Question 1

The preferred conflict-handling style tends to depend partly on the individual's cross-cultural values.

Accepted Answer

A) True 
 B)False

Question 2

Two business units operate out of different buildings in a large city.They offer distinct products to customers and have their own budgets.However,they must share training facilities located at headquarters,also located in the city.This often creates conflict because both business units tend to want the training facilities at the same time.Describe the source(s)of conflict that are apparent in this situation and describe two potential solutions that would minimise this conflict.

Accepted Answer

Students should immediately note that th

Question 3

When team norms encourage _____,team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.

Accepted Answer

A)  Conscientiousness 
B)  Introversion 
C)  Neuroticism 
D)  Openness 
A)  Conscientiousness 
B)  Introversion 
C)  Neuroticism 
D)  Openness

Question 4

The conflict-handling style involves a high degree of firm flexibility and trade-offs.

Accepted Answer

A) True 
 B)False

Question 5

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 the options listed here are correct 
A)  Inquisition 
B)  Arbitration 
C)  Mediation 
D)  All of the options listed here are correct

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

Relationship conflict focuses on the other party as the source of conflict.

Accepted Answer

A) True 
 B)False

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.

Accepted Answer

A) True 
 B)False

Question 10

Before negotiators are willing to share information and engage in problem solving,they need to be sure that they will:

Accepted Answer

A)  Use straightforward techniques 
B)  Not be overpowered 
C)  Not be exploited by others 
D)  None of the options listed here is correct 
A)  Use straightforward techniques 
B)  Not be overpowered 
C)  Not be exploited by others 
D)  None of the options listed here is correct

Question 11

Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.

Accepted Answer

A) True 
 B)False

Question 12

The third-party conflict resolution intervention that has a high control over the final outcome but little control over the process is known as:

Accepted Answer

A)  Mediation 
B)  Inquisition 
C)  Arbitration 
D)  Negotiation 
A)  Mediation 
B)  Inquisition 
C)  Arbitration 
D)  Negotiation

Question 13

The potential for conflict between two employees would be highest under conditions of:

Accepted Answer

A)  Pooled interdependence 
B)  Total independence 
C)  Reciprocal interdependence 
D)  Anticipatory interdependence 
A)  Pooled interdependence 
B)  Total independence 
C)  Reciprocal interdependence 
D)  Anticipatory interdependence

Question 14

Most negotiators prefer using email,videoconferences and other forms of electronic communication when negotiating rather than meeting face-to-face.

Accepted Answer

A) True 
 B)False

Question 15

Employees with high emotional intelligence are able to avoid the escalation of constructive conflict into relationship conflict.

Accepted Answer

A) True 
 B)False

Question 16

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 
A)  Sources of conflict 
B)  Manifest conflict 
C)  Conflict outcomes 
D)  Conflict management

The preferred conflict-handling style tends to depend partly on the individual's cross-cultural values.

When team norms encourage _____,team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.

The conflict-handling style involves a high degree of firm flexibility and trade-offs.

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?

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

Relationship conflict focuses on the other party as the source of conflict.

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

Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.

Before negotiators are willing to share information and engage in problem solving,they need to be sure that they will:

Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.

The third-party conflict resolution intervention that has a high control over the final outcome but little control over the process is known as:

The potential for conflict between two employees would be highest under conditions of:

Most negotiators prefer using email,videoconferences and other forms of electronic communication when negotiating rather than meeting face-to-face.

Employees with high emotional intelligence are able to avoid the escalation of constructive conflict into relationship conflict.

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

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

The preferred conflict-handling style tends to depend partly on the individual's cross-cultural values.

When team norms encourage _____,team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.

The conflict-handling style involves a high degree of firm flexibility and trade-offs.

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?

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

Relationship conflict focuses on the other party as the source of conflict.

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

Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.

Before negotiators are willing to share information and engage in problem solving,they need to be sure that they will:

Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.

The third-party conflict resolution intervention that has a high control over the final outcome but little control over the process is known as:

The potential for conflict between two employees would be highest under conditions of:

Most negotiators prefer using email,videoconferences and other forms of electronic communication when negotiating rather than meeting face-to-face.

Employees with high emotional intelligence are able to avoid the escalation of constructive conflict into relationship conflict.

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

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