Question 1

How do our personal preferences affect the way we approach conflict?

Accepted Answer

In any conflict or negotiation,we need t

Question 2

The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:

Accepted Answer

A)  Mediation 
B)  Conflict 
C)  Negotiation 
D)  Dialogue 
A)  Mediation 
B)  Conflict 
C)  Negotiation 
D)  Dialogue

Question 3

Constructive conflict:

Accepted Answer

A)  Is the opposite of task-related conflict and often involves verbal attacks 
B)  Encourages employees to re-examine their basic assumptions about a problem and its possible solutions 
C)  Is apparent when the conflict is explained in terms of interpersonal incompatibilities 
D)  Is more likely to trigger defence mechanisms and a competitive orientation among team members 
A)  Is the opposite of task-related conflict and often involves verbal attacks 
B)  Encourages employees to re-examine their basic assumptions about a problem and its possible solutions 
C)  Is apparent when the conflict is explained in terms of interpersonal incompatibilities 
D)  Is more likely to trigger defence mechanisms and a competitive orientation among team members

Question 4

The conflict process begins:

Accepted Answer

A)  When one party intends to interfere with the other's goals 
B)  When one party does something that actually interferes with the other party's goals 
C)  After the first party does something that causes the second party to take a similar hostile action 
D)  When scarce resources or other conditions exist that potentially cause conflict 
A)  When one party intends to interfere with the other's goals 
B)  When one party does something that actually interferes with the other party's goals 
C)  After the first party does something that causes the second party to take a similar hostile action 
D)  When scarce resources or other conditions exist that potentially cause conflict

Question 5

Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.

Accepted Answer

A) True 
 B)False

Question 6

Two team members who disagree over their work schedule approach their team leader to help resolve the conflict.Based on your knowledge of third-party conflict resolution,the team leader should:

Accepted Answer

A)  Help the employees to resolve their own conflict,with the team leader serving as a mediator to help them to clarify their differences and common interests in the dispute 
B)  Ask the employees to determine the information the team leader should receive,then make the decision based only on that information 
C)  Tell each employee to present a solution,then the team leader would randomly choose one of them 
D)  Select the best schedule with the information that the team leader decides to request from the employees 
A)  Help the employees to resolve their own conflict,with the team leader serving as a mediator to help them to clarify their differences and common interests in the dispute 
B)  Ask the employees to determine the information the team leader should receive,then make the decision based only on that information 
C)  Tell each employee to present a solution,then the team leader would randomly choose one of them 
D)  Select the best schedule with the information that the team leader decides to request from the employees

Question 7

Conflict-handling styles are defined in terms of their:

Accepted Answer

A)  Consequences for the organisation 
B)  Arbitrariness and firmness 
C)  Firm flexibility and trade offs 
D)  Differentiation and interdependence 
A)  Consequences for the organisation 
B)  Arbitrariness and firmness 
C)  Firm flexibility and trade offs 
D)  Differentiation and interdependence

Question 8

Describe the different third-party conflict resolution interventions.Which of these interventions is most appropriate in organisations? Why?

Accepted Answer

There are generally three types of third

Question 9

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

Accepted Answer

A) True 
 B)False

Question 10

How does conflict start in an organisational environment?

Accepted Answer

Conflicts can be task oriented or relati

Question 11

Direct communication minimises conflict by:

Accepted Answer

A)  Reducing task interdependence 
B)  Reducing reliance on stereotypes about the other party 
C)  Creating organisational buffers 
D)  Reducing the differentiation in the workforce 
A)  Reducing task interdependence 
B)  Reducing reliance on stereotypes about the other party 
C)  Creating organisational buffers 
D)  Reducing the differentiation in the workforce

Question 12

Mediation has a high level of process control but a low level of decision control.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following statements about organisational conflict is FALSE?

Accepted Answer

A)  Job and occupational specialisation tend to minimise conflict 
B)  Some conflict increases organisational effectiveness 
C)  In constructive conflict,the parties view the conflict as something 'out there' to resolve 
D)  Decision ambiguity can increase the potential for conflict 
A)  Job and occupational specialisation tend to minimise conflict 
B)  Some conflict increases organisational effectiveness 
C)  In constructive conflict,the parties view the conflict as something 'out there' to resolve 
D)  Decision ambiguity can increase the potential for conflict

Question 14

Relationship conflict is apparent when the conflict is explained in terms of differences of opinion regarding tasks or decisions.

Accepted Answer

A) True 
 B)False

Question 15

The lowest risk of conflict tends to occur in reciprocal interdependence situations.

Accepted Answer

A) True 
 B)False

Question 16

Conflict is defined as:

Accepted Answer

A)  Any event where two parties demonstrate their dislike of each other 
B)  Any occasion where both parties perceive each other as a threat to achieving the other party's goals 
C)  A process in which one party perceives that its interests are being opposed or negatively affected by another party 
D)  Any event where one party acts in a way that prevents another party from achieving its goals 
A)  Any event where two parties demonstrate their dislike of each other 
B)  Any occasion where both parties perceive each other as a threat to achieving the other party's goals 
C)  A process in which one party perceives that its interests are being opposed or negatively affected by another party 
D)  Any event where one party acts in a way that prevents another party from achieving its goals

Question 17

Avoiding is usually the best interpersonal conflict-handling style when the issue is trivial to everyone involved.

Accepted Answer

A) True 
 B)False

Question 18

List the various organisational approaches to conflict management.

Accepted Answer

The main organisational approaches to co

Question 19

Sara Jones walked out in anger from a negotiation meeting with an important supplier for her company claiming that,if no agreement was reached within 24 hours,then an alternative supplier would be contracted.Do you consider this is an ethical strategy? Explain your reasoning.

Accepted Answer

The extent to which others see our barga

Question 20

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Accepted Answer

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

How do our personal preferences affect the way we approach conflict?

The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:

Constructive conflict:

The conflict process begins:

Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.

Two team members who disagree over their work schedule approach their team leader to help resolve the conflict.Based on your knowledge of third-party conflict resolution,the team leader should:

Conflict-handling styles are defined in terms of their:

Describe the different third-party conflict resolution interventions.Which of these interventions is most appropriate in organisations? Why?

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

How does conflict start in an organisational environment?

Direct communication minimises conflict by:

Mediation has a high level of process control but a low level of decision control.

Which of the following statements about organisational conflict is FALSE?

Relationship conflict is apparent when the conflict is explained in terms of differences of opinion regarding tasks or decisions.

The lowest risk of conflict tends to occur in reciprocal interdependence situations.

Conflict is defined as:

Avoiding is usually the best interpersonal conflict-handling style when the issue is trivial to everyone involved.

List the various organisational approaches to conflict management.

Sara Jones walked out in anger from a negotiation meeting with an important supplier for her company claiming that,if no agreement was reached within 24 hours,then an alternative supplier would be contracted.Do you consider this is an ethical strategy? Explain your reasoning.

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters

Exam 11: Conflict and Negotiation in the Workplace

How do our personal preferences affect the way we approach conflict?

The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:

Constructive conflict:

The conflict process begins:

Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.

Two team members who disagree over their work schedule approach their team leader to help resolve the conflict.Based on your knowledge of third-party conflict resolution,the team leader should:

Conflict-handling styles are defined in terms of their:

Describe the different third-party conflict resolution interventions.Which of these interventions is most appropriate in organisations? Why?

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

How does conflict start in an organisational environment?

Direct communication minimises conflict by:

Mediation has a high level of process control but a low level of decision control.

Which of the following statements about organisational conflict is FALSE?

Relationship conflict is apparent when the conflict is explained in terms of differences of opinion regarding tasks or decisions.

The lowest risk of conflict tends to occur in reciprocal interdependence situations.

Conflict is defined as:

Avoiding is usually the best interpersonal conflict-handling style when the issue is trivial to everyone involved.

List the various organisational approaches to conflict management.

Sara Jones walked out in anger from a negotiation meeting with an important supplier for her company claiming that,if no agreement was reached within 24 hours,then an alternative supplier would be contracted.Do you consider this is an ethical strategy? Explain your reasoning.

Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters