Question 1

An important rule for effective negotiations is to avoid using persuasive communication tactics.

Accepted Answer

A) True 
 B)False  False

Question 2

Emotional intelligence helps employees to avoid escalating constructive conflict into socioemotional conflict.

Accepted Answer

A) True 
 B)False  True

Question 3

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

Accepted Answer

A) True 
 B)False  True

Question 4

When people experience socioemotional conflict,they tend to increase their reliance on communication with the other party.

Accepted Answer

A) True 
 B)False

Question 5

Ambiguous rules,scarce resources and task interdependence are:

Accepted Answer

A)  sources of potential conflict 
B)  strategies used in the inquisition approach to third-party conflict resolution 
C)  three of the main conflict management styles 
D)  indicators of effectiveness in third-party conflict resolution 
E)  situational influences on negotiations 
A)  sources of potential conflict 
B)  strategies used in the inquisition approach to third-party conflict resolution 
C)  three of the main conflict management styles 
D)  indicators of effectiveness in third-party conflict resolution 
E)  situational influences on negotiations

Question 6

According to the literature on organizational conflict,constructive conflict:

Accepted Answer

A)  is a positive application of conflict in organizations. 
B)  is one of the most common outcomes of conflict. 
C)  is the only conflict management style that has high assertiveness and low cooperativeness. 
D)  is the main source of conflict in organizations. 
E)  should never be used as a conflict management strategy. 
A)  is a positive application of conflict in organizations. 
B)  is one of the most common outcomes of conflict. 
C)  is the only conflict management style that has high assertiveness and low cooperativeness. 
D)  is the main source of conflict in organizations. 
E)  should never be used as a conflict management strategy.

Question 7

Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence.

Accepted Answer

A) True 
 B)False

Question 8

The newly hired CEO of an advertising agency noticed that employees were constantly arguing and debating with each other over design and ad copy.This cantankerous behavior was quite different from the more reserved and polite interactions that occurred in the CEO's previous organization in the consumer products industry.To correct this problem,the CEO established a new motto ('Serving Clients in Harmony')and actively discouraged employees from the spirited debates that occurred in the past.Some key staff members left the company over the next few months,saying that the company was losing its creative edge.However,the CEO was able to bring in new employees who were more discreet and subtle in their discussions with colleagues.Discuss the merits of the CEO's actions.

Accepted Answer

The first issue that students should con

Question 9

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

Question 10

Socioemotional conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Accepted Answer

A) True 
 B)False

Question 11

Conflict perceptions and emotions lead to conflict sources.

Accepted Answer

A) True 
 B)False

Question 12

A win-win orientation exists when a person or team believes that:

Accepted Answer

A)  one party necessarily loses if the other gains, so a forcing style should be applied. 
B)  a combination of all interpersonal styles of conflict management must be applied to reach a mutually beneficial solution. 
C)  a mutually beneficial solution may be found if both parties apply a collaborative orientation. 
D)  both parties must apply an yielding interpersonal style to resolve the conflict effectively. 
E)  None of these statements applies to a win-win orientation. 
A)  one party necessarily loses if the other gains, so a forcing style should be applied. 
B)  a combination of all interpersonal styles of conflict management must be applied to reach a mutually beneficial solution. 
C)  a mutually beneficial solution may be found if both parties apply a collaborative orientation. 
D)  both parties must apply an yielding interpersonal style to resolve the conflict effectively. 
E)  None of these statements applies to a win-win orientation.

Question 13

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Accepted Answer

A)  Forcing 
B)  Yielding 
C)  Problem-solving 
D)  Avoiding 
E)  Both yielding and problem solving have mostly or completely a win-win orientation. 
A)  Forcing 
B)  Yielding 
C)  Problem-solving 
D)  Avoiding 
E)  Both yielding and problem solving have mostly or completely a win-win orientation.

Question 14

Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.

Accepted Answer

A) True 
 B)False

Question 15

When negotiators get closer to their time deadline,they become less committed to resolving the conflict.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A)  Inquisition 
B)  Arbitration 
C)  Mediation 
D)  Imposition 
E)  All third-party conflict resolution strategies have high process and outcome control 
A)  Inquisition 
B)  Arbitration 
C)  Mediation 
D)  Imposition 
E)  All third-party conflict resolution strategies have high process and outcome control

Question 17

The two main forms of conflict are:

Accepted Answer

A)  manifest and hidden 
B)  constructive and socioemotional 
C)  pooled and sequential 
D)  problem-solving and forcing 
E)  superordinate and subordinate 
A)  manifest and hidden 
B)  constructive and socioemotional 
C)  pooled and sequential 
D)  problem-solving and forcing 
E)  superordinate and subordinate

Question 18

Canuck Airlines International (CAI)is the result of five airlines that merged over six years.These airlines had energetic leaders who established distinct operating procedures and demanded absolute loyalty from their employees.When the airlines merged into CAI,employees continued their allegiance to their former airline by identifying themselves with its color -- blue for Pacific Airlines,orange for Northern Air,green for EastAir,and so on.Coffee break groups began to form around color codes rather than work groups.Employees who transferred to different work units were routinely asked what color they came from.In some areas,color heritage decided a promotion,explained a botch-up,or was offered as a reason why things couldn't change.Discuss this incident in terms of the sources and consequences of conflict in organizational settings.

Accepted Answer

This question is a condensed description

Question 19

Which of the following is NOT explicitly labeled in the conflict process model?

Accepted Answer

A)  Manifest conflict 
B)  Conflict perceptions 
C)  Conflict emotions 
D)  Conflict sources 
E)  Conflict zone 
A)  Manifest conflict 
B)  Conflict perceptions 
C)  Conflict emotions 
D)  Conflict sources 
E)  Conflict zone

Question 20

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

Accepted Answer

A) True 
 B)False

An important rule for effective negotiations is to avoid using persuasive communication tactics.

Emotional intelligence helps employees to avoid escalating constructive conflict into socioemotional conflict.

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

When people experience socioemotional conflict,they tend to increase their reliance on communication with the other party.

Ambiguous rules,scarce resources and task interdependence are:

According to the literature on organizational conflict,constructive conflict:

Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence.

Conflict management styles are defined in terms of their:

Socioemotional conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Conflict perceptions and emotions lead to conflict sources.

A win-win orientation exists when a person or team believes that:

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.

When negotiators get closer to their time deadline,they become less committed to resolving the conflict.

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

The two main forms of conflict are:

Which of the following is NOT explicitly labeled in the conflict process model?

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

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 13: Conflict and Negotiation in the Workplace

An important rule for effective negotiations is to avoid using persuasive communication tactics.

Emotional intelligence helps employees to avoid escalating constructive conflict into socioemotional conflict.

Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.

When people experience socioemotional conflict,they tend to increase their reliance on communication with the other party.

Ambiguous rules,scarce resources and task interdependence are:

According to the literature on organizational conflict,constructive conflict:

Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence.

Conflict management styles are defined in terms of their:

Socioemotional conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.

Conflict perceptions and emotions lead to conflict sources.

A win-win orientation exists when a person or team believes that:

Which of the following interpersonal conflict management styles has mostly or completely a win-win orientation?

Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.

When negotiators get closer to their time deadline,they become less committed to resolving the conflict.

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

The two main forms of conflict are:

Which of the following is NOT explicitly labeled in the conflict process model?

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

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters