Question 1

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Accepted Answer

A) True 
 B)False

Question 2

What are the major trends that conspire to make organizational conflict inevitable?

Accepted Answer

The following major trends conspire to m

Question 3

Mention five antecedents of conflict. What are the desired outcomes of conflict?

Accepted Answer

There are a number of potential antecede

Question 4

Which of the following is true about organizational conflict?

Accepted Answer

A) Interdependent tasks reduce conflict between employees. 
B) Competition should be encouraged for limited resources in order to reduce conflict. 
C) Conflict tends to increase as the number of hierarchical layers and specialized tasks increase. 
D) Adequate communication between employees can generate conflict. 
E) Conflict reduces an individual's capacity for empathy and intimacy with his or her opponent. 
A) Interdependent tasks reduce conflict between employees. 
B) Competition should be encouraged for limited resources in order to reduce conflict. 
C) Conflict tends to increase as the number of hierarchical layers and specialized tasks increase. 
D) Adequate communication between employees can generate conflict. 
E) Conflict reduces an individual's capacity for empathy and intimacy with his or her opponent.

Question 5

The main weakness of the _____ conflict-handling style is that it's a temporary fix that fails to confront the underlying problem.

Accepted Answer

A) integrating 
B) obliging 
C) dominating 
D) avoiding 
E) compromising 
A) integrating 
B) obliging 
C) dominating 
D) avoiding 
E) compromising

Question 6

_____ conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Accepted Answer

A) Personality 
B) Programmed 
C) Cross-functional 
D) Integrative 
E) Distributive 
A) Personality 
B) Programmed 
C) Cross-functional 
D) Integrative 
E) Distributive

Question 7

Conflict is an aspect of organizational life that can be avoided.

Accepted Answer

A) True 
 B)False

Question 8

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.

Accepted Answer

A) True 
 B)False

Question 9

Functional conflict:

Accepted Answer

A) usually involves verbal attacks. 
B) is more likely to trigger defense mechanisms and a competitive orientation among team members. 
C) serves the interests of the organization. 
D) is a method of alternative dispute resolution. 
E) threatens the organization's interests. 
A) usually involves verbal attacks. 
B) is more likely to trigger defense mechanisms and a competitive orientation among team members. 
C) serves the interests of the organization. 
D) is a method of alternative dispute resolution. 
E) threatens the organization's interests.

Question 10

_____ is an alternative dispute resolution technique where a trained, neutral third party actively guides the disputing parties in exploring innovative solutions to the conflict but does not render a decision.

Accepted Answer

A) Ombudsman 
B) Peer review 
C) Conciliation 
D) Mediation 
E) Arbitration 
A) Ombudsman 
B) Peer review 
C) Conciliation 
D) Mediation 
E) Arbitration

Question 11

Membership on the peer review panel often is rotated among employees.

Accepted Answer

A) True 
 B)False

Question 12

Mention the changes associated with increased group cohesiveness.

Accepted Answer

Some of the changes associated with incr

Question 13

Functional conflict serves the interests of the organization.

Accepted Answer

A) True 
 B)False

Question 14

Gerard had come up with a new promotional idea for the latest product that his firm had created. However, his colleague Karl stole the idea and took the credit for it. This led to significant conflict between them. Karl later felt guilty for his wrong action and approached Jerry, a mutual friend, to help to settle the situation. This scenario is an example of a(n) _____.

Accepted Answer

A) dialogic process 
B) conflict triangle 
C) devil's advocacy 
D) dialectic method 
E) integrative negotiation 
A) dialogic process 
B) conflict triangle 
C) devil's advocacy 
D) dialectic method 
E) integrative negotiation

Question 15

_____ is an alternative dispute resolution technique where someone who works for the organization, and is widely respected and trusted by his or her co-workers, hears grievances on a confidential basis and attempts to arrange a solution.

Accepted Answer

A) Ombudsman 
B) Peer review 
C) Conciliation 
D) Mediation 
E) Arbitration 
A) Ombudsman 
B) Peer review 
C) Conciliation 
D) Mediation 
E) Arbitration

Question 16

Unethical negotiation tactics do not need to be factored into the organizational codes of conduct.

Accepted Answer

A) True 
 B)False

Question 17

An avoidance style of handling conflict leads to higher group satisfaction than does an integrating style.

Accepted Answer

A) True 
 B)False

Question 18

Avoiding is appropriate for difficult and worsening problems.

Accepted Answer

A) True 
 B)False

Question 19

Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it is time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal for Project B, looking for every possible flaw. Which technique is Jim using to help him make a better decision?

Accepted Answer

A) Dialogic process 
B) Devil's advocacy 
C) Mediation 
D) Dialectic method 
E) Negotiation 
A) Dialogic process 
B) Devil's advocacy 
C) Mediation 
D) Dialectic method 
E) Negotiation

Question 20

Describe four alternative dispute resolution techniques.

Accepted Answer

The text lists six possible alternative

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

What are the major trends that conspire to make organizational conflict inevitable?

Mention five antecedents of conflict. What are the desired outcomes of conflict?

Which of the following is true about organizational conflict?

The main weakness of the _____ conflict-handling style is that it's a temporary fix that fails to confront the underlying problem.

_____ conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Conflict is an aspect of organizational life that can be avoided.

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.

Functional conflict:

_____ is an alternative dispute resolution technique where a trained, neutral third party actively guides the disputing parties in exploring innovative solutions to the conflict but does not render a decision.

Membership on the peer review panel often is rotated among employees.

Mention the changes associated with increased group cohesiveness.

Functional conflict serves the interests of the organization.

_____ is an alternative dispute resolution technique where someone who works for the organization, and is widely respected and trusted by his or her co-workers, hears grievances on a confidential basis and attempts to arrange a solution.

Unethical negotiation tactics do not need to be factored into the organizational codes of conduct.

An avoidance style of handling conflict leads to higher group satisfaction than does an integrating style.

Avoiding is appropriate for difficult and worsening problems.

Describe four alternative dispute resolution techniques.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 13: Managing Conflict and Negotiating

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

What are the major trends that conspire to make organizational conflict inevitable?

Mention five antecedents of conflict. What are the desired outcomes of conflict?

Which of the following is true about organizational conflict?

The main weakness of the _____ conflict-handling style is that it's a temporary fix that fails to confront the underlying problem.

_____ conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Conflict is an aspect of organizational life that can be avoided.

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.

Functional conflict:

_____ is an alternative dispute resolution technique where a trained, neutral third party actively guides the disputing parties in exploring innovative solutions to the conflict but does not render a decision.

Membership on the peer review panel often is rotated among employees.

Mention the changes associated with increased group cohesiveness.

Functional conflict serves the interests of the organization.

_____ is an alternative dispute resolution technique where someone who works for the organization, and is widely respected and trusted by his or her co-workers, hears grievances on a confidential basis and attempts to arrange a solution.

Unethical negotiation tactics do not need to be factored into the organizational codes of conduct.

An avoidance style of handling conflict leads to higher group satisfaction than does an integrating style.

Avoiding is appropriate for difficult and worsening problems.

Describe four alternative dispute resolution techniques.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters