y, is frustrated at the lack of progress in the implementation of the new IT system. The team has the required skills and working conditions are good.
Which THREE of the following factors can A usefully manipulate to motivate the team to greater effort?

DD is in charge of a group of twelve people involved in complex work. The group work together amicably and DD's leadership is valued. DD is supported by KK, who often deals with the group on behalf of DD.
Recently KK resigned for family reasons, along with another member of the group who became despondent with change and DD has now recruited new members to the group.
DD has found the group dynamics have changed and various members complain about what they are expected to do.
Which of the following is the least appropriate approach that DD should adopt to ensure the group reverts back to its former cohesiveness?

According to the Thomas-Kilmann Conflict Mode Instrument framework, conflict can be managed using which conflict-management dimensions?