Question 1

Which of the following is a third-party conflict resolution strategy with low process control and low outcome control?

Accepted Answer

A) Inquisition 
B) Arbitration 
C) Mediation 
D) All of these have low process control and low outcome control. 
E) None of these has low process control and low outcome control. 
A) Inquisition 
B) Arbitration 
C) Mediation 
D) All of these have low process control and low outcome control. 
E) None of these has low process control and low outcome control.

Question 2

The president of Creative Toys, Inc.read about cooperation in Japanese companies and has vowed to bring this same philosophy to Creative Toys.The goal is to avoid all conflict, so that employees would work cooperatively and be happier at Creative Toys.Discuss the merits and limitations of the president's plans.

Accepted Answer

This question addresses the idea that co

Question 3

Negotiators tend to be more effective when:

Accepted Answer

A) they discuss issues rather than people. 
B) they spend a lot of time clarifying and asking questions about the other party's offer. 
C) they tell the other party how lucky the other party is to have such a generous deal. 
D) they do all of these things. 
E) they discuss issues rather than people AND spend a lot of time clarifying and asking questions about the other party's offer. 
A) they discuss issues rather than people. 
B) they spend a lot of time clarifying and asking questions about the other party's offer. 
C) they tell the other party how lucky the other party is to have such a generous deal. 
D) they do all of these things. 
E) they discuss issues rather than people AND spend a lot of time clarifying and asking questions about the other party's offer.

Question 4

Conflict perceptions and emotions lead to conflict sources.

Accepted Answer

A) True 
 B)False

Question 5

Which conflict management style has low cooperativeness and low assertiveness?

Accepted Answer

A) Forcing 
B) Inquisition 
C) Compromising 
D) Arbitration 
E) Avoiding 
A) Forcing 
B) Inquisition 
C) Compromising 
D) Arbitration 
E) Avoiding

Question 6

Scenario: Creative Crafts, Inc.
The president of Creative Crafts, Inc., read about cooperation in Japanese companies and has vowed to bring this same philosophy to Creative Crafts.Before he declares his goal of no conflict at any cost, he wants to first understand more about the conflict process.The intended goal is to avoid all conflict so that employees would work cooperatively and be happier at Creative Crafts.Please help the president to understand the conflict process by answering the following questions.
-In the conflict process, ________ occurs immediately before conflict outcomes.

Accepted Answer

A) manifest conflict 
B) conflict emotions 
C) sources of conflict 
D) conflict perceptions 
E) Both 'B' and 'D' occur immediately before conflict outcomes 
A) manifest conflict 
B) conflict emotions 
C) sources of conflict 
D) conflict perceptions 
E) Both 'B' and 'D' occur immediately before conflict outcomes

Question 7

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Accepted Answer

A) True 
 B)False

Question 8

Constructive conflict helps people to recognize problems, identify a variety of solutions and better understand the issues involved.

Accepted Answer

A) True 
 B)False

Question 9

Constructive conflict exists:

Accepted Answer

A) when the conflict is viewed as a personal attack on each person in the relationship. 
B) only when an employee disagrees with his or her supervisor regarding how to construct or organize the job activities. 
C) when the conflict is emotionally charged. 
D) All of the above. 
E) None of the above. 
A) when the conflict is viewed as a personal attack on each person in the relationship. 
B) only when an employee disagrees with his or her supervisor regarding how to construct or organize the job activities. 
C) when the conflict is emotionally charged. 
D) All of the above. 
E) None of the above.

Question 10

Scenario: Creative Crafts, Inc.
The president of Creative Crafts, Inc., read about cooperation in Japanese companies and has vowed to bring this same philosophy to Creative Crafts.Before he declares his goal of no conflict at any cost, he wants to first understand more about the conflict process.The intended goal is to avoid all conflict so that employees would work cooperatively and be happier at Creative Crafts.Please help the president to understand the conflict process by answering the following questions.
-According to the conflict process, which of these is a positive outcome?

Accepted Answer

A) Turnover 
B) Cohesiveness 
C) Politics 
D) Stress 
E) None of the above 
A) Turnover 
B) Cohesiveness 
C) Politics 
D) Stress 
E) None of the above

Question 11

In organizational conflict, scarce resources are typically identified as:

Accepted Answer

A) a source of conflict. 
B) a form of task interdependence. 
C) a third-party conflict resolution strategy. 
D) a form of differentiation. 
E) scarce resources are unrelated to any part of organizational conflict. 
A) a source of conflict. 
B) a form of task interdependence. 
C) a third-party conflict resolution strategy. 
D) a form of differentiation. 
E) scarce resources are unrelated to any part of organizational conflict.

Question 12

The modern perspective on conflict is that an optimal level exist which is beneficial to the organization.

Accepted Answer

A) True 
 B)False

Question 13

Most people can avoid experiencing relationship conflict if they focus on constructive debate instead.

Accepted Answer

A) True 
 B)False

Question 14

According to the bargaining zone model, the target point is the team's realistic goal or expectation for a final agreement.

Accepted Answer

A) True 
 B)False

Question 15

The yielding conflict management style can produce more conflict rather than resolve it.

Accepted Answer

A) True 
 B)False

Question 16

The bargaining zone model states that:

Accepted Answer

A) the physical space around the negotiations affects the negotiation outcome. 
B) the negotiation process moves each party along a continuum with an area of potential overlap. 
C) the best negotiations occur in a neutral territory. 
D) negotiators must try to move the other party from a win-lose orientation towards a win-win orientation. 
E) win-lose negotiations typically begin by each party communicating its resistance point. 
A) the physical space around the negotiations affects the negotiation outcome. 
B) the negotiation process moves each party along a continuum with an area of potential overlap. 
C) the best negotiations occur in a neutral territory. 
D) negotiators must try to move the other party from a win-lose orientation towards a win-win orientation. 
E) win-lose negotiations typically begin by each party communicating its resistance point.

Question 17

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

Accepted Answer

A) True 
 B)False

Question 18

A few years ago, a clothing manufacturer was expanding rapidly so the CEO hired several executives from other large corporations.Unfortunately, the new executives clashed with the current executives regarding business strategy.The CEO explained: 'We ended up with an old team and a new team and they weren't on the same wavelength.' Identify the source(s) of conflict in this situation and explain two strategies to minimize this conflict in the future.

Accepted Answer

This question is a condensed version of

Question 19

When negotiators have an audience watching their progress in the negotiations, the audience's negotiator:

Accepted Answer

A) is more likely to give in to the other party's demands. 
B) pays more attention to saving face. 
C) tends to feel more cooperative towards the other party. 
D) tends to be more willing to make concessions to the other party. 
E) tends to feel more cooperative AND are more willing to make concessions to the other party. 
A) is more likely to give in to the other party's demands. 
B) pays more attention to saving face. 
C) tends to feel more cooperative towards the other party. 
D) tends to be more willing to make concessions to the other party. 
E) tends to feel more cooperative AND are more willing to make concessions to the other party.

Question 20

Organizational behavior researchers are discovering that it is difficult to separate constructive conflict from relationship conflict.However, it is possible to minimize relationship conflict during constructive conflict episodes.Describe two strategies that would help a team of employees to reduce the level of relationship conflict while the team is engaging in constructive conflict and briefly explain why each strategy may be effective.

Accepted Answer

The textbook describes three strategies.

Which of the following is a third-party conflict resolution strategy with low process control and low outcome control?

Negotiators tend to be more effective when:

Conflict perceptions and emotions lead to conflict sources.

Which conflict management style has low cooperativeness and low assertiveness?

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Constructive conflict helps people to recognize problems, identify a variety of solutions and better understand the issues involved.

Constructive conflict exists:

In organizational conflict, scarce resources are typically identified as:

The modern perspective on conflict is that an optimal level exist which is beneficial to the organization.

Most people can avoid experiencing relationship conflict if they focus on constructive debate instead.

According to the bargaining zone model, the target point is the team's realistic goal or expectation for a final agreement.

The yielding conflict management style can produce more conflict rather than resolve it.

The bargaining zone model states that:

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

When negotiators have an audience watching their progress in the negotiations, the audience's negotiator:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 11: Conflict and Negotiation in the Workplace

Which of the following is a third-party conflict resolution strategy with low process control and low outcome control?

Negotiators tend to be more effective when:

Conflict perceptions and emotions lead to conflict sources.

Which conflict management style has low cooperativeness and low assertiveness?

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Constructive conflict helps people to recognize problems, identify a variety of solutions and better understand the issues involved.

Constructive conflict exists:

In organizational conflict, scarce resources are typically identified as:

The modern perspective on conflict is that an optimal level exist which is beneficial to the organization.

Most people can avoid experiencing relationship conflict if they focus on constructive debate instead.

According to the bargaining zone model, the target point is the team's realistic goal or expectation for a final agreement.

The yielding conflict management style can produce more conflict rather than resolve it.

The bargaining zone model states that:

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

When negotiators have an audience watching their progress in the negotiations, the audience's negotiator:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters