Question 1

The power of doctors in a hospital stems from ________.

Accepted Answer

A)  resource allocation 
B)  specific knowledge 
C)  nonsubstitutability 
D)  the ability to generate financial resources 
A)  resource allocation 
B)  specific knowledge 
C)  nonsubstitutability 
D)  the ability to generate financial resources

Question 2

Which of the following is a potential source of conflict?

Accepted Answer

A)  Competition for scarce resources 
B)  Control over information 
C)  Control over resources 
D)  Centrality 
A)  Competition for scarce resources 
B)  Control over information 
C)  Control over resources 
D)  Centrality

Question 3

"Good" conflict can be defined as that which helps the organization overcome inertia and allows new learning.

Accepted Answer

A) True 
 B)False

Question 4

An element of coercion is involved in the use of power to resolve conflict.

Accepted Answer

A) True 
 B)False

Question 5

"Gatekeepers" have power stemming from ________.

Accepted Answer

A)  nonsubstitutability 
B)  authority 
C)  the government 
D)  control over information 
A)  nonsubstitutability 
B)  authority 
C)  the government 
D)  control over information

Question 6

Conflict in organizations would be reduced if there was always an abundance of resources for subunits to use.

Accepted Answer

A) True 
 B)False

Question 7

Conflict because of incompatible performance criteria usually occurs in organizations that don't have clear job descriptions.

Accepted Answer

A) True 
 B)False

Question 8

The method chosen to manage conflict depends on:

Accepted Answer

A)  the source of the problem . 
B)  integrating mechanisms. 
C)  property rights. 
D)  the tallness of the hierarchy. 
A)  the source of the problem . 
B)  integrating mechanisms. 
C)  property rights. 
D)  the tallness of the hierarchy.

Question 9

Building alliances with important customers is a valuable tactic because:

Accepted Answer

A)  common ties are a source of power. 
B)  stakeholders share goals. 
C)  external linkages can provide power. 
D)  control of information provides power. 
A)  common ties are a source of power. 
B)  stakeholders share goals. 
C)  external linkages can provide power. 
D)  control of information provides power.

Question 10

An organization can best manage conflict by implementing a(n) structure and by authority.

Accepted Answer

A)  organic/centralizing 
B)  organic/decentralizing 
C)  mechanistic/decentralizing 
D)  mechanistic/centralizing 
A)  organic/centralizing 
B)  organic/decentralizing 
C)  mechanistic/decentralizing 
D)  mechanistic/centralizing

Question 11

Manager A supports Manager B on an issue of interest to B in return for B supporting A an issue of interest to A. These managers are:

Accepted Answer

A)  increasing nonsubstitutability. 
B)  increasing indispensability. 
C)  creating a situation ripe for manifest conflict. 
D)  creating a coalition. 
A)  increasing nonsubstitutability. 
B)  increasing indispensability. 
C)  creating a situation ripe for manifest conflict. 
D)  creating a coalition.

Question 12

A production manager agrees in a meeting to modify an order for the sales department, but then ignores the request later because he doesn't like the sales manager. This passive aggressive type of behavior occurs in which stage of Pondy's model?

Accepted Answer

A)  Manifest conflict 
B)  Conflict aftermath 
C)  Perceived conflict 
D)  Latent conflict 
A)  Manifest conflict 
B)  Conflict aftermath 
C)  Perceived conflict 
D)  Latent conflict

Question 13

After World War II, which function had power due to its control over uncertainty?

Accepted Answer

A)  Finance 
B)  Marketing 
C)  Manufacturing 
D)  Engineering 
A)  Finance 
B)  Marketing 
C)  Manufacturing 
D)  Engineering

Question 14

Supervisors hold onto power by ________.

Accepted Answer

A)  empowering employees 
B)  sharing information 
C)  restricting information 
D)  decentralizing decision making 
A)  empowering employees 
B)  sharing information 
C)  restricting information 
D)  decentralizing decision making

Question 15

One cause of conflict is subunits that have different goals.

Accepted Answer

A) True 
 B)False

Question 16

Manifest conflict typically:

Accepted Answer

A)  improves the quality of decision making. 
B)  results from unobtrusive power. 
C)  results in a good conflict aftermath. 
D)  impedes communication. 
A)  improves the quality of decision making. 
B)  results from unobtrusive power. 
C)  results in a good conflict aftermath. 
D)  impedes communication.

Question 17

The CEO of a video company favors a low-cost strategy, but the Chief Operating Officer favors a differentiation strategy. The company has pursued a differentiation strategy, and the CEO does not understand how this could happen, because he has more authority. What would you say to this CEO?

Accepted Answer

Power comes from sources other than auth

Question 18

Many WorldCom executives have actually paid dollars back to the organization in order to avoid criminal prosecution.

Accepted Answer

A) True 
 B)False

Question 19

Scientists who invent drugs derive power from ________.

Accepted Answer

A)  subunit orientations 
B)  the ability to generate financial resources 
C)  the ability to cure diseases 
D)  specific knowledge 
A)  subunit orientations 
B)  the ability to generate financial resources 
C)  the ability to cure diseases 
D)  specific knowledge

Question 20

Conflict arises when stakeholders compete for scarce resources.

Accepted Answer

A) True 
 B)False

The power of doctors in a hospital stems from ________.

Which of the following is a potential source of conflict?

"Good" conflict can be defined as that which helps the organization overcome inertia and allows new learning.

An element of coercion is involved in the use of power to resolve conflict.

"Gatekeepers" have power stemming from ________.

Conflict in organizations would be reduced if there was always an abundance of resources for subunits to use.

Conflict because of incompatible performance criteria usually occurs in organizations that don't have clear job descriptions.

The method chosen to manage conflict depends on:

Building alliances with important customers is a valuable tactic because:

An organization can best manage conflict by implementing a(n) structure and by authority.

Manager A supports Manager B on an issue of interest to B in return for B supporting A an issue of interest to A. These managers are:

A production manager agrees in a meeting to modify an order for the sales department, but then ignores the request later because he doesn't like the sales manager. This passive aggressive type of behavior occurs in which stage of Pondy's model?

After World War II, which function had power due to its control over uncertainty?

Supervisors hold onto power by ________.

One cause of conflict is subunits that have different goals.

Manifest conflict typically:

The CEO of a video company favors a low-cost strategy, but the Chief Operating Officer favors a differentiation strategy. The company has pursued a differentiation strategy, and the CEO does not understand how this could happen, because he has more authority. What would you say to this CEO?

Many WorldCom executives have actually paid dollars back to the organization in order to avoid criminal prosecution.

Scientists who invent drugs derive power from ________.

Conflict arises when stakeholders compete for scarce resources.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Filters

Exam 14: Managing Conflict, Power, and Politics

The power of doctors in a hospital stems from ________.

Which of the following is a potential source of conflict?

"Good" conflict can be defined as that which helps the organization overcome inertia and allows new learning.

An element of coercion is involved in the use of power to resolve conflict.

"Gatekeepers" have power stemming from ________.

Conflict in organizations would be reduced if there was always an abundance of resources for subunits to use.

Conflict because of incompatible performance criteria usually occurs in organizations that don't have clear job descriptions.

The method chosen to manage conflict depends on:

Building alliances with important customers is a valuable tactic because:

An organization can best manage conflict by implementing a(n) structure and by authority.

Manager A supports Manager B on an issue of interest to B in return for B supporting A an issue of interest to A. These managers are:

A production manager agrees in a meeting to modify an order for the sales department, but then ignores the request later because he doesn't like the sales manager. This passive aggressive type of behavior occurs in which stage of Pondy's model?

After World War II, which function had power due to its control over uncertainty?

Supervisors hold onto power by ________.

One cause of conflict is subunits that have different goals.

Manifest conflict typically:

The CEO of a video company favors a low-cost strategy, but the Chief Operating Officer favors a differentiation strategy. The company has pursued a differentiation strategy, and the CEO does not understand how this could happen, because he has more authority. What would you say to this CEO?

Many WorldCom executives have actually paid dollars back to the organization in order to avoid criminal prosecution.

Scientists who invent drugs derive power from ________.

Conflict arises when stakeholders compete for scarce resources.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Filters