Question 1

Controlling the agenda enables managers to prevent conflict from reaching the manifest stage.

Accepted Answer

A) True 
 B)False  True

Question 2

Which of the following is not a stage in Pondy's model of conflict?

Accepted Answer

A)  Manifest conflict 
B)  Aroused conflict 
C)  Felt conflict 
D)  Perceived conflict 
A)  Manifest conflict 
B)  Aroused conflict 
C)  Felt conflict 
D)  Perceived conflict B

Question 3

Subunits begin to search for the source of conflict at the "perceived" stage in Pondy's model.

Accepted Answer

A) True 
 B)False  True

Question 4

When authority is centralized, it is difficult for coalitions to form.

Accepted Answer

A) True 
 B)False

Question 5

Integrating roles are a source of organizational conflict.

Accepted Answer

A) True 
 B)False

Question 6

The goal of empowerment is not to:

Accepted Answer

A)  encourage subordinates to use their skills. 
B)  motivate subordinates. 
C)  give subordinates decision-making authority. 
D)  increase top management's authority. 
A)  encourage subordinates to use their skills. 
B)  motivate subordinates. 
C)  give subordinates decision-making authority. 
D)  increase top management's authority.

Question 7

Conflict between line and staff functions typically stems from which of the following sources?

Accepted Answer

A)  Status inconsistencies 
B)  Task interdependencies 
C)  An organic structure 
D)  Incompatible performance criteria 
A)  Status inconsistencies 
B)  Task interdependencies 
C)  An organic structure 
D)  Incompatible performance criteria

Question 8

Organizational conflict is always dysfunctional, because it is an unanticipated or unintended consequence of formal structure and procedures.

Accepted Answer

A) True 
 B)False

Question 9

A manufacturing manager refuses to cooperate with a sales manager because they had a big fight last month. This is an example of ________.

Accepted Answer

A)  perceived conflict 
B)  manifest conflict 
C)  felt conflict 
D)  conflict aftermath 
A)  perceived conflict 
B)  manifest conflict 
C)  felt conflict 
D)  conflict aftermath

Question 10

If the work flows of department B are not impinged upon by those of department A, then it is highly unlikely that A and B will conflict.

Accepted Answer

A) True 
 B)False

Question 11

The benefits of politics depends on the assumption that power flows:

Accepted Answer

A)  from the top down. 
B)  from stakeholders. 
C)  to those who can help the organization. 
D)  from the bottom up. 
A)  from the top down. 
B)  from stakeholders. 
C)  to those who can help the organization. 
D)  from the bottom up.

Question 12

Bringing in an outside expert is a tactic to:

Accepted Answer

A)  present an objective point of view. 
B)  present the view of the coalition in power. 
C)  present a neutral point of view. 
D)  shed new light on the conflict. 
A)  present an objective point of view. 
B)  present the view of the coalition in power. 
C)  present a neutral point of view. 
D)  shed new light on the conflict.

Question 13

Conflict can be beneficial because:

Accepted Answer

A)  it overcomes organizational inertia. 
B)  stakeholders compete for resources. 
C)  one group thwarts another group's goals. 
D)  stakeholders all have similar goals. 
A)  it overcomes organizational inertia. 
B)  stakeholders compete for resources. 
C)  one group thwarts another group's goals. 
D)  stakeholders all have similar goals.

Question 14

The balance of power determines whether organizational politics increases or decreases organizational effectiveness.

Accepted Answer

A) True 
 B)False

Question 15

What is the result of one stakeholder group pursuing its goals at the expense of another group?

Accepted Answer

A)  Organizational capabilities 
B)  Organizational power 
C)  Organizational conflict 
D)  Organizational politics 
A)  Organizational capabilities 
B)  Organizational power 
C)  Organizational conflict 
D)  Organizational politics

Question 16

Attitudinal structuring is:

Accepted Answer

A)  a tactic used to increase indispensability. 
B)  a process of firing people who have bad attitudes about cooperation. 
C)  a process designed to encourage the perception that conflicting parties are on the same side. 
D)  the process of trying to build coalitions. 
A)  a tactic used to increase indispensability. 
B)  a process of firing people who have bad attitudes about cooperation. 
C)  a process designed to encourage the perception that conflicting parties are on the same side. 
D)  the process of trying to build coalitions.

Question 17

Sometime attitudes are so intrenched that the only solution to conflict is to change the people involved.

Accepted Answer

A) True 
 B)False

Question 18

Conflict between the CEO at Morgan Stanley and top management resulted in many of these top managers being terminated.

Accepted Answer

A) True 
 B)False

Question 19

Subunits begin to see the potential for conflict at the "manifest" stage in Pondy's model.

Accepted Answer

A) True 
 B)False

Question 20

Organizational politics refers to the activities that people participate in for the purpose of acquiring, developing, and using power.

Accepted Answer

A) True 
 B)False

Controlling the agenda enables managers to prevent conflict from reaching the manifest stage.

Which of the following is not a stage in Pondy's model of conflict?

Subunits begin to search for the source of conflict at the "perceived" stage in Pondy's model.

When authority is centralized, it is difficult for coalitions to form.

Integrating roles are a source of organizational conflict.

The goal of empowerment is not to:

Conflict between line and staff functions typically stems from which of the following sources?

Organizational conflict is always dysfunctional, because it is an unanticipated or unintended consequence of formal structure and procedures.

A manufacturing manager refuses to cooperate with a sales manager because they had a big fight last month. This is an example of ________.

If the work flows of department B are not impinged upon by those of department A, then it is highly unlikely that A and B will conflict.

The benefits of politics depends on the assumption that power flows:

Bringing in an outside expert is a tactic to:

Conflict can be beneficial because:

The balance of power determines whether organizational politics increases or decreases organizational effectiveness.

What is the result of one stakeholder group pursuing its goals at the expense of another group?

Attitudinal structuring is:

Sometime attitudes are so intrenched that the only solution to conflict is to change the people involved.

Conflict between the CEO at Morgan Stanley and top management resulted in many of these top managers being terminated.

Subunits begin to see the potential for conflict at the "manifest" stage in Pondy's model.

Organizational politics refers to the activities that people participate in for the purpose of acquiring, developing, and using power.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Filters

Exam 14: Managing Conflict, Power, and Politics

Controlling the agenda enables managers to prevent conflict from reaching the manifest stage.

Which of the following is not a stage in Pondy's model of conflict?

Subunits begin to search for the source of conflict at the "perceived" stage in Pondy's model.

When authority is centralized, it is difficult for coalitions to form.

Integrating roles are a source of organizational conflict.

The goal of empowerment is not to:

Conflict between line and staff functions typically stems from which of the following sources?

Organizational conflict is always dysfunctional, because it is an unanticipated or unintended consequence of formal structure and procedures.

A manufacturing manager refuses to cooperate with a sales manager because they had a big fight last month. This is an example of ________.

If the work flows of department B are not impinged upon by those of department A, then it is highly unlikely that A and B will conflict.

The benefits of politics depends on the assumption that power flows:

Bringing in an outside expert is a tactic to:

Conflict can be beneficial because:

The balance of power determines whether organizational politics increases or decreases organizational effectiveness.

What is the result of one stakeholder group pursuing its goals at the expense of another group?

Attitudinal structuring is:

Sometime attitudes are so intrenched that the only solution to conflict is to change the people involved.

Conflict between the CEO at Morgan Stanley and top management resulted in many of these top managers being terminated.

Subunits begin to see the potential for conflict at the "manifest" stage in Pondy's model.

Organizational politics refers to the activities that people participate in for the purpose of acquiring, developing, and using power.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Filters