Question 1

Third-party interventions are defined in terms of their:

Accepted Answer

A) arbitrariness and firmness. 
B) level of process control and level of decision control. 
C) assertiveness and cooperativeness. 
D) differentiation and interdependence. 
E) consequences for the organization. 
A) arbitrariness and firmness. 
B) level of process control and level of decision control. 
C) assertiveness and cooperativeness. 
D) differentiation and interdependence. 
E) consequences for the organization. B

Question 2

Which of the following actions does NOT reduce conflict between employees and work teams?

Accepted Answer

A) Reducing the amount of task interdependence. 
B) Increasing the resources available. 
C) Clarifying the responsibilities and authority of each employee. 
D) Encouraging employees to emphasize departmental rather than organizational goals. 
E) Requiring employees to learn more about each other in special sessions. 
A) Reducing the amount of task interdependence. 
B) Increasing the resources available. 
C) Clarifying the responsibilities and authority of each employee. 
D) Encouraging employees to emphasize departmental rather than organizational goals. 
E) Requiring employees to learn more about each other in special sessions. D

Question 3

NewTel is a telephone company with a policy of filling positions through promotions rather than hiring from outside.Until recently,the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas.Consequently,almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions.There is increasing pressure on NewTel to become more marketing and service oriented,so four people were hired one year ago from consumer products and retail firms to fill new senior executive positions in marketing and service management.The external hires were necessary because employees were not sufficiently qualified.Now there are signs of tension among senior executives,particularly during budget deliberations where there is limited discretionary spending on new corporate activities.The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment.What conflict management strategies could be applied at NewTel to minimize dysfunctional conflict among these senior executives?

Accepted Answer

Some sources of conflict cannot be changed structurally.For example,it isn't possible to give every executive what he or she wants because the budget is limited.The level of interdependence for budget issues is already at the lowest level (pooled)and the strategic nature of senior management work would make the use of integrators inappropriate.
The main strategy to reduce conflict in this case would be to reduce differentiation.In the short term,this might occur through special sessions such as team building,whereby each senior executive learns to appreciate the values and experiences of others more fully.In the long term,the organization should rotate employees through various departments before they reach senior management.

Question 4

Task conflict is less likely to turn into relationship conflict when team members:

Accepted Answer

A) learn how to argue more forcefully with each other. 
B) have higher emotional intelligence. 
C) have high differentiation. 
D) have competitive team norms. 
E) use a forcing style of conflict resolution. 
A) learn how to argue more forcefully with each other. 
B) have higher emotional intelligence. 
C) have high differentiation. 
D) have competitive team norms. 
E) use a forcing style of conflict resolution.

Question 5

Making concessions symbolizes a negotiator's motivation to bargain in good faith.

Accepted Answer

A) True 
 B)False

Question 6

According to one study,expert negotiators do not actually spend more time preparing than most other people.

Accepted Answer

A) True 
 B)False

Question 7

Researchers have shown there are significant differences that distinguish expert from average negotiators.In some cases those differences involve doing more,whereas in other cases experts do less.List and describe three activities that experts do less of,in comparison to average negotiators.

Accepted Answer

Fewer irritators:expert negotiators tend

Question 8

Emotional intelligence and team cohesiveness are two ways to:

Accepted Answer

A) minimize task conflict. 
B) engage in third-party conflict resolution. 
C) increase relationship conflict. 
D) minimize relationship conflict. 
E) add more cycles to the conflict escalation cyclE. 
A) minimize task conflict. 
B) engage in third-party conflict resolution. 
C) increase relationship conflict. 
D) minimize relationship conflict. 
E) add more cycles to the conflict escalation cyclE.

Question 9

People from high collectivist cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Accepted Answer

A) True 
 B)False

Question 10

Task conflict is more likely to escalate into relationship conflict among employees in highly cohesive teams.

Accepted Answer

A) True 
 B)False

Question 11

Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties,but does not impose a solution on the parties?

Accepted Answer

A) Inquisition 
B) Arbitration 
C) Mediation 
D) All of these are correct. 
E) None of these are correct. 
A) Inquisition 
B) Arbitration 
C) Mediation 
D) All of these are correct. 
E) None of these are correct.

Question 12

Task conflict:

Accepted Answer

A) is also known as relationship conflict. 
B) encourages people to think about different points of view. 
C) is a source of conflict based on the physical layout of the office. 
D) is the main source of groupthink and denial of external problems. 
E) None of these are correct. 
A) is also known as relationship conflict. 
B) encourages people to think about different points of view. 
C) is a source of conflict based on the physical layout of the office. 
D) is the main source of groupthink and denial of external problems. 
E) None of these are correct.

Question 13

Which of the following is NOT a benefit of moderate conflict in organizations?

Accepted Answer

A) It prevents stagnation and nonresponsiveness to the external environment. 
B) It improves decision making. 
C) Conflict with people outside the team can potentially increase cohesion with the team. 
D) It energizes people to debate issues more thoroughly. 
E) It helps regenerate employee ranks,since those who cannot manage conflict effectively tend to leave the organization and are replaced with more effective staff. 
A) It prevents stagnation and nonresponsiveness to the external environment. 
B) It improves decision making. 
C) Conflict with people outside the team can potentially increase cohesion with the team. 
D) It energizes people to debate issues more thoroughly. 
E) It helps regenerate employee ranks,since those who cannot manage conflict effectively tend to leave the organization and are replaced with more effective staff.

Question 14

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

Accepted Answer

A) True 
 B)False

Question 15

The two main forms of conflict are:

Accepted Answer

A) structural and personal. 
B) constructive and relationship. 
C) pooled and sequential. 
D) problem-solving and forcing. 
E) superordinate and supraordinatE. 
A) structural and personal. 
B) constructive and relationship. 
C) pooled and sequential. 
D) problem-solving and forcing. 
E) superordinate and supraordinatE.

Question 16

Jane has just been appointed as purchasing manager of Tacoma Technologies Corp.The previous purchasing manager,who recently retired,was known for his "winner-take-all" approach to suppliers.He continually fought for more discounts and was skeptical about any special deals that suppliers would propose.A few suppliers refused to do business with Tacoma Technologies,but senior management was confident that the former purchasing manager's approach minimized the company's costs.Jane wants to try a more problem-solving approach to working with suppliers.Contrast Jane's and her predecessor's approach to negotiations in terms of the dimensions of interpersonal conflict management style.Then explain whether Jane's approach will be effective or not.

Accepted Answer

This question begins by asking students

Question 17

Conflict may occur because the conflicting parties lack the opportunity,ability and/or motivation to communicate with each other.

Accepted Answer

A) True 
 B)False

Question 18

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Accepted Answer

A) True 
 B)False

Question 19

Ambiguous rules,scarce resources,and task interdependence are:

Accepted Answer

A) structural sources of potential conflict. 
B) strategies used in the inquisition approach to third-party conflict resolution. 
C) interpersonal sources of potential conflict. 
D) indicators of effectiveness in third-party conflict resolution. 
E) situational influences on negotiations. 
A) structural sources of potential conflict. 
B) strategies used in the inquisition approach to third-party conflict resolution. 
C) interpersonal sources of potential conflict. 
D) indicators of effectiveness in third-party conflict resolution. 
E) situational influences on negotiations.

Question 20

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

Accepted Answer

A) True 
 B)False

Third-party interventions are defined in terms of their:

Which of the following actions does NOT reduce conflict between employees and work teams?

Task conflict is less likely to turn into relationship conflict when team members:

Making concessions symbolizes a negotiator's motivation to bargain in good faith.

According to one study,expert negotiators do not actually spend more time preparing than most other people.

Researchers have shown there are significant differences that distinguish expert from average negotiators.In some cases those differences involve doing more,whereas in other cases experts do less.List and describe three activities that experts do less of,in comparison to average negotiators.

Emotional intelligence and team cohesiveness are two ways to:

People from high collectivist cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Task conflict is more likely to escalate into relationship conflict among employees in highly cohesive teams.

Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties,but does not impose a solution on the parties?

Task conflict:

Which of the following is NOT a benefit of moderate conflict in organizations?

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

The two main forms of conflict are:

Conflict may occur because the conflicting parties lack the opportunity,ability and/or motivation to communicate with each other.

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Ambiguous rules,scarce resources,and task interdependence are:

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

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 11: Conflict and Negotiation in the Workplace Revised

Third-party interventions are defined in terms of their:

Which of the following actions does NOT reduce conflict between employees and work teams?

Task conflict is less likely to turn into relationship conflict when team members:

Making concessions symbolizes a negotiator's motivation to bargain in good faith.

According to one study,expert negotiators do not actually spend more time preparing than most other people.

Researchers have shown there are significant differences that distinguish expert from average negotiators.In some cases those differences involve doing more,whereas in other cases experts do less.List and describe three activities that experts do less of,in comparison to average negotiators.

Emotional intelligence and team cohesiveness are two ways to:

People from high collectivist cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.

Task conflict is more likely to escalate into relationship conflict among employees in highly cohesive teams.

Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties,but does not impose a solution on the parties?

Task conflict:

Which of the following is NOT a benefit of moderate conflict in organizations?

According to the bargaining zone model,the parties should begin negotiations by describing their target points to each other.

The two main forms of conflict are:

Conflict may occur because the conflicting parties lack the opportunity,ability and/or motivation to communicate with each other.

People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.

Ambiguous rules,scarce resources,and task interdependence are:

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

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters