Question 1

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

Accepted Answer

In its extreme form,this statement is fa

Question 2

Almost every day,supervisors must help employees resolve conflicts with other employees.Which third-party conflict resolution strategy do supervisors use most often,and why do they tend to prefer this style? Also identify one third-party intervention that managers should apply in everyday disputes and explain why that strategy should be used most often.

Accepted Answer

Research suggests that people in positio

Question 3

The compromising conflict management style has the highest win-win orientation and should be applied wherever the parties seem to have mutual interests.

Accepted Answer

A) True 
 B)False

Question 4

Maintenance employees and drivers at ABC Bus Company were constantly bickering with each other.However,the conflict subsided when another bus company opened for business to compete with ABC and ABC executives warned employees that the competitor could force lay-offs at ABC if productivity and customer service didn't improve.Which of the following conflict management strategies was operating here?

Accepted Answer

A) The company clarified rules and procedures. 
B) The company reduced interdependence between the parties. 
C) The company reduced differentiation between the parties. 
D) The company introduced superordinate goals for both parties. 
E) The company helped the parties to understand each other better. 
A) The company clarified rules and procedures. 
B) The company reduced interdependence between the parties. 
C) The company reduced differentiation between the parties. 
D) The company introduced superordinate goals for both parties. 
E) The company helped the parties to understand each other better.

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

Organizational behaviour research is discovering that it is difficult to separate constructive conflict from relationship conflict.However,it is possible to minimize relationship conflict during constructive conflict episodes.Describe two strategies that would help a team of employees to reduce the level of relationship conflict while the team is engaging in constructive conflict.Your answer should also briefly explain why each strategy may be effective.

Accepted Answer

The textbook describes three strategies.

Question 7

Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.

Accepted Answer

A) True 
 B)False

Question 8

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

Accepted Answer

A) True 
 B)False

Question 9

When negotiators have an audience watching their progress in the negotiations,the audience's negotiator:

Accepted Answer

A) is more likely to give in to the other party's demands. 
B) pays more attention to saving face. 
C) tends to feel more cooperative towards the other party. 
D) tends to be more willing to make concessions to the other party. 
E) tends to feel more cooperative AND are more willing to make concessions to the other party. 
A) is more likely to give in to the other party's demands. 
B) pays more attention to saving face. 
C) tends to feel more cooperative towards the other party. 
D) tends to be more willing to make concessions to the other party. 
E) tends to feel more cooperative AND are more willing to make concessions to the other party.

Question 10

The conflict escalation cycle:

Accepted Answer

A) rarely occurs in organizational settings. 
B) helps employees to move from socioemotional to constructive conflict. 
C) helps the conflicting parties to remove the sources of conflict. 
D) includes the situation where behaviours during manifest conflict communicate the perception of conflict to the other party. 
E) is all of these. 
A) rarely occurs in organizational settings. 
B) helps employees to move from socioemotional to constructive conflict. 
C) helps the conflicting parties to remove the sources of conflict. 
D) includes the situation where behaviours during manifest conflict communicate the perception of conflict to the other party. 
E) is all of these.

Question 11

The conflict process begins:

Accepted Answer

A) when one party intends to interfere with the other's goals. 
B) when one party does something that actually interferes with the other party's goals. 
C) after the first party does something that causes the second party to take a similar hostile action. 
D) when some source of conflict lead one or both parties to perceive that conflict exists. 
E) when both parties are informed by a third party that they have a potential conflict. 
A) when one party intends to interfere with the other's goals. 
B) when one party does something that actually interferes with the other party's goals. 
C) after the first party does something that causes the second party to take a similar hostile action. 
D) when some source of conflict lead one or both parties to perceive that conflict exists. 
E) when both parties are informed by a third party that they have a potential conflict.

Question 12

A few years ago,a clothing manufacturer was expanding rapidly,so the CEO hired several executives from large corporations.Unfortunately,the new executives clashed with the current executives regarding business strategy.The CEO explained: 'We ended up with an old team and a new team and they weren't on the same wavelength.' Identify the source(s)of conflict in this situation and identify two strategies to minimize this conflict in the future.

Accepted Answer

This question is a condensed version of

Question 13

Negotiators tend to be more successful when:

Accepted Answer

A) they carefully think through their three key positions in the bargaining zone model. 
B) they ask probing questions and listen intently to the answers. 
C) they tell the other party how lucky the other party is to have such a generous deal. 
D) they do all of these things. 
E) "A" and "B' only. 
A) they carefully think through their three key positions in the bargaining zone model. 
B) they ask probing questions and listen intently to the answers. 
C) they tell the other party how lucky the other party is to have such a generous deal. 
D) they do all of these things. 
E) "A" and "B' only.

Question 14

Although forcing is one of five interpersonal styles of conflict management,it should never be used to manage conflict.

Accepted Answer

A) True 
 B)False

Question 15

People from high collectivism cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Accepted Answer

A) True 
 B)False

Question 16

Negotiating in teams is not advisable because some team members will hear information that should be kept confidential.

Accepted Answer

A) True 
 B)False

Question 17

Conflict management styles are defined in terms of their:

Accepted Answer

A) consequences for the organization. 
B) arbitrariness and firmness. 
C) assertiveness and cooperativeness. 
D) differentiation and interdependence. 
E) animosity and tolerance. 
A) consequences for the organization. 
B) arbitrariness and firmness. 
C) assertiveness and cooperativeness. 
D) differentiation and interdependence. 
E) animosity and tolerance.

Question 18

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

Accepted Answer

A) True 
 B)False

Question 19

Improving communication and understanding should occur:

Accepted Answer

A) only after differentiation between the two sides has been reduced. 
B) before differentiation between the two sides has been reduced. 
C) only when the conflicting parties use the compromising conflict resolution style. 
D) when task interdependence is low. 
E) only when both parties have a win-lose orientation. 
A) only after differentiation between the two sides has been reduced. 
B) before differentiation between the two sides has been reduced. 
C) only when the conflicting parties use the compromising conflict resolution style. 
D) when task interdependence is low. 
E) only when both parties have a win-lose orientation.

Question 20

The yielding conflict management style should be used:

Accepted Answer

A) never. 
B) when the issue is much less important to you than to the other party. 
C) when the other party has much less power than you do. 
D) when the issue is important to both parties. 
E) under almost all circumstances. 
A) never. 
B) when the issue is much less important to you than to the other party. 
C) when the other party has much less power than you do. 
D) when the issue is important to both parties. 
E) under almost all circumstances.

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

The compromising conflict management style has the highest win-win orientation and should be applied wherever the parties seem to have mutual interests.

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

Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

When negotiators have an audience watching their progress in the negotiations,the audience's negotiator:

The conflict escalation cycle:

The conflict process begins:

Negotiators tend to be more successful when:

Although forcing is one of five interpersonal styles of conflict management,it should never be used to manage conflict.

People from high collectivism cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Negotiating in teams is not advisable because some team members will hear information that should be kept confidential.

Conflict management styles are defined in terms of their:

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

Improving communication and understanding should occur:

The yielding conflict management style should be used:

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

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Exam 11: Conflict and Negotiation in the Workplace

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

The compromising conflict management style has the highest win-win orientation and should be applied wherever the parties seem to have mutual interests.

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

Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

When negotiators have an audience watching their progress in the negotiations,the audience's negotiator:

The conflict escalation cycle:

The conflict process begins:

Negotiators tend to be more successful when:

Although forcing is one of five interpersonal styles of conflict management,it should never be used to manage conflict.

People from high collectivism cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Negotiating in teams is not advisable because some team members will hear information that should be kept confidential.

Conflict management styles are defined in terms of their:

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

Improving communication and understanding should occur:

The yielding conflict management style should be used:

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