Question 1

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

Question 2

What is the relationship between emotional intelligence and relationship conflicts?

Accepted Answer

A)  Emotional intelligence is unrelated to relationship conflicts. 
B)  Emotional intelligence tends to increase the likeliness of relationship conflicts. 
C)  Relationship conflict is less likely to occur if emotional intelligence is high. 
D)  Emotional intelligence tends to maintain all types conflicts to be relationship-based. 
E)  The conversion of relationship conflicts to constructive conflicts is slow with high emotional intelligence. 
A)  Emotional intelligence is unrelated to relationship conflicts. 
B)  Emotional intelligence tends to increase the likeliness of relationship conflicts. 
C)  Relationship conflict is less likely to occur if emotional intelligence is high. 
D)  Emotional intelligence tends to maintain all types conflicts to be relationship-based. 
E)  The conversion of relationship conflicts to constructive conflicts is slow with high emotional intelligence.

Question 3

Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

Accepted Answer

A) True 
 B)False

Question 4

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

Accepted Answer

A)  Inquisition 
B)  Arbitration 
C)  Mediation 
D)  Imposition 
E)  Compromise 
A)  Inquisition 
B)  Arbitration 
C)  Mediation 
D)  Imposition 
E)  Compromise

Question 5

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

Accepted Answer

A)  mediation. 
B)  inquisition. 
C)  arbitration. 
D)  negotiation. 
E)  compromise. 
A)  mediation. 
B)  inquisition. 
C)  arbitration. 
D)  negotiation. 
E)  compromise.

Question 6

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. 
E)  arbitration. 
A)  mediation. 
B)  conflict. 
C)  negotiation. 
D)  dialogue. 
E)  arbitration.

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Conflict perceptions and emotions produce manifest conflict-the decisions and behaviors of one party toward the other.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is a major advantage of having moderate levels of organizational conflicts?

Accepted Answer

A)  More responsiveness to changing business environment 
B)  Reduced attrition in the organization 
C)  Reduced stress and job dissatisfaction among employees 
D)  Increased information sharing 
E)  Less wastage of time because of reduced communication among employees 
A)  More responsiveness to changing business environment 
B)  Reduced attrition in the organization 
C)  Reduced stress and job dissatisfaction among employees 
D)  Increased information sharing 
E)  Less wastage of time because of reduced communication among employees

Question 10

Yielding style of conflict resolution involves making unilateral concessions and unconditional promises.

Accepted Answer

A) True 
 B)False

Question 11

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following precedes conflict outcomes in the conflict process?

Accepted Answer

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

Question 13

Which of the following statements is true of the relationship conflicts in a highly cohesive team?

Accepted Answer

A)  Relationship conflicts tend to be more because of the increased relationship. 
B)  Mediation is needed to resolve relationship conflicts in such teams. 
C)  Relationship conflict is absent in such teams. 
D)  Conflicts tend to be more in such teams if it has a large number of members. 
E)  Relationship conflict is suppressed when the conflict occurs. 
A)  Relationship conflicts tend to be more because of the increased relationship. 
B)  Mediation is needed to resolve relationship conflicts in such teams. 
C)  Relationship conflict is absent in such teams. 
D)  Conflicts tend to be more in such teams if it has a large number of members. 
E)  Relationship conflict is suppressed when the conflict occurs.

Question 14

Based on the characteristics of constructive conflicts,which of the following would help a manager create constructive conflicts during a debate?

Accepted Answer

A)  Support the weaker members during the debate 
B)  Explain conflict in terms of interpersonal incompatibilities 
C)  Support the stronger members during the debate 
D)  Keep the debate focused on the issue 
E)  Maintain competitive orientation in the debate 
A)  Support the weaker members during the debate 
B)  Explain conflict in terms of interpersonal incompatibilities 
C)  Support the stronger members during the debate 
D)  Keep the debate focused on the issue 
E)  Maintain competitive orientation in the debate

Question 15

Strong cohesion in teams leads to strong relational conflicts.

Accepted Answer

A) True 
 B)False

Question 16

Poor communication is a part of manifest conflict.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following types of third-party intervention approaches do managers usually adopt?

Accepted Answer

A)  Inquisitional 
B)  Competitive 
C)  Mediation-based 
D)  Arbitration-based 
E)  Abstainer 
A)  Inquisitional 
B)  Competitive 
C)  Mediation-based 
D)  Arbitration-based 
E)  Abstainer

Question 18

Resource scarcity is a potential source of conflict in organizations.

Accepted Answer

A) True 
 B)False

Question 19

Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following sources of conflict is typically associated with mergers and acquisitions,where everyone wants the company to succeed,but they fight over the "right way" to do things because of their unique experiences in the separate companies?

Accepted Answer

A)  Task interdependence 
B)  Differentiation 
C)  Goal incompatibility 
D)  Scarce resources 
E)  Disintermediation 
A)  Task interdependence 
B)  Differentiation 
C)  Goal incompatibility 
D)  Scarce resources 
E)  Disintermediation

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

What is the relationship between emotional intelligence and relationship conflicts?

Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

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

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

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

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

Conflict perceptions and emotions produce manifest conflict-the decisions and behaviors of one party toward the other.

Which of the following is a major advantage of having moderate levels of organizational conflicts?

Yielding style of conflict resolution involves making unilateral concessions and unconditional promises.

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Which of the following precedes conflict outcomes in the conflict process?

Which of the following statements is true of the relationship conflicts in a highly cohesive team?

Based on the characteristics of constructive conflicts,which of the following would help a manager create constructive conflicts during a debate?

Strong cohesion in teams leads to strong relational conflicts.

Poor communication is a part of manifest conflict.

Which of the following types of third-party intervention approaches do managers usually adopt?

Resource scarcity is a potential source of conflict in organizations.

Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.

Which of the following sources of conflict is typically associated with mergers and acquisitions,where everyone wants the company to succeed,but they fight over the "right way" to do things because of their unique experiences in the separate companies?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

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

Filters

Exam 11: Conflict and Negotiation in the Workplace

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

What is the relationship between emotional intelligence and relationship conflicts?

Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

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

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

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

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

Conflict perceptions and emotions produce manifest conflict-the decisions and behaviors of one party toward the other.

Which of the following is a major advantage of having moderate levels of organizational conflicts?

Yielding style of conflict resolution involves making unilateral concessions and unconditional promises.

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Which of the following precedes conflict outcomes in the conflict process?

Which of the following statements is true of the relationship conflicts in a highly cohesive team?

Based on the characteristics of constructive conflicts,which of the following would help a manager create constructive conflicts during a debate?

Strong cohesion in teams leads to strong relational conflicts.

Poor communication is a part of manifest conflict.

Which of the following types of third-party intervention approaches do managers usually adopt?

Resource scarcity is a potential source of conflict in organizations.

Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.

Which of the following sources of conflict is typically associated with mergers and acquisitions,where everyone wants the company to succeed,but they fight over the "right way" to do things because of their unique experiences in the separate companies?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

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

Filters