Question 1

When conflict arises due to a lack of understanding regarding the work demands of others, ________ is an effective resolution strategy.

Accepted Answer

A) increasing awareness of the sources of conflict 
B) practicing job rotation 
C) increasing diversity awareness 
D) using permanent transfers 
E) dismissing employees 
A) increasing awareness of the sources of conflict 
B) practicing job rotation 
C) increasing diversity awareness 
D) using permanent transfers 
E) dismissing employees

Question 2

To encourage integrative bargaining, managers should

Accepted Answer

A) change to a taller organizational structure. 
B) focus on each party's shortcomings. 
C) emphasize goals to which both parties can agree. 
D) encourage accommodation. 
E) increase diversity awareness. 
A) change to a taller organizational structure. 
B) focus on each party's shortcomings. 
C) emphasize goals to which both parties can agree. 
D) encourage accommodation. 
E) increase diversity awareness.

Question 3

Frank wants to delay production on a product in order to cash in on an impending decrease in raw materials cost. Samuel believes production should start immediately to beat competitors to the market. They resolve their conflict through ________ by agreeing to produce a small number of units immediately and scale up production as costs decrease.

Accepted Answer

A) accommodation 
B) distributive negotiation 
C) avoidance 
D) competition 
E) compromise 
A) accommodation 
B) distributive negotiation 
C) avoidance 
D) competition 
E) compromise

Question 4

Two managers who are competing for the same pool of resources for their project try to convince top management that their project should be a priority for any remaining resources. This represents

Accepted Answer

A) integrative bargaining. 
B) accommodation. 
C) avoidance. 
D) distributive negotiation. 
E) integrative negotiation. 
A) integrative bargaining. 
B) accommodation. 
C) avoidance. 
D) distributive negotiation. 
E) integrative negotiation.

Question 5

Building alliances is a political strategy that

Accepted Answer

A) is useful in the short-term but not an effective strategy for achieving future goals. 
B) ignores organizational politics in favor of a focus on being liked. 
C) works well for intragroup rather than intergroup relationships. 
D) helps managers garner support due to benefits gained through relationships. 
E) by nature eliminates legal and ethical conflicts. 
A) is useful in the short-term but not an effective strategy for achieving future goals. 
B) ignores organizational politics in favor of a focus on being liked. 
C) works well for intragroup rather than intergroup relationships. 
D) helps managers garner support due to benefits gained through relationships. 
E) by nature eliminates legal and ethical conflicts.

Question 6

Competition is ineffective as a conflict-resolution strategy because

Accepted Answer

A) the parties to a conflict make concessions. 
B) the parties to a conflict ignore the problem and do nothing to resolve the disagreement. 
C) the weaker party who gives in might look for ways to get back at the stronger party in the future. 
D) the two sides to a conflict are more concerned about winning the battle, which can escalate tensions. 
E) it does not allow either party to achieve their goals. 
A) the parties to a conflict make concessions. 
B) the parties to a conflict ignore the problem and do nothing to resolve the disagreement. 
C) the weaker party who gives in might look for ways to get back at the stronger party in the future. 
D) the two sides to a conflict are more concerned about winning the battle, which can escalate tensions. 
E) it does not allow either party to achieve their goals.

Question 7

In team meetings, Robin and Adam frequently debate whether employees should volunteer their time at local charities. These colleagues are experiencing ________ conflict.

Accepted Answer

A) unobtrusive 
B) role 
C) cultural 
D) interpersonal 
E) intrusive 
A) unobtrusive 
B) role 
C) cultural 
D) interpersonal 
E) intrusive

Question 8

List the four conflict management strategies focused on individuals that managers can use to reduce conflict within organizations. Provide a specific business example of how each of these strategies could be used by a manager.

Accepted Answer

Increasing awareness of the sources of c

Question 9

Collaboration is when parties in conflict find a solution without making concessions, but in a way that leaves them both better off.

Accepted Answer

A) True 
 B)False

Question 10

In ________, the parties in conflict believe that they have a "fixed pie" of resources that they need to divide.

Accepted Answer

A) distributive negotiation 
B) integrative bargaining 
C) collaboration 
D) compromise 
E) accommodation 
A) distributive negotiation 
B) integrative bargaining 
C) collaboration 
D) compromise 
E) accommodation

Question 11

Avoidance is ineffective as a conflict-resolution strategy because

Accepted Answer

A) it does not address the real source of disagreement. 
B) it escalates levels of conflict as each party tries to outmaneuver the other. 
C) the weaker party who gives in might look for ways to get back at the stronger party in the future. 
D) the two sides to a conflict are more concerned about winning the battle than cooperating. 
E) it allows only one party to achieve its goals. 
A) it does not address the real source of disagreement. 
B) it escalates levels of conflict as each party tries to outmaneuver the other. 
C) the weaker party who gives in might look for ways to get back at the stronger party in the future. 
D) the two sides to a conflict are more concerned about winning the battle than cooperating. 
E) it allows only one party to achieve its goals.

Question 12

By relying on objective information to build support for an initiative, a manager

Accepted Answer

A) causes others to believe that what the manager is proposing is the appropriate or rational thing to do. 
B) can develop mutually beneficial relationships with people both inside and outside the organization. 
C) generates knowledge in all aspects of the organization. 
D) can ensure everyone's personal interests are considered. 
E) ensures that everyone who supports the proposal benefits personally. 
A) causes others to believe that what the manager is proposing is the appropriate or rational thing to do. 
B) can develop mutually beneficial relationships with people both inside and outside the organization. 
C) generates knowledge in all aspects of the organization. 
D) can ensure everyone's personal interests are considered. 
E) ensures that everyone who supports the proposal benefits personally.

Question 13

________ refers to the resolution of differences through compromise or collaboration between the parties in disagreement.

Accepted Answer

A) Functional conflict-resolution 
B) Integrative bargaining 
C) Status inconsistency 
D) Building alliances 
E) Distributive negotiation 
A) Functional conflict-resolution 
B) Integrative bargaining 
C) Status inconsistency 
D) Building alliances 
E) Distributive negotiation

Question 14

If parties in a conflict work on creating new options for joint gain, they

Accepted Answer

A) are still limited by the "fixed pie" of resources that they need to divide. 
B) need to compete for the majority share of the available resources. 
C) may come up with alternatives that could expand the resource pie. 
D) need to focus on their demands instead of their interests. 
E) are adopting a principle of distributive negotiation. 
A) are still limited by the "fixed pie" of resources that they need to divide. 
B) need to compete for the majority share of the available resources. 
C) may come up with alternatives that could expand the resource pie. 
D) need to focus on their demands instead of their interests. 
E) are adopting a principle of distributive negotiation.

Question 15

Following a manager's unexpected retirement, multiple lead members of the group took initiative to address the manager's responsibilities until an official replacement could be named. This situation could create conflict due to

Accepted Answer

A) task interdependence. 
B) different reward systems. 
C) scarce resources. 
D) overlapping authority. 
E) status inconsistency. 
A) task interdependence. 
B) different reward systems. 
C) scarce resources. 
D) overlapping authority. 
E) status inconsistency.

Question 16

Donna is well-respected for her decision-making skills, always supporting her proposals with detailed pro and con insights she gathers from sources with a balance of perspectives. Donna's strategy to ________ facilitates acceptance of her decisions by top management.

Accepted Answer

A) rely on objective information 
B) control the agenda 
C) make herself irreplaceable 
D) focus on win-win solutions 
E) generate resources 
A) rely on objective information 
B) control the agenda 
C) make herself irreplaceable 
D) focus on win-win solutions 
E) generate resources

Question 17

To streamline the sales process, the CEO is implementing several changes that are triggering resistance from some sales teams within the company. To increase his power in order to overcome the resistance and to achieve the desired changes, the CEO should

Accepted Answer

A) deal with the resistance through avoidance. 
B) resolve the conflict through accommodation. 
C) ignore the resistance and proceed. 
D) engage in organizational politics. 
E) engage an arbitrator. 
A) deal with the resistance through avoidance. 
B) resolve the conflict through accommodation. 
C) ignore the resistance and proceed. 
D) engage in organizational politics. 
E) engage an arbitrator.

Question 18

Managers can create mutually beneficial relationships by

Accepted Answer

A) avoiding conflict. 
B) ignoring other managers. 
C) controlling uncertainties. 
D) building alliances. 
E) ignoring organizational politics. 
A) avoiding conflict. 
B) ignoring other managers. 
C) controlling uncertainties. 
D) building alliances. 
E) ignoring organizational politics.

Question 19

What happens when a manager uses the political strategy of being in a central position?

Accepted Answer

A) The overall success of the organization is seen as relying on the manager. 
B) The manager is viewed as being a know-it-all. 
C) He or she can only influence the areas he or she manages. 
D) He or she has power and influence over subordinates but not over other managers. 
E) The access to big picture information becomes an obstacle to success. 
A) The overall success of the organization is seen as relying on the manager. 
B) The manager is viewed as being a know-it-all. 
C) He or she can only influence the areas he or she manages. 
D) He or she has power and influence over subordinates but not over other managers. 
E) The access to big picture information becomes an obstacle to success.

Question 20

By emphasizing superordinate goals, parties facing conflict

Accepted Answer

A) are reminded that they are working together for a larger purpose despite their disagreements. 
B) will more readily revert into a distributive negotiation mode. 
C) focus on getting the majority share of the available resources. 
D) focus on having their specific demands met rather than on their interests. 
E) will more likely take a competitive, adversarial stance. 
A) are reminded that they are working together for a larger purpose despite their disagreements. 
B) will more readily revert into a distributive negotiation mode. 
C) focus on getting the majority share of the available resources. 
D) focus on having their specific demands met rather than on their interests. 
E) will more likely take a competitive, adversarial stance.

When conflict arises due to a lack of understanding regarding the work demands of others, ________ is an effective resolution strategy.

To encourage integrative bargaining, managers should

Two managers who are competing for the same pool of resources for their project try to convince top management that their project should be a priority for any remaining resources. This represents

Building alliances is a political strategy that

Competition is ineffective as a conflict-resolution strategy because

In team meetings, Robin and Adam frequently debate whether employees should volunteer their time at local charities. These colleagues are experiencing ________ conflict.

List the four conflict management strategies focused on individuals that managers can use to reduce conflict within organizations. Provide a specific business example of how each of these strategies could be used by a manager.

Collaboration is when parties in conflict find a solution without making concessions, but in a way that leaves them both better off.

In ________, the parties in conflict believe that they have a "fixed pie" of resources that they need to divide.

Avoidance is ineffective as a conflict-resolution strategy because

By relying on objective information to build support for an initiative, a manager

________ refers to the resolution of differences through compromise or collaboration between the parties in disagreement.

If parties in a conflict work on creating new options for joint gain, they

Following a manager's unexpected retirement, multiple lead members of the group took initiative to address the manager's responsibilities until an official replacement could be named. This situation could create conflict due to

Donna is well-respected for her decision-making skills, always supporting her proposals with detailed pro and con insights she gathers from sources with a balance of perspectives. Donna's strategy to ________ facilitates acceptance of her decisions by top management.

To streamline the sales process, the CEO is implementing several changes that are triggering resistance from some sales teams within the company. To increase his power in order to overcome the resistance and to achieve the desired changes, the CEO should

Managers can create mutually beneficial relationships by

What happens when a manager uses the political strategy of being in a central position?

By emphasizing superordinate goals, parties facing conflict

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Using Advanced Information Technology to Increase Performance

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Exam 17: Managing Conflict, Politics, and Negotiation

When conflict arises due to a lack of understanding regarding the work demands of others, ________ is an effective resolution strategy.

To encourage integrative bargaining, managers should

Two managers who are competing for the same pool of resources for their project try to convince top management that their project should be a priority for any remaining resources. This represents

Building alliances is a political strategy that

Competition is ineffective as a conflict-resolution strategy because

In team meetings, Robin and Adam frequently debate whether employees should volunteer their time at local charities. These colleagues are experiencing ________ conflict.

List the four conflict management strategies focused on individuals that managers can use to reduce conflict within organizations. Provide a specific business example of how each of these strategies could be used by a manager.

Collaboration is when parties in conflict find a solution without making concessions, but in a way that leaves them both better off.

In ________, the parties in conflict believe that they have a "fixed pie" of resources that they need to divide.

Avoidance is ineffective as a conflict-resolution strategy because

By relying on objective information to build support for an initiative, a manager

________ refers to the resolution of differences through compromise or collaboration between the parties in disagreement.

If parties in a conflict work on creating new options for joint gain, they

Following a manager's unexpected retirement, multiple lead members of the group took initiative to address the manager's responsibilities until an official replacement could be named. This situation could create conflict due to

Donna is well-respected for her decision-making skills, always supporting her proposals with detailed pro and con insights she gathers from sources with a balance of perspectives. Donna's strategy to ________ facilitates acceptance of her decisions by top management.

To streamline the sales process, the CEO is implementing several changes that are triggering resistance from some sales teams within the company. To increase his power in order to overcome the resistance and to achieve the desired changes, the CEO should

Managers can create mutually beneficial relationships by

What happens when a manager uses the political strategy of being in a central position?

By emphasizing superordinate goals, parties facing conflict

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Using Advanced Information Technology to Increase Performance

Filters