Question 1

Controlling the premises of decision making is called__________ .

Accepted Answer

A) unobtrusive power 
B) authority 
C) legitimate power 
D) empowerment 
A) unobtrusive power 
B) authority 
C) legitimate power 
D) empowerment A

Question 2

You are a consultant to a shoe manufacturer. You observe that the manufacturing function views marketing as the enemy and vice versa. This organization has grown rapidly and still has a functional structure. What stage is this conflict in, and what can be done to manage this conflict?

Accepted Answer

This conflict is in the felt stage. Polarized attitudes of us- against- them have developed. Manufacturing and marketing are not cooperating, which causes organizational effectiveness to decline. This conflict can be managed by making structural changes. The company should move from a functional structure to a product team structure. This organic structure decentralizes authority and will speed up product development. It also promotes cooperation, because functions must work together. The organization should make sure that performance criteria is fair. One possible reward system is to award bonuses based on team performance. The company could also have a procedural system that allows different subunits to voice their complaints.

Question 3

Controlling the agenda is way of__________ .

Accepted Answer

A) forming a coalition 
B) decentralizing decision- making 
C) influencing decision- making 
D) allocating resources 
A) forming a coalition 
B) decentralizing decision- making 
C) influencing decision- making 
D) allocating resources C

Question 4

Conflict tends to be greater in organizations that have independent departments that don't rely upon one another.

Accepted Answer

A) True 
 B)False

Question 5

Rick is the only person in the finance department who knows how to fix the computer when it breaks down. The source of Rick's power is__________ .

Accepted Answer

A) control over the premises of decision- making 
B) nonsubstitutability 
C) authority 
D) control over resources 
A) control over the premises of decision- making 
B) nonsubstitutability 
C) authority 
D) control over resources

Question 6

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 7

In which stage of Pondy's model does an "us- versus- them" mentality emerge?

Accepted Answer

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

Question 8

Building alliances with important customers is a valuable tactic because:

Accepted Answer

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

Question 9

Passive aggressiveness occurs in which stage of conflict?

Accepted Answer

A) Perceived 
B) Felt 
C) Manifest 
D) Conflict aftermath 
A) Perceived 
B) Felt 
C) Manifest 
D) Conflict aftermath

Question 10

Conflict will most likely result when task interdependence is __________ and differentiation is __________.

Accepted Answer

A) sequential/high 
B) reciprocal/high 
C) reciprocal/low 
D) sequential/low 
A) sequential/high 
B) reciprocal/high 
C) reciprocal/low 
D) sequential/low

Question 11

Conflict arises when stakeholders compete for resources.

Accepted Answer

A) True 
 B)False

Question 12

When authority is centralized, it is difficult for coalitions to form.

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

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

Question 14

Bringing in an outside expert is a tactic to:

Accepted Answer

A) present a neutral point of view. 
B) present the view of the coalition in power. 
C) present an objective point of view. 
D) shed new light on the conflict. 
A) present a neutral point of view. 
B) present the view of the coalition in power. 
C) present an objective point of view. 
D) shed new light on the conflict.

Question 15

Co- optation is __________.

Accepted Answer

A) a way to manage coalitions 
B) a source of power 
C) a way to increase authority 
D) a way to increase nonsubstitutability 
A) a way to manage coalitions 
B) a source of power 
C) a way to increase authority 
D) a way to increase nonsubstitutability

Question 16

Integrating roles are a source of organizational conflict.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following is not a stage in Pondy's model of conflict?

Accepted Answer

A) Manifest conflict 
B) Aroused conflict 
C) Perceived conflict 
D) Felt conflict 
A) Manifest conflict 
B) Aroused conflict 
C) Perceived conflict 
D) Felt conflict

Question 18

A condition in which one or more parties becomes aware of the potential for conflict is called__________ .

Accepted Answer

A) felt conflict 
B) manifest conflict 
C) latent conflict 
D) perceived conflict 
A) felt conflict 
B) manifest conflict 
C) latent conflict 
D) perceived conflict

Question 19

The R&D function will have the greatest centrality when an organization pursues which of the following strategies?

Accepted Answer

A) Outsourcing 
B) Differentiation 
C) Low- cost 
D) Vertical differentiation 
A) Outsourcing 
B) Differentiation 
C) Low- cost 
D) Vertical differentiation

Question 20

Conflict between the London division and the U.S. division at CS First Boston stemmed from __________.

Accepted Answer

A) task interdependence 
B) task responsibilities 
C) differences in goals 
D) incompatible performance criteria 
A) task interdependence 
B) task responsibilities 
C) differences in goals 
D) incompatible performance criteria

Controlling the premises of decision making is called__________ .

You are a consultant to a shoe manufacturer. You observe that the manufacturing function views marketing as the enemy and vice versa. This organization has grown rapidly and still has a functional structure. What stage is this conflict in, and what can be done to manage this conflict?

Controlling the agenda is way of__________ .

Conflict tends to be greater in organizations that have independent departments that don't rely upon one another.

Rick is the only person in the finance department who knows how to fix the computer when it breaks down. The source of Rick's power is__________ .

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?

In which stage of Pondy's model does an "us- versus- them" mentality emerge?

Building alliances with important customers is a valuable tactic because:

Passive aggressiveness occurs in which stage of conflict?

Conflict will most likely result when task interdependence is and differentiation is .

Conflict arises when stakeholders compete for resources.

When authority is centralized, it is difficult for coalitions to form.

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

Bringing in an outside expert is a tactic to:

Co- optation is __________.

Integrating roles are a source of organizational conflict.

Which of the following is not a stage in Pondy's model of conflict?

A condition in which one or more parties becomes aware of the potential for conflict is called__________ .

The R&D function will have the greatest centrality when an organization pursues which of the following strategies?

Conflict between the London division and the U.S. division at CS First Boston stemmed from __________.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Filters

Exam 14: Managing Conflict, Power, and Politics

Controlling the premises of decision making is called__________ .

You are a consultant to a shoe manufacturer. You observe that the manufacturing function views marketing as the enemy and vice versa. This organization has grown rapidly and still has a functional structure. What stage is this conflict in, and what can be done to manage this conflict?

Controlling the agenda is way of__________ .

Conflict tends to be greater in organizations that have independent departments that don't rely upon one another.

Rick is the only person in the finance department who knows how to fix the computer when it breaks down. The source of Rick's power is__________ .

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?

In which stage of Pondy's model does an "us- versus- them" mentality emerge?

Building alliances with important customers is a valuable tactic because:

Passive aggressiveness occurs in which stage of conflict?

Conflict will most likely result when task interdependence is __________ and differentiation is __________.

Conflict arises when stakeholders compete for resources.

When authority is centralized, it is difficult for coalitions to form.

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

Bringing in an outside expert is a tactic to:

Co- optation is __________.

Integrating roles are a source of organizational conflict.

Which of the following is not a stage in Pondy's model of conflict?

A condition in which one or more parties becomes aware of the potential for conflict is called__________ .

The R&D function will have the greatest centrality when an organization pursues which of the following strategies?

Conflict between the London division and the U.S. division at CS First Boston stemmed from __________.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Filters

Conflict will most likely result when task interdependence is and differentiation is .

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