Question 1

Inquisition is the most effective third-party conflict resolution method for managers in organizational settings.

Accepted Answer

A) True 
 B)False

Question 2

If conflict was eliminated, organizations would be more productive.

Accepted Answer

A) True 
 B)False

Question 3

Task conflict is less likely to turn into relationship conflict when team members

Accepted Answer

A) have higher emotional intelligence. 
B) learn how to argue more forcefully with each other. 
C) have high differentiation. 
D) use a forcing style of conflict resolution. 
E) have competitive team norms. 
A) have higher emotional intelligence. 
B) learn how to argue more forcefully with each other. 
C) have high differentiation. 
D) use a forcing style of conflict resolution. 
E) have competitive team norms.

Question 4

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Accepted Answer

A) True 
 B)False

Question 5

Mergers and acquisitions tend to increase conflict due to different values and beliefs.

Accepted Answer

A) True 
 B)False

Question 6

It wasn't until the 1950s that conflict management experts such as Elton Mayo began to embrace the "optimal conflict" perspective.

Accepted Answer

A) True 
 B)False

Question 7

The approach to negotiation that employs win-lose strategies and tactics is called distributive bargaining.

Accepted Answer

A) True 
 B)False

Question 8

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Accepted Answer

A) True 
 B)False

Question 9

Two employees from different departments who are evaluated on different performance criteria and receive different reward systems are likely to experience conflict due to goal incompatibility.

Accepted Answer

A) True 
 B)False

Question 10

Expert negotiators tend to

Accepted Answer

A) tell the other party how lucky they are to be offered such a generous deal. 
B) carefully think through their goals, BATNA, and their resistance point. 
C) ask probing questions and listen intently to the answers. 
D) do all of these. 
E) carefully think through their goals, BATNA, and their resistance point and ask probing questions and listen intently to the answers. 
A) tell the other party how lucky they are to be offered such a generous deal. 
B) carefully think through their goals, BATNA, and their resistance point. 
C) ask probing questions and listen intently to the answers. 
D) do all of these. 
E) carefully think through their goals, BATNA, and their resistance point and ask probing questions and listen intently to the answers.

Question 11

According to the literature on organizational conflict, task conflict

Accepted Answer

A) is a positive form of conflict in organizations. 
B) is the only conflict management style that has high assertiveness and low cooperativeness. 
C) should never be used as a conflict management strategy. 
D) is one of the most common outcomes of conflict. 
E) is the main source of conflict in organizations. 
A) is a positive form of conflict in organizations. 
B) is the only conflict management style that has high assertiveness and low cooperativeness. 
C) should never be used as a conflict management strategy. 
D) is one of the most common outcomes of conflict. 
E) is the main source of conflict in organizations.

Question 12

The bargaining zone model states that

Accepted Answer

A) win-lose negotiations typically begin by each party communicating its resistance point. 
B) the physical space around the negotiations affects the negotiation outcome. 
C) the negotiation process moves each party along a continuum with an area of potential overlap. 
D) the best negotiations occur in a neutral territory. 
E) negotiators must try to move the other party from a win-lose orientation towards a win-win orientation. 
A) win-lose negotiations typically begin by each party communicating its resistance point. 
B) the physical space around the negotiations affects the negotiation outcome. 
C) the negotiation process moves each party along a continuum with an area of potential overlap. 
D) the best negotiations occur in a neutral territory. 
E) negotiators must try to move the other party from a win-lose orientation towards a win-win orientation.

Question 13

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

Accepted Answer

A) Avoiding 
B) Yielding 
C) Problem solving 
D) Compromising 
E) Forcing 
A) Avoiding 
B) Yielding 
C) Problem solving 
D) Compromising 
E) Forcing

Question 14

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Accepted Answer

A) Problem solving 
B) Avoiding 
C) Forcing 
D) Yielding 
E) Both yielding and problem solving have mostly or completely a win-win orientation. 
A) Problem solving 
B) Avoiding 
C) Forcing 
D) Yielding 
E) Both yielding and problem solving have mostly or completely a win-win orientation.

Question 15

Research indicates that we rarely experience task and relationship conflict together.

Accepted Answer

A) True 
 B)False

Question 16

Moderate levels of conflict produce improved decision making

Accepted Answer

A) True 
 B)False

Question 17

Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?

Accepted Answer

An increasingly diverse workforce requir

Question 18

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Accepted Answer

A) Forcing 
B) Passive-aggressive 
C) Avoiding 
D) Compromising 
E) Problem-solving 
A) Forcing 
B) Passive-aggressive 
C) Avoiding 
D) Compromising 
E) Problem-solving

Question 19

A major game software firm experienced conflict between the young Internet-savvy employees who designed the games and the older computer-illiterate executives who ran the company. The company hired coordinators who could work with the executives but were computer literate and therefore respected by the development staff members. By hiring these coordinators as liaisons between the executives and employees, the company would:

Accepted Answer

A) reduce conflict by clarifying rules and procedures. 
B) reduce conflict by creating superordinate goals. 
C) reduce conflict by using integrators. 
D) increase conflict by increasing task interdependence. 
E) increase conflict between developers and executives by reducing communication. 
A) reduce conflict by clarifying rules and procedures. 
B) reduce conflict by creating superordinate goals. 
C) reduce conflict by using integrators. 
D) increase conflict by increasing task interdependence. 
E) increase conflict between developers and executives by reducing communication.

Question 20

GlobalCo formed a task force consisting of eight employees from four culturally diverse countries who have not previously met. The task force must work closely together for a month to solve a troublesome customer problem. These employees have similar technical training, but they have different religious beliefs, different languages, and different standards of living. If these employees experience conflict, this conflict might be caused by:

Accepted Answer

A) communication problems. 
B) differentiation. 
C) task interdependence. 
D) all of these factors. 
E) differentiation and communication problems, but not task interdependence. 
A) communication problems. 
B) differentiation. 
C) task interdependence. 
D) all of these factors. 
E) differentiation and communication problems, but not task interdependence.

Inquisition is the most effective third-party conflict resolution method for managers in organizational settings.

If conflict was eliminated, organizations would be more productive.

Task conflict is less likely to turn into relationship conflict when team members

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Mergers and acquisitions tend to increase conflict due to different values and beliefs.

It wasn't until the 1950s that conflict management experts such as Elton Mayo began to embrace the "optimal conflict" perspective.

The approach to negotiation that employs win-lose strategies and tactics is called distributive bargaining.

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Two employees from different departments who are evaluated on different performance criteria and receive different reward systems are likely to experience conflict due to goal incompatibility.

Expert negotiators tend to

According to the literature on organizational conflict, task conflict

The bargaining zone model states that

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Research indicates that we rarely experience task and relationship conflict together.

Moderate levels of conflict produce improved decision making

Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 11: Conflict and Negotiation in the Workplace

Inquisition is the most effective third-party conflict resolution method for managers in organizational settings.

If conflict was eliminated, organizations would be more productive.

Task conflict is less likely to turn into relationship conflict when team members

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Mergers and acquisitions tend to increase conflict due to different values and beliefs.

It wasn't until the 1950s that conflict management experts such as Elton Mayo began to embrace the "optimal conflict" perspective.

The approach to negotiation that employs win-lose strategies and tactics is called distributive bargaining.

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Two employees from different departments who are evaluated on different performance criteria and receive different reward systems are likely to experience conflict due to goal incompatibility.

Expert negotiators tend to

According to the literature on organizational conflict, task conflict

The bargaining zone model states that

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Research indicates that we rarely experience task and relationship conflict together.

Moderate levels of conflict produce improved decision making

Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters