Question 1

Having taken this OB class and learned about how to deal with personality conflict,what tip would you offer an employee having a personality conflict?

Accepted Answer

A)  In resolving conflict,focus on personalities. 
B)  Bring co-workers into the conflict so you have witnesses. 
C)  Communicate directly with the other person to resolve the perceived conflict. 
D)  Keep the direct supervisor out of the conflict loop,especially if the dysfunctional conflict persists. 
E)  Deal with personality conflicts by ignoring them. 
A)  In resolving conflict,focus on personalities. 
B)  Bring co-workers into the conflict so you have witnesses. 
C)  Communicate directly with the other person to resolve the perceived conflict. 
D)  Keep the direct supervisor out of the conflict loop,especially if the dysfunctional conflict persists. 
E)  Deal with personality conflicts by ignoring them.

Question 2

The dialectic method involves an approach to programmed conflict that is intended to generate reality testing and critical thinking.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is described as the seeds of intergroup conflict?

Accepted Answer

A)  Collective decision making 
B)  Workplace incivility 
C)  Organizational simplicity 
D)  In-group thinking 
E)  Low-intensity deviant behavior 
A)  Collective decision making 
B)  Workplace incivility 
C)  Organizational simplicity 
D)  In-group thinking 
E)  Low-intensity deviant behavior

Question 4

Differentiate between functional and dysfunctional conflicts.Identify any five antecedents of conflict.

Accepted Answer

Functional conflict serves organization'

Question 5

Frederick Taylor recognized the inevitability of conflict and advised managers to learn to live with it.

Accepted Answer

A) True 
 B)False

Question 6

The top priority for managers faced with intergroup conflict is to:

Accepted Answer

A)  encourage friendships. 
B)  build more teams and prepare employees for cross-functional work. 
C)  identify and root out specific negative linkages among groups. 
D)  foster positive attitudes. 
E)  reward consensus decision making. 
A)  encourage friendships. 
B)  build more teams and prepare employees for cross-functional work. 
C)  identify and root out specific negative linkages among groups. 
D)  foster positive attitudes. 
E)  reward consensus decision making.

Question 7

The primary strength of the integrating style of handling conflict is that it is speedily implemented.

Accepted Answer

A) True 
 B)False

Question 8

Briefly describe Rahim's conflict-handling styles model.

Accepted Answer

Conflict specialist Afzalur Rahim's five

Question 9

Apathy,lack of creativity,indecision,and missed deadlines are signs of:

Accepted Answer

A)  company growth. 
B)  productivity. 
C)  zero conflict. 
D)  too little conflict. 
E)  too much conflict. 
A)  company growth. 
B)  productivity. 
C)  zero conflict. 
D)  too little conflict. 
E)  too much conflict.

Question 10

Which of the following does NOT break the vicious cycle of incivility?

Accepted Answer

A)  Ignoring cycles of incivility 
B)  Penalties for misconduct 
C)  Diversity training 
D)  Constructive feedback 
E)  Positive reinforcement 
A)  Ignoring cycles of incivility 
B)  Penalties for misconduct 
C)  Diversity training 
D)  Constructive feedback 
E)  Positive reinforcement

Question 11

According to the contact hypothesis,the more the members of different groups interact,the more intergroup conflict they will experience.

Accepted Answer

A) True 
 B)False

Question 12

In handling conflict,Joey believes that the concerned parties must tackle the issue and cooperatively identify the problem,generate and weigh alternative solutions,and select a solution.Joey can be described as advocating which conflict-handling style?

Accepted Answer

A)  Obliging 
B)  Integrating 
C)  Dominating 
D)  Avoiding 
E)  Compromising 
A)  Obliging 
B)  Integrating 
C)  Dominating 
D)  Avoiding 
E)  Compromising

Question 13

According to Rosalie L.Tung's research,which of the following was ranked most useful in building cross-cultural relationships?

Accepted Answer

A)  Advocate command-and-control leadership 
B)  Build rapport through conversations 
C)  Be sensitive to needs of others 
D)  Avoid conflict by emphasizing harmony 
E)  Be a good listener 
A)  Advocate command-and-control leadership 
B)  Build rapport through conversations 
C)  Be sensitive to needs of others 
D)  Avoid conflict by emphasizing harmony 
E)  Be a good listener

Question 14

What leads to intergroup conflict? What can managers do to overcome this?

Accepted Answer

In-group thinking that develops from too

Question 15

Which of the following statements about organizational conflict is true?

Accepted Answer

A)  It can escalate or de-escalate. 
B)  Sources of conflict involve real issues and are hardly ever imaginary in nature. 
C)  Human relationists recognize the inevitability of conflict and advise managers to avoid it. 
D)  It can have only negative outcomes. 
E)  It can erode organizational performance when not present. 
A)  It can escalate or de-escalate. 
B)  Sources of conflict involve real issues and are hardly ever imaginary in nature. 
C)  Human relationists recognize the inevitability of conflict and advise managers to avoid it. 
D)  It can have only negative outcomes. 
E)  It can erode organizational performance when not present.

Question 16

Janice,a team lead,always wants to use the integrating style of handling conflict.As a student of OB,you should caution Janice that this style does have a weakness,which is that it:

Accepted Answer

A)  often breeds resentment. 
B)  is a temporary fix that fails to confront the problem. 
C)  can stifle creative problem solving. 
D)  is very time consuming. 
E)  cannot be used for complex issues plagued by misunderstanding. 
A)  often breeds resentment. 
B)  is a temporary fix that fails to confront the problem. 
C)  can stifle creative problem solving. 
D)  is very time consuming. 
E)  cannot be used for complex issues plagued by misunderstanding.

Question 17

Conflict that raises different opinions regardless of the personal feelings of the managers is called _____ conflict.

Accepted Answer

A)  personality 
B)  dysfunctional 
C)  contact 
D)  cross-cultural 
E)  programmed 
A)  personality 
B)  dysfunctional 
C)  contact 
D)  cross-cultural 
E)  programmed

Question 18

Early action can prevent a single irritating behavior from precipitating into a full-blown personality conflict.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following styles has a primary strength of encouraging cooperation,but fails to confront the underlying problem?

Accepted Answer

A)  Avoiding 
B)  Integrating 
C)  Compromising 
D)  Dominating 
E)  Obliging 
A)  Avoiding 
B)  Integrating 
C)  Compromising 
D)  Dominating 
E)  Obliging

Question 20

Unlike a(n)____,a mediator does not render a decision.

Accepted Answer

A)  peer reviewer 
B)  arbitrator 
C)  ombudsman 
D)  negotiator 
E)  devil's advocate 
A)  peer reviewer 
B)  arbitrator 
C)  ombudsman 
D)  negotiator 
E)  devil's advocate

Having taken this OB class and learned about how to deal with personality conflict,what tip would you offer an employee having a personality conflict?

The dialectic method involves an approach to programmed conflict that is intended to generate reality testing and critical thinking.

Which of the following is described as the seeds of intergroup conflict?

Differentiate between functional and dysfunctional conflicts.Identify any five antecedents of conflict.

Frederick Taylor recognized the inevitability of conflict and advised managers to learn to live with it.

The top priority for managers faced with intergroup conflict is to:

The primary strength of the integrating style of handling conflict is that it is speedily implemented.

Briefly describe Rahim's conflict-handling styles model.

Apathy,lack of creativity,indecision,and missed deadlines are signs of:

Which of the following does NOT break the vicious cycle of incivility?

According to the contact hypothesis,the more the members of different groups interact,the more intergroup conflict they will experience.

In handling conflict,Joey believes that the concerned parties must tackle the issue and cooperatively identify the problem,generate and weigh alternative solutions,and select a solution.Joey can be described as advocating which conflict-handling style?

According to Rosalie L.Tung's research,which of the following was ranked most useful in building cross-cultural relationships?

What leads to intergroup conflict? What can managers do to overcome this?

Which of the following statements about organizational conflict is true?

Janice,a team lead,always wants to use the integrating style of handling conflict.As a student of OB,you should caution Janice that this style does have a weakness,which is that it:

Conflict that raises different opinions regardless of the personal feelings of the managers is called _____ conflict.

Early action can prevent a single irritating behavior from precipitating into a full-blown personality conflict.

Which of the following styles has a primary strength of encouraging cooperation,but fails to confront the underlying problem?

Unlike a(n)____,a mediator does not render a decision.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters

Exam 11: Managing Conflict and Negotiating

Having taken this OB class and learned about how to deal with personality conflict,what tip would you offer an employee having a personality conflict?

The dialectic method involves an approach to programmed conflict that is intended to generate reality testing and critical thinking.

Which of the following is described as the seeds of intergroup conflict?

Differentiate between functional and dysfunctional conflicts.Identify any five antecedents of conflict.

Frederick Taylor recognized the inevitability of conflict and advised managers to learn to live with it.

The top priority for managers faced with intergroup conflict is to:

The primary strength of the integrating style of handling conflict is that it is speedily implemented.

Briefly describe Rahim's conflict-handling styles model.

Apathy,lack of creativity,indecision,and missed deadlines are signs of:

Which of the following does NOT break the vicious cycle of incivility?

According to the contact hypothesis,the more the members of different groups interact,the more intergroup conflict they will experience.

In handling conflict,Joey believes that the concerned parties must tackle the issue and cooperatively identify the problem,generate and weigh alternative solutions,and select a solution.Joey can be described as advocating which conflict-handling style?

According to Rosalie L.Tung's research,which of the following was ranked most useful in building cross-cultural relationships?

What leads to intergroup conflict? What can managers do to overcome this?

Which of the following statements about organizational conflict is true?

Janice,a team lead,always wants to use the integrating style of handling conflict.As a student of OB,you should caution Janice that this style does have a weakness,which is that it:

Conflict that raises different opinions regardless of the personal feelings of the managers is called _____ conflict.

Early action can prevent a single irritating behavior from precipitating into a full-blown personality conflict.

Which of the following styles has a primary strength of encouraging cooperation,but fails to confront the underlying problem?

Unlike a(n)____,a mediator does not render a decision.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters