Question 1

When managers obtain their goals via tactics such as sabotage or strikebreaking, they are generally in the ________ stage of Pondy's model.

Accepted Answer

A)  felt conflict 
B)  manifest conflict 
C)  perceived conflict 
D)  latent conflict 
A)  felt conflict 
B)  manifest conflict 
C)  perceived conflict 
D)  latent conflict

Question 2

________ is the power to give such things as pay raises, promotion, praise, and interesting projects to subordinates.

Accepted Answer

A)  Reward power 
B)  Referent power 
C)  Charismatic power 
D)  Information power 
A)  Reward power 
B)  Referent power 
C)  Charismatic power 
D)  Information power

Question 3

Two parties in conflict both want to achieve their goal. Both parties would also like the other party to achieve its goals. This will MOST LIKELY result in ________.

Accepted Answer

A)  competition 
B)  compromise 
C)  collaboration 
D)  accommodation 
A)  competition 
B)  compromise 
C)  collaboration 
D)  accommodation

Question 4

A ________ takes an independent stance and allows the parties to find their own solution to a problem.

Accepted Answer

A)  negotiator 
B)  mediator 
C)  moderator 
D)  arbitrator 
A)  negotiator 
B)  mediator 
C)  moderator 
D)  arbitrator

Question 5

When charismatic power exists, legitimate power, reward power, and coercive power lose their significance.

Accepted Answer

A) True 
 B)False

Question 6

Conflict that progresses to the manifest stage before being resolved has a greater potential to generate a negative conflict aftermath.

Accepted Answer

A) True 
 B)False

Question 7

Managers may form a coalition with other managers to obtain the power they need to influence the decision-making process in their favor.

Accepted Answer

A) True 
 B)False

Question 8

________ is derived from personal characteristics.

Accepted Answer

A)  Personal power 
B)  Legitimate power 
C)  Formal individual power 
D)  Informal individual power 
A)  Personal power 
B)  Legitimate power 
C)  Formal individual power 
D)  Informal individual power

Question 9

As the vice president for production at Acme Products, Bruce Bishop has learned that he can gain support to accomplish his goals by agreeing to support projects advocated by other executives at Acme. This process of trading support for the interests of various individuals or functions can lead to formation of ________.

Accepted Answer

A)  manifest destiny 
B)  political coalitions 
C)  organizational culture based on sharing 
D)  equitable distribution of scarce resources 
A)  manifest destiny 
B)  political coalitions 
C)  organizational culture based on sharing 
D)  equitable distribution of scarce resources

Question 10

It would be incorrect to say that a division or function becomes powerful when the tasks that it performs give it the ability to ________.

Accepted Answer

A)  control the behavior of other divisions or functions 
B)  make other divisions or functions depend on it 
C)  increase its share of organizational resources 
D)  stop working by having other divisions do its work 
A)  control the behavior of other divisions or functions 
B)  make other divisions or functions depend on it 
C)  increase its share of organizational resources 
D)  stop working by having other divisions do its work

Question 11

If the parties in conflict cannot find an equitable solution, a third party may act as a(n)________, or judge, and impose a solution.

Accepted Answer

A)  arbiter 
B)  referee 
C)  mediator 
D)  middle man 
A)  arbiter 
B)  referee 
C)  mediator 
D)  middle man

Question 12

The publicity department of a book publisher was recently publicly praised in a company-wide meeting for their integral part in making the company's latest bestseller a success. A few days after the company meeting, one of the company's managing editors noticed that it was taking the publicity department longer than normal to get back to her critical request for the an author's schedule on an upcoming publicity tour. The managing editor is upset by this delay because in the past, publicity has always been prompt in their response. Which of the following is the MOST LIKELY cause for publicity's delayed response?

Accepted Answer

A)  task interdependence 
B)  incompatible evaluation systems 
C)  differences in functional orientations 
D)  status inconsistencies 
A)  task interdependence 
B)  incompatible evaluation systems 
C)  differences in functional orientations 
D)  status inconsistencies

Question 13

A(n) ________ is a group of managers who have similar interests.

Accepted Answer

A)  coalition 
B)  organization 
C)  network 
D)  consortium 
A)  coalition 
B)  organization 
C)  network 
D)  consortium

Question 14

In general, functions or divisions that can solve the organization's problems and reduce the uncertainty it experiences are the ones that have the most power in the organization.

Accepted Answer

A) True 
 B)False

Question 15

________ usually involves bargaining and negotiation to reach a solution that is acceptable to both parties.

Accepted Answer

A)  Collaboration 
B)  Accommodation 
C)  Compromise 
D)  Avoidance 
A)  Collaboration 
B)  Accommodation 
C)  Compromise 
D)  Avoidance

Question 16

Group A and Group B have conflicting goals. Group A believes its goals are unattainable. Many members of Group A dislike members of Group B and feel that Group B's goals are also unattainable. Group B's projects have resulted in failure after failure, and this has caused low group-efficacy. Members of Group B think members of the Group A are rude and act as if they are better than them. What will MOST LIKELY occur?

Accepted Answer

A)  accommodation 
B)  compromise 
C)  avoidance 
D)  competition 
A)  accommodation 
B)  compromise 
C)  avoidance 
D)  competition

Question 17

Charismatic power is an intense form of expert power.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is NOT a source of informal individual power?

Accepted Answer

A)  referent 
B)  information 
C)  expert 
D)  charismatic 
A)  referent 
B)  information 
C)  expert 
D)  charismatic

Question 19

How is conflict related to performance?

Accepted Answer

A)  As conflict levels rise, performance levels rise along with them. 
B)  Performance increases with conflict up to a point, then conflict causes performance to fall. 
C)  The more conflict in an organization, the lower the performance levels. 
D)  Conflict is unrelated to employee performance unless the conflict is due to scarcity of resources. 
A)  As conflict levels rise, performance levels rise along with them. 
B)  Performance increases with conflict up to a point, then conflict causes performance to fall. 
C)  The more conflict in an organization, the lower the performance levels. 
D)  Conflict is unrelated to employee performance unless the conflict is due to scarcity of resources.

Question 20

Union and management negotiators MOST OFTEN develop ________ relationships with one another and try to cooperate to avoid stalemate.

Accepted Answer

A)  short-term 
B)  one-sided 
C)  adversarial 
D)  long-term 
A)  short-term 
B)  one-sided 
C)  adversarial 
D)  long-term

When managers obtain their goals via tactics such as sabotage or strikebreaking, they are generally in the ________ stage of Pondy's model.

________ is the power to give such things as pay raises, promotion, praise, and interesting projects to subordinates.

Two parties in conflict both want to achieve their goal. Both parties would also like the other party to achieve its goals. This will MOST LIKELY result in ________.

A ________ takes an independent stance and allows the parties to find their own solution to a problem.

When charismatic power exists, legitimate power, reward power, and coercive power lose their significance.

Conflict that progresses to the manifest stage before being resolved has a greater potential to generate a negative conflict aftermath.

Managers may form a coalition with other managers to obtain the power they need to influence the decision-making process in their favor.

________ is derived from personal characteristics.

It would be incorrect to say that a division or function becomes powerful when the tasks that it performs give it the ability to ________.

If the parties in conflict cannot find an equitable solution, a third party may act as a(n)________, or judge, and impose a solution.

A(n) ________ is a group of managers who have similar interests.

In general, functions or divisions that can solve the organization's problems and reduce the uncertainty it experiences are the ones that have the most power in the organization.

________ usually involves bargaining and negotiation to reach a solution that is acceptable to both parties.

Charismatic power is an intense form of expert power.

Which of the following is NOT a source of informal individual power?

How is conflict related to performance?

Union and management negotiators MOST OFTEN develop ________ relationships with one another and try to cooperate to avoid stalemate.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 13: Power, Politics, Conflict, and Negotiation

When managers obtain their goals via tactics such as sabotage or strikebreaking, they are generally in the ________ stage of Pondy's model.

________ is the power to give such things as pay raises, promotion, praise, and interesting projects to subordinates.

Two parties in conflict both want to achieve their goal. Both parties would also like the other party to achieve its goals. This will MOST LIKELY result in ________.

A ________ takes an independent stance and allows the parties to find their own solution to a problem.

When charismatic power exists, legitimate power, reward power, and coercive power lose their significance.

Conflict that progresses to the manifest stage before being resolved has a greater potential to generate a negative conflict aftermath.

Managers may form a coalition with other managers to obtain the power they need to influence the decision-making process in their favor.

________ is derived from personal characteristics.

It would be incorrect to say that a division or function becomes powerful when the tasks that it performs give it the ability to ________.

If the parties in conflict cannot find an equitable solution, a third party may act as a(n)________, or judge, and impose a solution.

A(n) ________ is a group of managers who have similar interests.

In general, functions or divisions that can solve the organization's problems and reduce the uncertainty it experiences are the ones that have the most power in the organization.

________ usually involves bargaining and negotiation to reach a solution that is acceptable to both parties.

Charismatic power is an intense form of expert power.

Which of the following is NOT a source of informal individual power?

How is conflict related to performance?

Union and management negotiators MOST OFTEN develop ________ relationships with one another and try to cooperate to avoid stalemate.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters