Question 1

In one survey more than 50 percent of employees in Germany complained that conflict was consuming their workday.

Accepted Answer

A) True 
 B)False

Question 2

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

Accepted Answer

A) True 
 B)False

Question 3

What effect does making concessions have on negotiations?

Accepted Answer

A) Concessions enable the parties to move towards the area of potential agreement. 
B) Concessions symbolize each party's motivation to bargain in good faith. 
C) Concessions communicate to the other party the relative importance of negotiating items. 
D) Concessions have all of these effects on negotiations. 
E) Concessions have none of these effects on negotiations. 
A) Concessions enable the parties to move towards the area of potential agreement. 
B) Concessions symbolize each party's motivation to bargain in good faith. 
C) Concessions communicate to the other party the relative importance of negotiating items. 
D) Concessions have all of these effects on negotiations. 
E) Concessions have none of these effects on negotiations.

Question 4

Employees in engineering and marketing often disagree with each other,mainly because they hold divergent beliefs and attitudes due to their unique backgrounds,experiences,and training.The most apparent source of conflict here is:

Accepted Answer

A) task interdependence. 
B) differentiation. 
C) goal incompatibility. 
D) scarce resources. 
E) ambiguity. 
A) task interdependence. 
B) differentiation. 
C) goal incompatibility. 
D) scarce resources. 
E) ambiguity.

Question 5

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

Accepted Answer

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

Question 6

You have a high BATNA when:

Accepted Answer

A) your estimated cost of walking away from the relationship is high. 
B) your estimated cost of walking away from the relationship is low. 
C) you have a no concerns about losing face. 
D) you have a high need to save face. 
E) None of these statements are correct. 
A) your estimated cost of walking away from the relationship is high. 
B) your estimated cost of walking away from the relationship is low. 
C) you have a no concerns about losing face. 
D) you have a high need to save face. 
E) None of these statements are correct.

Question 7

The potential for conflict between two employees would be highest under conditions of:

Accepted Answer

A) pooled interdependence 
B) total independence 
C) reciprocal interdependence 
D) anticipatory interdependence 
E) sequential interdependence 
A) pooled interdependence 
B) total independence 
C) reciprocal interdependence 
D) anticipatory interdependence 
E) sequential interdependence

Question 8

Constructive conflict is also called task-related conflict.

Accepted Answer

A) True 
 B)False

Question 9

Creating value in negotiations involves:

Accepted Answer

A) trying to obtain the best possible outcome for yourself and your constituents. 
B) minimizing the time required to reach a settlement so that all parties can get back to doing productive work. 
C) cooperating to help both negotiators obtain the best possible outcomes. 
D) reducing the costs associated with bargaining to maximize value. 
E) try to inflate positive aspects of what you are offering the other party. 
A) trying to obtain the best possible outcome for yourself and your constituents. 
B) minimizing the time required to reach a settlement so that all parties can get back to doing productive work. 
C) cooperating to help both negotiators obtain the best possible outcomes. 
D) reducing the costs associated with bargaining to maximize value. 
E) try to inflate positive aspects of what you are offering the other party.

Question 10

Salespeople at Widget Ltd.complain that they lose sales bonuses when the production department is out of stock of a particular item.This sometimes causes customers to buy elsewhere rather than wait for the next production run.Meanwhile,production employees complain that salespeople don't appreciate the need to minimize inventory costs,for which production staff are rewarded.This is mainly an example of conflict due to:

Accepted Answer

A) ambiguity 
B) communication problems 
C) pooled task interdependence 
D) differentiation 
E) goal incompatibility 
A) ambiguity 
B) communication problems 
C) pooled task interdependence 
D) differentiation 
E) goal incompatibility

Question 11

The more an issue is tied to our self-concept the higher the chances that constructive conflict will degenerated into relationship conflict.

Accepted Answer

A) True 
 B)False

Question 12

Ambiguous rules,scarce resources and task interdependence are:

Accepted Answer

A) structural sources of potential conflict 
B) strategies used in the inquisition approach to third-party conflict resolution 
C) interpersonal sources of potential conflict. 
D) indicators of effectiveness in third-party conflict resolution 
E) situational influences on negotiations 
A) structural sources of potential conflict 
B) strategies used in the inquisition approach to third-party conflict resolution 
C) interpersonal sources of potential conflict. 
D) indicators of effectiveness in third-party conflict resolution 
E) situational influences on negotiations

Question 13

In a purely win-lose situation,the bargaining zone states that the opposing parties:

Accepted Answer

A) usually apply a collaborative approach to resolving their differences. 
B) begin negotiations by describing their resistance point for each item on the agenda. 
C) rarely know each other's initial point. 
D) tend to move from their target point to their initial point very quickly. 
E) try to discover the other side's resistance point so they can determine how much they can gain without breaking off negotiations. 
A) usually apply a collaborative approach to resolving their differences. 
B) begin negotiations by describing their resistance point for each item on the agenda. 
C) rarely know each other's initial point. 
D) tend to move from their target point to their initial point very quickly. 
E) try to discover the other side's resistance point so they can determine how much they can gain without breaking off negotiations.

Question 14

The newly hired CEO of an advertising agency noticed that employees were constantly arguing and debating with each other over design and ad copy.This cantankerous behaviour was quite different from the more reserved and polite interactions that occurred in the CEO's previous organization in the consumer products industry.To correct this problem,the CEO established a new motto ('Serving Clients in Harmony')and actively discouraged employees from the spirited debates that occurred in the past.Some key staff members left the company over the next few months,saying that the company was losing its creative edge.However,the CEO was able to bring in new employees who were more discreet and subtle in their discussions with colleagues.Discuss the merits of the CEO's actions.

Accepted Answer

The first issue that students should con

Question 15

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 16

Relationship conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Accepted Answer

A) True 
 B)False

Question 17

Two employees with incompatible goals are less likely to experience conflict.

Accepted Answer

A) True 
 B)False

Question 18

A large computer company was well known for the frequent debate among employees regarding various issues.Employees weren't afraid to disagree with their colleagues and to clearly argue their point.Although the discussions would sometimes get loud,employees never spoke angrily at each other and the discussants would always end the meeting in friendship.This computer company has many instances of:

Accepted Answer

A) constructive conflict 
B) debating conflict 
C) avoiding conflict management style 
D) relationship conflict 
E) positional conflict 
A) constructive conflict 
B) debating conflict 
C) avoiding conflict management style 
D) relationship conflict 
E) positional conflict

Question 19

Which of the following actions does NOT emphasize superordinate goals to reduce conflict?

Accepted Answer

A) Representatives from the two departments must jointly visit a client to hear about its concerns. 
B) Hiring employees with a technical specialty and developing their career paths within that specialty. 
C) Keeping all employees informed of the company's successes and difficulties in the marketplace. 
D) Introducing profit sharing or other organizationally based rewards for all employees. 
E) The CEO speaks with employees from several departments together about current challenges from competitors. 
A) Representatives from the two departments must jointly visit a client to hear about its concerns. 
B) Hiring employees with a technical specialty and developing their career paths within that specialty. 
C) Keeping all employees informed of the company's successes and difficulties in the marketplace. 
D) Introducing profit sharing or other organizationally based rewards for all employees. 
E) The CEO speaks with employees from several departments together about current challenges from competitors.

Question 20

Incompatible goals,differentiation and ambiguous rules are:

Accepted Answer

A) indicators of effectiveness in third-party conflict resolution. 
B) situational influences on negotiations. 
C) sources of potential conflict. 
D) strategies used in the inquisition approach to third-party conflict resolution. 
E) none of these. 
A) indicators of effectiveness in third-party conflict resolution. 
B) situational influences on negotiations. 
C) sources of potential conflict. 
D) strategies used in the inquisition approach to third-party conflict resolution. 
E) none of these.

In one survey more than 50 percent of employees in Germany complained that conflict was consuming their workday.

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

What effect does making concessions have on negotiations?

Employees in engineering and marketing often disagree with each other,mainly because they hold divergent beliefs and attitudes due to their unique backgrounds,experiences,and training.The most apparent source of conflict here is:

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

You have a high BATNA when:

The potential for conflict between two employees would be highest under conditions of:

Constructive conflict is also called task-related conflict.

Creating value in negotiations involves:

The more an issue is tied to our self-concept the higher the chances that constructive conflict will degenerated into relationship conflict.

Ambiguous rules,scarce resources and task interdependence are:

In a purely win-lose situation,the bargaining zone states that the opposing parties:

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

Relationship conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Two employees with incompatible goals are less likely to experience conflict.

Which of the following actions does NOT emphasize superordinate goals to reduce conflict?

Incompatible goals,differentiation and ambiguous rules are:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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

In one survey more than 50 percent of employees in Germany complained that conflict was consuming their workday.

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

What effect does making concessions have on negotiations?

Employees in engineering and marketing often disagree with each other,mainly because they hold divergent beliefs and attitudes due to their unique backgrounds,experiences,and training.The most apparent source of conflict here is:

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

You have a high BATNA when:

The potential for conflict between two employees would be highest under conditions of:

Constructive conflict is also called task-related conflict.

Creating value in negotiations involves:

The more an issue is tied to our self-concept the higher the chances that constructive conflict will degenerated into relationship conflict.

Ambiguous rules,scarce resources and task interdependence are:

In a purely win-lose situation,the bargaining zone states that the opposing parties:

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

Relationship conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Two employees with incompatible goals are less likely to experience conflict.

Which of the following actions does NOT emphasize superordinate goals to reduce conflict?

Incompatible goals,differentiation and ambiguous rules are:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters