How can we help?

You can also find more resources in our Help Center.

716 terms

Orbg 13

STUDY
PLAY
CHAPTER 13—CONFLICT AND NEGOTIATION
...
MULTIPLE CHOICE
...
...
1. Conflict involves disagreement between two or more parties because of:
a.
mutual interest
b.
incompatible goals
c.
resource dependency
d.
goal congruence
ANS:
B PTS: 1 DIF: Easy REF: p. 211
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
The Nature of Conflicts in Organization
MSC:
BLOOMS Level I Knowledge
...
2. EI is defined as:
a.
any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties
b.
constructive agreement between two or more people
c.
the positive side of emotional quality
d.
the power to control one's emotions and perceive emotions in others
ANS:
D PTS: 1 DIF: Easy REF: p. 211
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Importance of Conflict Management Skills for the Manager
MSC:
BLOOMS Level I Knowledge
...
3. Estimates show that managers spend what percent of their time dealing with conflict?
a.
11%
b.
21%
c.
31%
d.
41%
ANS:
B PTS: 1 DIF: Moderate REF: p. 211
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Importance of Conflict Management Skills for the Manager
MSC:
BLOOMS Level I Knowledge
...
4. The power not only to control emotions but also to perceive them is termed:
a.
self-awareness
b.
emotional intelligence
c.
disciplined empathy
d.
emotional perception
ANS:
B PTS: 1 DIF: Easy REF: p. 211
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Importance of Conflict Management Skills for the Manager
MSC:
BLOOMS Level I Knowledge
...
5. Conflict can be functional, or a positive force, in all of the following situations except:
a.
when group and organizational cohesion is broken down
b.
when it stimulates creativity out of a friendly rivalry
c.
when it causes individuals or groups to better understand themselves and their contribution to the organization
d.
when it motivates people to change
ANS:
A
See also Table 13.1.
...
PTS:
1 DIF: Easy REF: p. 212 OBJ: 1
NAT:
AACSB Reflective Thinking | Group Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level IV Analysis
...
6. According to the discussion of conflict offered in the text, conflict cannot be:
a.
managed
b.
prevented
c.
dysfunctional
d.
functional
ANS:
B PTS: 1 DIF: Moderate REF: p. 211-212
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level II Comprehension
...
7. All of the following are examples of negative conflict diagnostic questions except:
a.
Is energy being diverted from goal achievement?
b.
Is the outcome likely to be negative for the organization?
c.
Are the parties hostile toward each other?
d.
Do the potential losses exceed any potential benefits?
ANS:
D PTS: 1 DIF: Moderate REF: p. 212-213
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level III Application
...
8. As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the following except:
a.
the issue
b.
the parties involved
c.
the context of the conflict
d.
the presence of groupthink
ANS:
D PTS: 1 DIF: Easy REF: p. 212
OBJ:
1 NAT: AACSB Analytic | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level IV Analysis
...
9. One occasion in which managers should work to stimulate conflict is when:
a.
there has been a tendency to over use the devil's advocate perspective
b.
group members are highly cohesive
c.
there is only one source of conflict
d.
the group suffers from groupthink
ANS:
D PTS: 1 DIF: Easy REF: p. 212
OBJ:
1 NAT: AACSB Analytic | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level III Application
...
10. Which of the following is NOT a structural factor in causing conflict?
a.
interdependence
b.
status inconsistencies
c.
values and ethics
d.
specialization
ANS:
C PTS: 1 DIF: Moderate REF: p. 213
OBJ:
2 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Causes of Conflict in Organizations
MSC:
BLOOMS Level I Knowledge
...
11. Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of conflict based on:
a.
jurisdictional ambiguity
b.
interdependence
c.
authority relationships
d.
common resources
ANS:
D PTS: 1 DIF: Moderate REF: p. 213
OBJ:
2 NAT: AACSB Analytic | Group Dynamics
TOP:
Causes of Conflict in Organizations
MSC:
BLOOMS Level III Application
...
12. At a software company there is one person for databases, one for statistical packages, and another for expert systems. The structural cause for conflict between these individuals is:
a.
sharing common resources
b.
status inconsistencies
c.
interdependence
d.
specialization
ANS:
D PTS: 1 DIF: Moderate REF: p. 213
OBJ:
2 NAT: AACSB Analytic | Individual Dynamics
TOP:
Causes of Conflict in Organizations
MSC:
BLOOMS Level III Application
...
13. Which of the following is NOT a structural cause of conflict in organizations?
a.
skills and abilities
b.
interdependence
c.
status inconsistencies
d.
goal differences
ANS:
A PTS: 1 DIF: Moderate REF: p. 213-214
OBJ:
2 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Structural Factors MSC: BLOOMS Level I Knowledge
...
14. You have a problem with your computer, so you call the company that made it. They inform you that the problem is caused by software, so you call the software division and they tell you it's the hardware. This is an example of:
a.
interdependent forms of structural conflict
b.
goal differences
c.
jurisdictional ambiguities
d.
common resources
ANS:
C PTS: 1 DIF: Moderate REF: p. 214
OBJ:
2 NAT: AACSB Analytic | Group Dynamics
TOP:
Structural Factors MSC: BLOOMS Level III Application
...
15. Two machine operators disagree over the cause of an equipment breakdown. This conflict is based on differences in:
a.
personalities
b.
perception
c.
emotions
d.
needs
ANS:
B PTS: 1 DIF: Moderate REF: p. 214
OBJ:
2 NAT: AACSB Analytic | Individual Dynamics
TOP:
Personal Factors MSC: BLOOMS Level III Application
...
16. Long lasting and difficult conflicts between individuals usually stem from differences in:
a.
emotions
b.
values
c.
perceptions
d.
communication styles
ANS:
C PTS: 1 DIF: Hard REF: p. 214
OBJ:
2 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Personal Factors MSC: BLOOMS Level II Comprehension
...
17. The conflict that occurs between a company and a union during a strike is:
a.
interpersonal
b.
intergroup
c.
interorganizational
d.
intraorganizational
ANS:
C PTS: 1 DIF: Easy REF: p. 215
OBJ:
3 NAT: AACSB Analytic | Group Dynamics
TOP:
Interorganizational Conflict MSC: BLOOMS Level III Application
...
18. Conflict that occurs between two or more organizations is considered:
a.
intraorganizational conflict
b.
interorganizational conflict
c.
intergroup conflict
d.
interpersonal conflict
ANS:
B PTS: 1 DIF: Moderate REF: p. 215
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Interorganizational Conflict MSC: BLOOMS Level I Knowledge
...
19. Which of the following is the best example of a where you might find an intergenerational conflict?
a.
Conflict between baseball's players' union and management
b.
Conflict over whether flexible employee benefit systems are needed
c.
Conflict over strategic decisions
d.
Conflict over work/home expectations
ANS:
A PTS: 1 DIF: Moderate REF: p. 215-216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Forms of Conflict in Organizations
MSC:
BLOOMS Level II Comprehension
...
20. Conflict that occurs between teams in an organization is referred to as:
a.
intraorganizational conflict
b.
interorganizational conflict
c.
intergroup conflict
d.
interpersonal conflict
ANS:
C PTS: 1 DIF: Easy REF: p. 216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Intergroup Conflict MSC: BLOOMS Level I Knowledge
...
21. All of the following are positive consequences of intergroup conflict except:
a.
we versus them
b.
increased group cohesiveness
c.
increased task focus
d.
increased group loyalty
ANS:
A PTS: 1 DIF: Easy REF: p. 216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Intergroup Conflict MSC: BLOOMS Level II Comprehension
...
22. To avoid dysfunctional conflicts in virtual teams, a manager should:
a.
insure each individual has access to e-mail
b.
make sure each member of the virtual team understands the emotional side of e-mail messages and keep e-mails as neutral as possible
c.
insure virtual team members have team training
d.
make sure their tasks fit their methods of interacting
ANS:
D PTS: 1 DIF: Moderate REF: p. 216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Intragroup Conflict MSC: BLOOMS Level III Application
...
23. Conflict that occurs between two or more individuals would be considered:
a.
interpersonal conflict
b.
intrapersonal conflict
c.
intergroup conflict
d.
intragroup conflict
ANS:
A PTS: 1 DIF: Easy REF: p. 216
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Individual Conflict in Organizations
MSC:
BLOOMS Level I Knowledge
...
24. When a child gets sick at school, the parent often must leave work to care for the child. This would be an example of:
a.
interrole conflict
b.
intrarole conflict
c.
interpersonal conflict
d.
person-role conflict
ANS:
A PTS: 1 DIF: Moderate REF: p. 217
OBJ:
4 NAT: AACSB Analytic | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level III Application
...
25. As a supervisor, you are not likely to be able to solve _____ conflict of others.
a.
intergroup
b.
interpersonal
c.
intragroup
d.
intrapersonal
ANS:
D PTS: 1 DIF: Moderate REF: p. 216-217
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level IV Analysis
...
26. Suppose a manager receives counseling from her department head that she needs to socialize less with the nonmanagement employees. She also is told by her project manager that she needs to be a better team member, and that she can accomplish this by socializing more with the other nonmanagement team members. This is an example of:
a.
interrole conflict
b.
intrarole conflict
c.
person-role conflict
d.
intergroup conflict
ANS:
B PTS: 1 DIF: Moderate REF: p. 217
OBJ:
4 NAT: AACSB Analytic | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level III Application
...
27. One of the positive sides of intrapersonal conflicts is:
a.
defining moments
b.
the resolution of dissonance
c.
the opportunity for cooperative forms of resolutions
d.
collaborative forms of resolution
ANS:
A PTS: 1 DIF: Moderate REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level I Knowledge
...
28. When one's values conflict with his/her job demands, this is _____ conflict.
a.
interrole
b.
person-role
c.
intrarole
d.
interpersonal
ANS:
B PTS: 1 DIF: Easy REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level I Knowledge
...
29. The conflict that develops when a role behavior clashes with individual values is called:
a.
intrarole
b.
interrole
c.
person-role
d.
interpersonal
ANS:
C PTS: 1 DIF: Easy REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level II Comprehension
...
30. When an intrapersonal conflict forces us to choose between right and right, the situation is called a:
a.
moral dilemma
b.
defining moment
c.
test of character
d.
situation to avoid
ANS:
B PTS: 1 DIF: Moderate REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level I Knowledge
...
31. Person-role conflicts typically stem from differences in _____ between the focal person and the organization or work group.
a.
language
b.
performance expectations
c.
experience
d.
values
ANS:
D PTS: 1 DIF: Moderate REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level II Comprehension
...
32. A good technique for managing intrarole conflict is:
a.
role analysis
b.
taking a personality inventory and identifying your natural conflict resolution style
c.
personality inventory identification
d.
personal/organizational value clarification and identification of natural conflict resolution style
ANS:
A PTS: 1 DIF: Moderate REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Intrapersonal Conflict MSC: BLOOMS Level I Knowledge
...
33. The behavioral tendencies associated with an equal versus equal power relationship is:
a.
resistance to change
b.
lack of motivation
c.
the tendency to compete
d.
to make concessions
ANS:
C PTS: 1 DIF: Moderate REF: p. 218-219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Power Networks MSC: BLOOMS Level I Knowledge
...
34. The problem associated with the equal versus equal power relationship is:
a.
control versus autonomy
b.
role conflict
c.
stress
d.
suboptimization
ANS:
D PTS: 1 DIF: Moderate REF: p. 218
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Power Networks MSC: BLOOMS Level I Knowledge
...
35. Interventions such as improving coordination between the parties and working toward common interests are most appropriate for which type of interpersonal conflict?
a.
equal versus equal relationship
b.
high versus low relationship
c.
high versus middle versus low
d.
intergroup
ANS:
A PTS: 1 DIF: Moderate REF: p. 219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Power Networks MSC: BLOOMS Level III Application
...
36. Middle managers frequently are caught in a power squeeze. This conflict takes the form of:
a.
equal versus equal conflict
b.
high versus low conflict
c.
role conflict
d.
resource dependency conflict
ANS:
C PTS: 1 DIF: Moderate REF: p. 219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Power Networks MSC: BLOOMS Level I Knowledge
...
37. A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is known as:
a.
negativism
b.
rationalization
c.
displacement
d.
fixation
ANS:
D PTS: 1 DIF: Moderate REF: p. 219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level I Knowledge
...
38. Which of the following defense mechanisms takes the form of aggressive behavior directed at someone else who is not the source of the conflict?
a.
conversion
b.
identification
c.
displacement
d.
fixation
ANS:
C PTS: 1 DIF: Moderate REF: p. 219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level II Comprehension
...
39. When a person continually responds with pessimism to attempts at solving a problem, he/she is displaying:
a.
identification
b.
displacement
c.
fixation
d.
negativism
ANS:
D PTS: 1 DIF: Moderate REF: p. 219
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level I Knowledge
...
40. The tendency for an individual to make up for a bad relationship at home by spending more time at the office is considered what type of defense mechanism?
a.
aggressive mechanism
b.
withdrawal mechanism
c.
compromise mechanism
d.
cooperative mechanism
ANS:
C PTS: 1 DIF: Moderate REF: p. 220
OBJ:
4 NAT: AACSB Analytic | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level IV Analysis
...
41. The mechanisms used by individuals to make the best of a conflict situation are considered:
a.
aggressive mechanisms
b.
cooperative mechanisms
c.
compromise mechanisms
d.
withdrawal mechanisms
ANS:
C PTS: 1 DIF: Moderate REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level I Knowledge
...
42. Escape from conflict by daydreaming is known as:
a.
flight
b.
fantasy
c.
conversion
d.
displacement
ANS:
B PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Defense Mechanisms MSC: BLOOMS Level I Knowledge
...
43. The cooperative approach to conflict management leads to:
a.
win-win solutions
b.
win-lose solutions
c.
lose-lose solutions
d.
more conflict
ANS:
A PTS: 1 DIF: Easy REF: p. 221
OBJ:
5 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Conflict Management Strategies and Techniques
MSC:
BLOOMS Level I Knowledge
...
44. An ineffective technique for dealing with conflict where a delaying action is used to buy time is referred to as:
a.
secrecy
b.
avoidance
c.
administrative orbiting
d.
nonaction
ANS:
C PTS: 1 DIF: Moderate REF: p. 222
OBJ:
5 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Ineffective Techniques MSC: BLOOMS Level I Knowledge
...
45. Two of your employees are having a disagreement over the scheduling of a production run. An appropriate way to resolve this conflict is:
a.
change personnel
b.
change the structure
c.
expand resources
d.
negotiate with the parties
ANS:
D PTS: 1 DIF: Moderate REF: p. 223-224
OBJ:
5 NAT: AACSB Analytic | Group Dynamics
TOP:
Effective Techniques MSC: BLOOMS Level III Application
...
46. Disagreements over wages and working conditions between a union and an employer are usually resolved through:
a.
strikes
b.
changing union leaders and management personnel
c.
negotiations
d.
expending resources and giving everybody what they want
ANS:
C PTS: 1 DIF: Moderate REF: p. 223-224
OBJ:
5 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Effective Techniques MSC: BLOOMS Level III Application
...
47. A negotiation approach where each party seeks to maximize its resources is called:
a.
integrative negotiation
b.
distributive bargaining
c.
spiral bargaining
d.
collective bargaining
ANS:
B PTS: 1 DIF: Easy REF: p. 224
OBJ:
5 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Effective Techniques MSC: BLOOMS Level I Knowledge
...
48. When contrasting American and Japanese business cultures, Americans tend to _____, whereas the Japanese prefer _____.
a.
be long-term in orientation; short-term gains
b.
avoid uncertainty; ambiguity
c.
be individualistic; collectivism
d.
accept a high or great power distance; low power distance
ANS:
C PTS: 1 DIF: Hard REF: p. 224
OBJ:
5 NAT: AACSB Analytic | AACSB Diversity | Group Dynamics
TOP:
Confronting and Negotiating MSC: BLOOMS Level IV Analysis
...
49. The key to managing conflict in a multicultural workforce is:
a.
to address the power distance issue
b.
the degree that a culture is more individualistic or collectivist
c.
to apply the appropriate resolution strategy
d.
understanding cultural differences and appreciating their value
ANS:
D PTS: 1 DIF: Easy REF: p. 224
OBJ:
5 NAT: AACSB Diversity | Group Dynamics
TOP:
Confronting and Negotiating MSC: BLOOMS Level I Knowledge
...
50. One way of classifying styles of conflict management is to examine the styles' cooperativeness and the styles':
a.
assertiveness
b.
accommodation
c.
degree of competition
d.
degree of compromise
ANS:
A PTS: 1 DIF: Moderate REF: p. 224
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Styles MSC: BLOOMS Level II Comprehension
...
51. In research on styles of conflict management, the _____ style was least effective.
a.
avoiding
b.
competing
c.
compromising
d.
collaborating
ANS:
A PTS: 1 DIF: Hard REF: p. 225
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Styles MSC: BLOOMS Level I Knowledge
...
52. The accommodating conflict management style is one where you are concerned that the other party's goals be met but relatively unconcerned with getting your own way. Research has shown that individuals will sometimes overestimate the importance of the relationship and focus too heavily on the overuse of accommodating at the expense of the actual outcomes. The overuse of accommodating has been shown to be more prevalent when:
a.
two females are involved in the conflict
b.
two males are involved in the conflict
c.
one female and one male are involved in the conflict
d.
none of these or there was no difference between any of the groups
ANS:
A PTS: 1 DIF: Moderate REF: p. 225
OBJ:
6 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Conflict Management Styles MSC: BLOOMS Level II Comprehension
...
53. Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding?
a.
collaborating
b.
avoiding
c.
accommodating
d.
compromising
ANS:
D PTS: 1 DIF: Moderate REF: p. 226-227
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Styles MSC: BLOOMS Level I Knowledge
...
54. When two departments are in conflict but are also facing a common threat, the _____ style of conflict management is most appropriate.
a.
competing
b.
accommodation
c.
compromising
d.
collaborating
ANS:
D PTS: 1 DIF: Moderate REF: p. 227
OBJ:
6 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Conflict Management Styles MSC: BLOOMS Level III Application
TRUE/FALSE
...
...
1. Emotional intelligence relates positively to the ability to manage conflict.
ANS:
T PTS: 1 DIF: Easy REF: p. 211
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Importance of Conflict Management Skills
MSC:
BLOOMS Level I Knowledge
...
2. EI and the ability to manage conflicts appear to hold across cultures.
ANS:
T PTS: 1 DIF: Easy REF: p. 211
OBJ:
1 NAT: AACSB Diversity | Individual Dynamics
TOP:
The Nature of Conflicts in Organizations
MSC:
BLOOMS Level II Comprehension
...
3. A key to recognizing functional conflict is that it is often cognitive in origin.
ANS:
T PTS: 1 DIF: Moderate REF: p. 212
OBJ:
1 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level I Knowledge
...
4. Developing trust within a group can prevent the misattribution of task conflict for personal conflict.
ANS:
T PTS: 1 DIF: Moderate REF: p. 212-213
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level I Knowledge
...
5. Groupthink would be an occasion when a manager may want to increase conflict.
ANS:
T PTS: 1 DIF: Moderate REF: p. 212
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level I Knowledge
...
6. Work units that are highly interdependent may be more prone to interunit conflict than two independent departments.
ANS:
T PTS: 1 DIF: Moderate REF: p. 213
OBJ:
2 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Structural Factors MSC: BLOOMS Level II Comprehension
...
7. Role ambiguity and jurisdiction ambiguity are the same except that the former refers to an individual and the latter to a group.
ANS:
F
Role ambiguity deals with unclear expectations from the boss, whereas jurisdictional ambiguity means unclear lines of responsibility within an organization.
...
PTS:
1 DIF: Hard REF: p. 214 and 219
OBJ:
2 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Causes of Conflict in Organizations
MSC:
BLOOMS Level II Comprehension
...
8. Diversity in skills and abilities within an organization can be quite positive and is the cause of little or no conflict.
ANS:
F
Diversity in skills and abilities is good for an organization, but it can lead to conflict, especially when jobs are interdependent.
...
PTS:
1 DIF: Moderate REF: p. 214 OBJ: 2
NAT:
AACSB Diversity |AACSB Reflective Thinking | Individual Dynamics
TOP:
Personal Factors MSC: BLOOMS Level II Comprehension
...
9. When negotiators let emotion rather than cognition determine their actions, it is much less likely that conflict will be resolved.
ANS:
T PTS: 1 DIF: Easy REF: p. 215
OBJ:
2 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Personal Factors MSC: BLOOMS Level I Knowledge
...
10. Conflict between groups can lead to increased cohesiveness within the group.
ANS:
T PTS: 1 DIF: Easy REF: p. 216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics
TOP:
Intergroup Conflict MSC: BLOOMS Level I Knowledge
...
11. The high versus middle versus low power relationship illustrates the conflict felt by middle managers.
ANS:
T
See also Figure 13.3.
...
PTS:
1 DIF: Moderate REF: p. 219 OBJ: 4
NAT:
AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
12. The major problem associated with the high versus middle versus low power relationship is suboptimization.
ANS:
F
The major problems associated with the high versus middle versus low power relationship are role conflict, role ambiguity, and stress.
...
See also Figure 13.3.
...
PTS:
1 DIF: Moderate REF: p. 219 OBJ: 4
NAT:
AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
13. Displacement can be a relatively aggressive defense mechanism in an interpersonal conflict situation; whereas, fixation is a very passive defense mechanism.
ANS:
F
BOTH displacement and fixation are aggressive mechanisms in an interpersonal conflict situation.
...
PTS:
1 DIF: Moderate REF: p. 219 OBJ: 4
NAT:
AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
14. Conversion is considered a psychological withdrawal mechanism.
ANS:
F
Fantasy is considered a psychological withdrawal mechanism, whereas conversion is where emotional conflicts become expressed in physical symptoms.
...
PTS:
1 DIF: Easy REF: p. 220 OBJ: 4
NAT:
AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
15. Administrative orbiting is an effective conflict reduction technique.
ANS:
F
Administrative orbiting is an ineffective conflict reduction technique. It is the practice of delaying action on a conflict by buying time, which leads to frustration and resentment.
...
PTS:
1 DIF: Moderate REF: p. 222 OBJ: 5
NAT:
AACSB Reflective Thinking | Individual Dynamics TOP: Ineffective Techniques
MSC:
BLOOMS Level II Comprehension
...
16. Appealing to a higher authority or a neutral third party is an effective method for resolving conflicts.
ANS:
T PTS: 1 DIF: Easy REF: p. 223
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Effective Techniques MSC: BLOOMS Level I Knowledge
...
17. In a conflict situation, you should not compromise or accommodate when you are correct; rather, you should intensify efforts to compete.
ANS:
F
Competing is both assertive and uncooperative and leads to relationship conflict. This conflict management style is only of value when you know you are right, and are faced with an emergency situation.
...
PTS:
1 DIF: Easy REF: p. 225-226 OBJ: 6
NAT:
AACSB Reflective Thinking | Individual Dynamics TOP: Competing
MSC:
BLOOMS Level II Comprehension
...
18. A win-win style that is high on both assertiveness and cooperativeness is known as compromising.
ANS:
F
A win-win style that is high on both assertiveness and cooperativeness is known as collaborating.
...
PTS:
1 DIF: Moderate REF: p. 227 OBJ: 6
NAT:
AACSB Reflective Thinking | Individual Dynamics TOP: Collaborating
MSC:
BLOOMS Level II Comprehension
MATCHING
...
Match the following:
...
a.
Conflict that is constructive and beneficial.
b.
Two or more persons, units, or organizations which are tightly interconnected.
c.
An unhealthy, potentially destructive disagreement between two or more persons.
d.
Two work units claiming the same job or having blurred lines of responsibility.
e.
Conflict between two groups.
...
1. Dysfunctional conflict
...
2. Jurisdictional ambiguity
...
3. Intergroup conflict
...
4. Functional conflict
...
5. Interdependence
...
1. ANS: C PTS: 1 DIF: Moderate REF: p. 212
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level II Comprehension
...
2. ANS: D PTS: 1 DIF: Moderate REF: p. 213
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Structural Factors MSC: BLOOMS Level II Comprehension
...
3. ANS: E PTS: 1 DIF: Moderate REF: p. 216
OBJ:
3 NAT: AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Intergroup Conflict MSC: BLOOMS Level II Comprehension
...
4. ANS: A PTS: 1 DIF: Moderate REF: p. 212
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level II Comprehension
...
5. ANS: B PTS: 1 DIF: Moderate REF: p. 213
OBJ:
1 NAT: AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Structural Factors MSC: BLOOMS Level II Comprehension
Match the following:
...
a.
Person-role conflict is an example of this type of conflict.
b.
Offering an alternative explanation for the actual reason for failure.
c.
Rigidly focusing on an event or person to vent one's anger even though this won't solve the problem.
d.
Redirecting one's grief onto someone else.
e.
A defense mechanism in which a person responds with pessimism to any attempt at solving the problem.
...
6. Rationalization
...
7. Fixation
...
8. Negativism
...
9. Displacement
...
10. Intrapersonal
...
6. ANS: B PTS: 1 DIF: Easy REF: p 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
7. ANS: D PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
8. ANS: E PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
9. ANS: C PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
10. ANS: A PTS: 1 DIF: Easy REF: p. 216
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Types of Interpersonal Conflict MSC: BLOOMS Level II Comprehension
Match the following:
...
a.
Enhancement of one's self esteem by patterning behavior after another's.
b.
Justifying one's behavior by creating bogus reasons for it.
c.
Use of daydreams to escape reality.
d.
Physically escaping a conflict.
e.
Emotional conflicts that are expressed in physical symptoms.
...
11. Flight
...
12. Identification
...
13. Conversion
...
14. Fantasy
...
15. Rationalization
...
11. ANS: D PTS: 1 DIF: Easy REF: P. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
12. ANS: A PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
13. ANS: E PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
14. ANS: C PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
...
15. ANS: B PTS: 1 DIF: Easy REF: p. 220
OBJ:
4 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Managing Interpersonal Conflict MSC: BLOOMS Level II Comprehension
Match the following:
...
a.
Delaying action or buying time rather than directly solving problem.
b.
An example of a neutral third party.
c.
Doing nothing.
d.
Both parties to a conflict gain.
e.
Labeling or discrediting an opponent.
...
16. Win-Win Outcome
...
17. Nonaction
...
18. Administrative Orbiting
...
19. Mediator
...
20. Character Assassination
...
16. ANS: D PTS: 1 DIF: Easy REF: p. 221
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Strategy and Techniques
MSC:
BLOOMS Level II Comprehension
...
17. ANS: C PTS: 1 DIF: Easy REF: p. 222
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Ineffective Techniques MSC: BLOOMS Level II Comprehension
...
18. ANS: A PTS: 1 DIF: Moderate REF: p. 222
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Ineffective Techniques MSC: BLOOMS Level II Comprehension
...
19. ANS: B PTS: 1 DIF: Moderate REF: p. 223
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Effective Techniques MSC: BLOOMS Level II Comprehension
...
20. ANS: E PTS: 1 DIF: Moderate REF: p. 222
OBJ:
5 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Ineffective Techniques MSC: BLOOMS Level II Comprehension
Match the following:
...
a.
Deliberate decision to take no action in resolving a conflict.
b.
Concerned about another person's goals more than your own so you give in to or assist the other person.
c.
You continue to pursue your goal despite the objection of someone else and the correctness of his/her position.
d.
Both parties to a conflict move toward each other.
e.
The disputing parties recognize that it is in their best interest to work together.
...
21. Compromising
...
22. Collaborating
...
23. Accommodating
...
24. Avoiding
...
25. Competing
...
21. ANS: D PTS: 1 DIF: Easy REF: p. 226
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Skills MSC: BLOOMS Level II Comprehension
...
22. ANS: E PTS: 1 DIF: Easy REF: p. 227
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Skills MSC: BLOOMS Level II Comprehension
...
23. ANS: B PTS: 1 DIF: Easy REF: p. 225
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Skills MSC: BLOOMS Level II Comprehension
...
24. ANS: A PTS: 1 DIF: Easy REF: p. 225
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Skills MSC: BLOOMS Level II Comprehension
...
25. ANS: C PTS: 1 DIF: Easy REF: p. 225
OBJ:
6 NAT: AACSB Reflective Thinking | Individual Dynamics
TOP:
Conflict Management Skills MSC: BLOOMS Level II Comprehension
ESSAY
...
...
1. How can conflict be functional and positive?
ANS:
...
Conflict stems from disagreements or differences between two or more persons, groups, or organizations. The positive face of conflict is displayed in constructive conflict situations where new ideas are expressed, persons are motivated to change, creative problem solving emerges, underlying issues surface, and greater energy is brought to bear on a problem situation. When the outcome of a conflict situation is positive, conflict is healthy and constructive.
...
PTS:
1 DIF: Moderate REF: p. 211-212 OBJ: 1
NAT:
AACSB Reflective Thinking | Group Dynamics | Individual Dynamics
TOP:
Functional versus Dysfunctional Conflict
MSC:
BLOOMS Level IV Analysis
...
2. Causes of conflict can be found in characteristics of the organization and personal characteristics of those in the conflict. What personal and organizational factors are similar?
ANS:
...
An organizational (or structural) factor is task and job specialization. Accountants as specialists may disagree with marketing analysts in terms of setting product prices. On the individual level, this source of group conflict corresponds to differences in skills and abilities. Another structural factor concerns the supervisor-employee authority relationship. This authority difference may function as a communication barrier, or personal factor. A third structural-personal factor parallel can be found in goal differences (structural) and differences in values (personal factor). An aggressive sales goal may be placed on a sales representative who knows if the goal isn't met, the product can't be delivered on time or properly serviced. The representative's integrity and credibility with customers may be damaged in this situation.
...
PTS:
1 DIF: Hard REF: p. 213-215 OBJ: 2
NAT:
AACSB Analytic | Group Dynamics | Individual Dynamics
TOP:
Causes of Conflict in Organizations
MSC:
BLOOMS Level IV Analysis
...
3. What are the structural factors that cause conflict in an organization?
ANS:
...
Unclear or competing goals, insufficient data and reluctance to share information, scarce resources and unfair allocation of resources, scheduling of common resources, performance differences, and jurisdictional claims are sources of intergroup conflict.
...
PTS:
1 DIF: Moderate REF: p. 213-214 OBJ: 2
NAT:
AACSB Reflective Thinking | Group Dynamics TOP: Structural Factors
MSC:
BLOOMS Level IV Analysis
...
4. What are ways of preventing and/or eliminating intergroup conflict within an organization?
ANS:
...
One method is to appeal to a higher authority and/or a superordinate goal. Resources could be increased and/or reassigned to relieve a situation that might be producing conflict. Although drastic, personnel could be changed through reassignment, even termination. A cross-functional team could be assembled to resolve a conflict. Direct negotiations between departments with or without the aid of a third-party neutral or a mediator can be used. Integrative negotiation that focuses on win-win resolutions can also be attempted. Cultural and gender differences would also need to be acknowledged.
...
PTS:
1 DIF: Moderate REF: p. 216 OBJ: 3
NAT:
AACSB Reflective Thinking | Group Dynamics TOP: Intergroup Conflict
MSC:
BLOOMS Level IV Analysis
...
5. How would you rank the five styles of conflict management in terms of their conflict-resolving effectiveness?
ANS:
...
The nature and sources of conflict will greatly determine the style or styles to be used in resolving a conflict. In many conflict situations, however, a style of avoiding is likely to be least effective. Competing may also not fully resolve a conflict; in fact, competing may even exacerbate and prolong a conflict situation. Accommodation may be successful if one's position is not extreme and it is done to enhance goodwill as well as resolve a conflict. Compromising and collaborating are probably the best approaches, but maybe the most difficult and time consuming. If the parties in conflict are faced with a superordinate goal or problem of significant mutual concern, a collaboration approach can be most beneficial. When the parties are relatively equal in terms of their respective conflict positions, a negotiating approach in an attempt to compromise may be most appropriate. Thomas argues that all five styles are appropriate, but the style should appropriately match the situation.
...
PTS:
1 DIF: Hard REF: p. 224-227 OBJ: 6
NAT:
AACSB Analytic | Individual Dynamics TOP: Conflict Management Styles
MSC:
BLOOMS Level IV Analysis