Question 1

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 2

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 3

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

Accepted Answer

A) True 
 B)False

Question 4

An important rule in negotiations is to make several major concessions early in the proceedings to communicate your willingness to resolve the conflict.

Accepted Answer

A) True 
 B)False

Question 5

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Accepted Answer

A) True 
 B)False

Question 6

Conflict perceptions and emotions lead to conflict sources.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following best describes relationship conflict?

Accepted Answer

A)  One party perceives that another party might oppose its interests. 
B)  The conflict is between two individuals rather than departments or organizations. 
C)  The conflict episodes are viewed as personal attacks rather than attempts to resolve the problem. 
D)  Two people adopt a win-win rather than a win-lose orientation. 
E)  None of these describes relationship conflict. 
A)  One party perceives that another party might oppose its interests. 
B)  The conflict is between two individuals rather than departments or organizations. 
C)  The conflict episodes are viewed as personal attacks rather than attempts to resolve the problem. 
D)  Two people adopt a win-win rather than a win-lose orientation. 
E)  None of these describes relationship conflict.

Question 8

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

Accepted Answer

In its extreme form,this statement is fa

Question 9

The view that all conflict in organizations is bad is over simplistic and incorrect.

Accepted Answer

A) True 
 B)False

Question 10

Conflict management styles are defined in terms of their:

Accepted Answer

A)  consequences for the organization. 
B)  arbitrariness and firmness. 
C)  assertiveness and cooperativeness. 
D)  differentiation and interdependence. 
E)  animosity and tolerance. 
A)  consequences for the organization. 
B)  arbitrariness and firmness. 
C)  assertiveness and cooperativeness. 
D)  differentiation and interdependence. 
E)  animosity and tolerance.

Question 11

In the conflict process,what immediately follows conflict perceptions and emotions?

Accepted Answer

A)  Sources of conflict 
B)  Manifest conflict 
C)  Conflict outcomes 
D)  Conflict management 
E)  Both conflict outcomes and conflict management immediately follow conflict perceptions and emotions 
A)  Sources of conflict 
B)  Manifest conflict 
C)  Conflict outcomes 
D)  Conflict management 
E)  Both conflict outcomes and conflict management immediately follow conflict perceptions and emotions

Question 12

The bargaining zone model illustrates:

Accepted Answer

A)  the best zoning for negotiations. 
B)  the conditions under which the other party will hold out for a better offer. 
C)  the various bargaining positions between the parties. 
D)  all of these. 
E)  none of these. 
A)  the best zoning for negotiations. 
B)  the conditions under which the other party will hold out for a better offer. 
C)  the various bargaining positions between the parties. 
D)  all of these. 
E)  none of these.

Question 13

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

Accepted Answer

A)  Forcing 
B)  Yielding 
C)  Avoiding 
D)  Problem-solving 
E)  Compromising 
A)  Forcing 
B)  Yielding 
C)  Avoiding 
D)  Problem-solving 
E)  Compromising

Question 14

A logical strategy for minimizing conflict due to different values and beliefs is to have employees move through different departments,regions and occupations of the company throughout their careers.

Accepted Answer

A) True 
 B)False

Question 15

Conflict begins whenever both parties realize that they have opposing interests.

Accepted Answer

A) True 
 B)False

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

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

Accepted Answer

A) True 
 B)False

Question 18

Which of the following interpersonal conflict management styles has some degree of win-lose orientation?

Accepted Answer

A)  Forcing 
B)  Yielding 
C)  Avoiding 
D)  All of these have some degree of win-lose orientation. 
E)  None of these has any degree of win-lose orientation. 
A)  Forcing 
B)  Yielding 
C)  Avoiding 
D)  All of these have some degree of win-lose orientation. 
E)  None of these has any degree of win-lose orientation.

Question 19

GlobalCo formed a task force consisting of eight employees from four culturally diverse countries who have not previously met.The task force must work closely together for a month to solve a troublesome customer problem.These employees have similar technical training,but they have different religious beliefs,different languages,and different standards of living.If these employees experience conflict,this conflict might be caused by:

Accepted Answer

A)  task interdependence. 
B)  differentiation. 
C)  communication problems. 
D)  all of these factors. 
E)  differentiation and communication problems, but not task interdependence 
A)  task interdependence. 
B)  differentiation. 
C)  communication problems. 
D)  all of these factors. 
E)  differentiation and communication problems, but not task interdependence

Question 20

For everyday disputes between two employees,managers should use _____________ as a third-party intervention:

Accepted Answer

A)  inquisition 
B)  mediation 
C)  arbitration 
D)  retaliation 
E)  negotiation 
A)  inquisition 
B)  mediation 
C)  arbitration 
D)  retaliation 
E)  negotiation

The bargaining zone model states that:

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

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

An important rule in negotiations is to make several major concessions early in the proceedings to communicate your willingness to resolve the conflict.

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Conflict perceptions and emotions lead to conflict sources.

Which of the following best describes relationship conflict?

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

The view that all conflict in organizations is bad is over simplistic and incorrect.

Conflict management styles are defined in terms of their:

In the conflict process,what immediately follows conflict perceptions and emotions?

The bargaining zone model illustrates:

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

A logical strategy for minimizing conflict due to different values and beliefs is to have employees move through different departments,regions and occupations of the company throughout their careers.

Conflict begins whenever both parties realize that they have opposing interests.

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

Which of the following interpersonal conflict management styles has some degree of win-lose orientation?

For everyday disputes between two employees,managers should use _____________ as a third-party intervention:

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 Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters

Exam 11: Understanding and Managing Workplace Conflict

The bargaining zone model states that:

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

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

An important rule in negotiations is to make several major concessions early in the proceedings to communicate your willingness to resolve the conflict.

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

Conflict perceptions and emotions lead to conflict sources.

Which of the following best describes relationship conflict?

Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'

The view that all conflict in organizations is bad is over simplistic and incorrect.

Conflict management styles are defined in terms of their:

In the conflict process,what immediately follows conflict perceptions and emotions?

The bargaining zone model illustrates:

Which conflict management style is most appropriate when the parties do not have perfectly opposing interests and have enough trust to share information?

A logical strategy for minimizing conflict due to different values and beliefs is to have employees move through different departments,regions and occupations of the company throughout their careers.

Conflict begins whenever both parties realize that they have opposing interests.

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

Which of the following interpersonal conflict management styles has some degree of win-lose orientation?

For everyday disputes between two employees,managers should use _____________ as a third-party intervention:

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 Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters