Deck 11: Managing Conflict

Question 1

Conflict:

A) Causes stress in the workplace.
B) Fosters tension and unhappiness in the workplace.
C) Fosters creativity in the workplace.
D) Causes interpersonal challenges in the workplace.

Answer 1

C

Question 2

The Avoidance approach to conflict is ________ on assertiveness and ________ on cooperation.

A) low; low
B) high; low
C) low; high
D) high; high

Answer 2

A

Question 3

Which of the following is a way in which individuals might approach conflict?

A) Competition
B) Collaboration
C) Avoidance
D) All of the above

Answer 3

D

Question 4

Assessing conflict may be accomplished by:

A) Identifying individual contributions.
B) Assessing the working of the overall system.
C) Determining recurring patterns inside the system.
D) All of the above

Question 5

Emotional reaction such as anger, hostility, frustration, pain, or anxiety is most likely to occur during which stage of conflict?

A) Frustration
B) Conceptualization
C) Behavior
D) Outcome

Question 6

We will most likely adopt a(n) ________ style if we have a low concern for self and high concern for others.

A) Dominating
B) Avoiding
C) Compromising
D) Obliging

Question 7

The Collaboration approach to conflict is ________ on assertiveness and ________ on cooperation.

A) low; low
B) high; low
C) low; high
D) high; high

Question 8

The more we ________ other people, the more ________ we will be of their motives in conflicts.

A) Trust; certain
B) Disappoint; uncertain
C) Trust; uncertain
D) Disappoint; certain

Question 9

Social service organizations with workers with heavy caseloads have unusually high turnover rates. This is an example of which of the following sources of conflict?

A) Personal differences
B) Information deficiencies
C) Role incompatibility
D) Environmental stress

Question 10

Becky tends to focus on what she has given up rather than on what has been gained. What is most likely her approach to conflict?

A) Compromise
B) Avoidance
C) Accommodation
D) Collaboration

Question 11

Which of the following theories of conflict holds that people evaluate their interpersonal relationships in terms of their value?

A) Attribution Theory
B) Systems Theory
C) Social Exchange Theory
D) Evaluation Theory

Question 12

When employees are ________, morale tends to be low and the amount of conflict increases.

A) Complacent
B) Anxious
C) Punished
D) Overwhelmed

Question 13

________ has been found to be an initial predictor of poor performance.

A) Satisfaction
B) Complacency
C) Contentment
D) Anxiety

Question 14

Employees in a local government garbage collection unit believed that promotions were given only to those who belonged to the after-hours bowling team. This is an example of which of the following sources of conflict?

A) Personal differences
B) Information deficiencies
C) Role incompatibility
D) Environmental stress

Question 15

High levels of conflict on city councils were associated with:

A) Stress
B) Diminished performance
C) Failure
D) All of the above

Question 16

Which of the following is NOT a principle of healthy conflict?

A) Create meaningful conversation
B) Make it material
C) Focus on the future
D) Pursue a noble purpose

Question 17

Taking action to satisfy the other party's needs and concerns is known as:

A) Assertiveness
B) Cooperativeness
C) Supportiveness
D) Aggressiveness

Question 18

Which of the following is NOT a benefit of conflict, according to Wagner and Hollenbeck?

A) Conflict provides a sense of identity and purpose.
B) Conflict serves as a motivation for stability.
C) Conflict helps to stabilize and integrate relationships.
D) Conflict provides opportunities to readjust valued resources.

Question 19

Jonathan is interested in his own position and views the world as a zero-sum game with winners and losers. What is most likely his approach to conflict?

A) Competition
B) Avoidance
C) Accommodation
D) Collaboration

Question 20

The most common source of internal conflict in an organization is insufficient or unsatisfactory ________.

A) Consequences
B) Rewards
C) Communication
D) Leadership

Question 21

True or False. Many managers feel too secure to stir up conflict among their subordinates.

Question 22

True or False. Healthy conflict can easily arise out of "forced" competition.

Question 23

True or False. Systems theory urges that conflict be viewed as one aspect of a larger system of interactions.

Question 24

True or False. Issues that are worth conflict connect people with a sense of purpose beyond self-interest.

Question 25

Discuss the various sources of conflict. Which are easiest to resolve and which are the most difficult?

Question 26

True or False. Until the 1940s, the role of the manager was to eliminate conflict in the workplace, usually by punishing the perceived initiators.

Question 27

True or False. The Competition approach to conflict is low on assertiveness and low on cooperation.

Question 28

Describe how you deal with conflict? What does that say about your personality? Are you more likely to accommodate or avoid confrontations?

Question 29

Describe the stages of conflict. What occurs at each stage? How can conflict be managed effectively during each of the stages? Discuss, providing relevant examples where appropriate.

Question 30

True or False. Culture is fairly stagnant and does not evolve over time.

Question 31

True or False. People tend to give reasons such as unstable causes, judgments, and environmental conditions rather than recognize that their own behavior is contributing to the conflicts.

Question 32

Discuss what happens to conflicts as relationships become closer, more personal, and more interdependent. What are implications for public organizations?

Question 33

Compare and contrast the theories of conflict. What are some advantages and disadvantages of each? Discuss, providing relevant examples where appropriate.

Question 34

True or False. External conflict helps to generate internal cohesion and group loyalty.

Question 35

True or False. According to the Attribution theory of conflict, satisfied individuals are more likely to attribute the causes of their problems to flaws in other parties or in their situations.