Question 1

Define organizational conflict. How can conflict benefit the organization?

Accepted Answer

Organizational conflict is the discord t

Question 2

Arbitrators cannot force the parties involved in a conflict to make concessions, nor can they force an agreement to resolve a conflict.

Accepted Answer

A) True 
 B)False

Question 3

Conflict is likely to occur when two or more managers, departments, or functions claim authority for the same activities or tasks.

Accepted Answer

A) True 
 B)False

Question 4

Focusing on what is fair is consistent with the principle of _____, which emphasizes the fair distribution of outcomes based on the meaningful contributions that people make to organizations.

Accepted Answer

A)  distributive negotiation 
B)  distributive justice 
C)  interactional justice 
D)  valence 
E)  expectancy 
A)  distributive negotiation 
B)  distributive justice 
C)  interactional justice 
D)  valence 
E)  expectancy

Question 5

Effective managers engage in politics to gain support for and implement needed changes.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is true of organizational politics?

Accepted Answer

A)  Organizational politics are activities that are carried out only by those in the top management. 
B)  Organizational politics cannot be used to resolve conflicts. 
C)  Organizational politics are a purely negative force. 
D)  Engaging in organizational politics can help managers overcome resistance to change and achieve their goals. 
E)  Effective managers engage in politics to gain personal benefits. 
A)  Organizational politics are activities that are carried out only by those in the top management. 
B)  Organizational politics cannot be used to resolve conflicts. 
C)  Organizational politics are a purely negative force. 
D)  Engaging in organizational politics can help managers overcome resistance to change and achieve their goals. 
E)  Effective managers engage in politics to gain personal benefits.

Question 7

Two managers in the marketing department of SGR Inc. disagree on whether their organization should spend the bulk of its advertising budget on print advertising or Internet marketing. This is an example of _____ conflict.

Accepted Answer

A)  intergroup 
B)  interdepartmental 
C)  intragroup 
D)  interorganizational 
E)  top-down 
A)  intergroup 
B)  interdepartmental 
C)  intragroup 
D)  interorganizational 
E)  top-down

Question 8

Controlling the agenda is an obtrusive strategy for exercising power.

Accepted Answer

A) True 
 B)False

Question 9

By making everyone a winner, a manager risks being perceived as a person who pursues his own interests.

Accepted Answer

A) True 
 B)False

Question 10

David and Jose have been business partners for 8 years. While David wants to acquire one of their major competitors, Jose is keen on expanding operations to other states. After a few rounds of discussions, they decide on buying out two smaller firms in different states. David is happy with this decision because the acquisitions significantly enhance the prospect of acquiring major firms in future, and Jose's interest in expanding operations to other states is also met. Which of the following conflict resolution strategies does this situation represent?

Accepted Answer

A)  Compromise 
B)  Distributive negotiation 
C)  Accommodation 
D)  Avoidance 
E)  Competition 
A)  Compromise 
B)  Distributive negotiation 
C)  Accommodation 
D)  Avoidance 
E)  Competition

Question 11

The level of conflict present in an organization has important implications for organizational performance.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is true of organizational politics?

Accepted Answer

A)  Organizational politics cannot be used for personal benefits. 
B)  Organizational politics are used only by managers who lack merit and capabilities. 
C)  Organizational politics are a purely negative force. 
D)  Effective managers do not engage in politics to gain support for and implement needed changes. 
E)  Everyone engages in politics to a degree-coworkers, subordinates, as well as people outside an organization. 
A)  Organizational politics cannot be used for personal benefits. 
B)  Organizational politics are used only by managers who lack merit and capabilities. 
C)  Organizational politics are a purely negative force. 
D)  Effective managers do not engage in politics to gain support for and implement needed changes. 
E)  Everyone engages in politics to a degree-coworkers, subordinates, as well as people outside an organization.

Define organizational conflict. How can conflict benefit the organization?

Arbitrators cannot force the parties involved in a conflict to make concessions, nor can they force an agreement to resolve a conflict.

Conflict is likely to occur when two or more managers, departments, or functions claim authority for the same activities or tasks.

Focusing on what is fair is consistent with the principle of _____, which emphasizes the fair distribution of outcomes based on the meaningful contributions that people make to organizations.

Effective managers engage in politics to gain support for and implement needed changes.

Which of the following is true of organizational politics?

Two managers in the marketing department of SGR Inc. disagree on whether their organization should spend the bulk of its advertising budget on print advertising or Internet marketing. This is an example of _____ conflict.

Controlling the agenda is an obtrusive strategy for exercising power.

By making everyone a winner, a manager risks being perceived as a person who pursues his own interests.

The level of conflict present in an organization has important implications for organizational performance.

Which of the following is true of organizational politics?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Used Advanced Information Technology to Increase Performance

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Exam 17: Managing Conflict, Politics, and Negotiation

Define organizational conflict. How can conflict benefit the organization?

Arbitrators cannot force the parties involved in a conflict to make concessions, nor can they force an agreement to resolve a conflict.

Conflict is likely to occur when two or more managers, departments, or functions claim authority for the same activities or tasks.

Focusing on what is fair is consistent with the principle of _____, which emphasizes the fair distribution of outcomes based on the meaningful contributions that people make to organizations.

Effective managers engage in politics to gain support for and implement needed changes.

Which of the following is true of organizational politics?

Two managers in the marketing department of SGR Inc. disagree on whether their organization should spend the bulk of its advertising budget on print advertising or Internet marketing. This is an example of _____ conflict.

Controlling the agenda is an obtrusive strategy for exercising power.

By making everyone a winner, a manager risks being perceived as a person who pursues his own interests.

The level of conflict present in an organization has important implications for organizational performance.

Which of the following is true of organizational politics?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Used Advanced Information Technology to Increase Performance

Filters