Deck 13: Conflict and Stress

Question 1

Competition is an example of conflict.

Answer 1

False

Question 2

At the New York Times, the print and digital units engaged in a turf war over the debatable issue of who should control the pricing and distribution of iPad content.What was the cause of this conflict?

A)Group identification and intergroup bias
B)Interdependence
C)Differences in power, status, and culture
D)Ambiguity
E)Scarce resources

Answer 2

D

Question 3

Interdependence always leads to conflict.

Answer 3

False

Question 4

In its classic form, conflict involves

A)disagreements and opposition.
B)negative attitudes and behaviours.
C)frustration and opposition.
D)antagonistic attitudes and behaviours.
E)threats and disagreements.

Question 5

In which of the following conditions is conflict least likely?

A)Group A is dependent on Group B.
B)Group B is dependent on Group A.
C)Group A is not dependent on Group B but Group B is dependent on Group A.
D)Group A is not dependent on Group B and Group B is not dependent on Group A.
E)Group A is dependent on Group B but Group B is not dependent on Group A.

Question 6

If dependence is not mutual but one way, the potential for conflict increases.

Question 7

Conflict involves antagonistic attitudes and behaviours.

Question 8

Interdependence does not always lead to conflict.

Question 9

A ready supply of resources is especially likely to prompt conflict among organizational subunits.

Question 10

Conflict is especially likely when those of low status are dependent upon those of high status.

Question 11

Ambiguous jurisdictions and scarce resources cause ________.

Question 12

If dependence is mutual the potential for conflict increases.

Question 13

At Amazon, competition to retain prime work positions, impress management, and get promoted prompted conflict among employees.What was the cause of this conflict?

A)Group identification and intergroup bias
B)Interdependence
C)Differences in power, status, and culture
D)Ambiguity
E)Scarce resources

Question 14

Conflict is a process that occurs when one person, group, or organizational subunit frustrates ________ attainment of another.

Question 15

What factors contribute to organizational conflict?

A)Group identification, intergroup bias, and isolation
B)Group favouritism, intergroup bias, and interdependence
C)Group favouritism, intergroup bias, and independence
D)Group identification, intergroup bias, and independence
E)Group identification, intergroup bias, and interdependence

Question 16

What of the following is NOT one of the causes of organizational conflict?

A)Differences in power, status, and culture
B)Interdependence
C)Ambiguity
D)Disagreement about goals
E)Group identification and intergroup bias

Question 17

________ is a process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another.

Question 18

What is conflict?

A)The process that occurs when one person, group, or organizational subunit disagrees with the goals of another
B)The process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another
C)The process that occurs when one person, group, or organizational subunit has different goals than another
D)The process that occurs when one person, group, or organizational subunit does not share the same beliefs as another
E)The process that occurs when one person, group, or organizational subunit has a negative view of another

Question 19

Which of the following is a critical factor associated with intergroup bias?

A)Locus of control
B)Negative affectivity
C)Type A behaviour
D)Type B behaviour
E)Self-esteem

Question 20

Self-esteem is a critical factor of intergroup bias.

Question 21

Occasionally, some degree of task conflict is actually beneficial for team performance.

Question 22

In the context of work groups and teams, relationship and process conflict tend to be detrimental to member satisfaction but beneficial for team performance.

Question 23

Task conflict involves disagreements about how work should be organized and accomplished.

Question 24

Disagreements about responsibility, authority, resource allocation, and who should do what constitute process conflict.

Question 25

In the context of work groups and teams, relationship and ________ conflict tend to be detrimental to member satisfaction and team performance.

Question 26

When does task conflict benefit team performance?

A)When the task is routine and does not require a variety of perspectives to be considered
B)When the task is routine and requires a variety of perspectives to be considered
C)When the task is non-routine and does not require a variety of perspectives to be considered
D)When the task is non-routine and requires a variety of perspectives to be considered
E)When the task is routine and it does not require a variety of skills to be performed

Question 27

In the context of work groups and teams, relationship and process conflict tend to be beneficial to member satisfaction and team performance.

Question 28

Occasionally, some degree of ________ conflict is actually beneficial for team performance.

Question 29

Process conflict concerns disagreements about the nature of the work to be done.

Question 30

After a few days on a new job, you find yourself arguing with members of your group over who has authority and responsibility and who should do what.What is this an example of?

A)A relationship conflict
B)A task conflict
C)Intergroup bias
D)A process conflict
E)Conflict dynamics

Question 31

What are the main causes of organizational conflict?

Question 32

Disagreements about responsibility, authority, resource allocation, and who should do what constitute relationship conflict.

Question 33

Disagreements about the nature of the work to be done are called

A)relationship conflicts.
B)work conflicts.
C)process conflicts.
D)organization conflicts.
E)task conflicts.

Question 34

Which of the following is most accurate about the effects of conflict?

A)Relationship conflict is helpful to member satisfaction and team performance.
B)Relationship and process conflict is helpful to member satisfaction and team performance.
C)Relationship and process conflict is detrimental to member satisfaction and team performance.
D)Relationship and process conflict is detrimental to member satisfaction but helpful for team performance.
E)Relationship and process conflict is helpful to member satisfaction but detrimental to team performance.

Question 35

Which of the following events is least likely to happen when conflict begins between two groups?

A)The parties begin to conceal information from each other.
B)On each side, conciliatory persons who are skilled at conflict resolution emerge as leaders.
C)Each group becomes more cohesive.
D)While the opposite party is negatively stereotyped, the image of one's own position is boosted.
E)Contact with the opposite party is discouraged.

Question 36

Which of the following is most accurate about the effects of conflict?

A)Task conflict is beneficial for team performance.
B)Process conflict is beneficial for team performance.
C)Relationship conflict is beneficial for team performance.
D)Task and process conflict are beneficial for team performance.
E)Task and relationship conflict are beneficial for team performance.

Question 37

Not all conflict is detrimental.

Question 38

Occasionally, some degree of task conflict is actually beneficial to member satisfaction.

Question 39

What is a process conflict?

A)Disagreements about the nature of work to be done
B)Disagreements about how the organization should function
C)Disagreements about how work should be organized and accomplished
D)Disagreements about how conflict should be managed
E)Disagreements about the relationships among group members

Question 40

In its classic form, ________ involves antagonistic attitudes and behaviours.

Question 41

A conflict management style characterized by low assertiveness of one's own interests and low cooperation with the other party is called

A)avoiding.
B)accommodating.
C)competing.
D)compromise.
E)collaborating.

Question 42

Collaborating combines intermediate levels of assertiveness and cooperation.

Question 43

A conflict management style that combines intermediate levels of assertiveness and cooperation is called

A)avoiding.
B)accommodating.
C)competing.
D)compromise.
E)collaborating.

Question 44

Which of the following statements concerning compromise is FALSE?

A)Compromise involves each party giving up something with the expectation that it will receive something in exchange.
B)Compromise is especially useful for resolving conflicts that stem from power differences.
C)The goal of compromise is to establish rules of exchange to resolve conflict.
D)Effective compromises are highly dependent on the bargaining skills and the good will of the bargainers.
E)Compromise is especially useful for resolving conflicts that stem from scarce resources.

Question 45

A conflict management style in which one cooperates with the other party, while not asserting one's own interests is called

A)avoiding.
B)accommodating.
C)competing.
D)compromise.
E)collaborating.

Question 46

A competing style tends to maximize assertiveness for your own position and minimize cooperative responses.

Question 47

Different approaches to managing conflict are a function of

A)aggressiveness and cooperativeness.
B)assertiveness and cooperativeness.
C)assertiveness and communication.
D)aggressiveness and communication.
E)assertiveness and aggressiveness.

Question 48

Compromise is most useful for resolving conflicts that stem from power asymmetry.

Question 49

What are the main types of conflict and how are they related to member satisfaction and team performance?

Question 50

A compromise style tends to maximize assertiveness for your own position and minimize cooperative responses.

Question 51

Compromise combines intermediate levels of assertiveness and cooperation.

Question 52

Compromise is not so useful for resolving conflicts that stem from power asymmetry.

Question 53

A conflict management style that maximizes assertiveness and minimizes cooperation is called

A)avoiding.
B)accommodating.
C)competing.
D)compromise.
E)collaborating.

Question 54

Disagreements about responsibility, authority, resource allocation, and who should do what constitute ________ conflict.

Question 55

Differences of opinion about goals or technical matters are examples of ________ conflict.

Question 56

Compromise is a sensible reaction to conflict stemming from scarce resources.

Question 57

A conflict management style that maximizes both assertiveness and cooperation is called

A)avoiding.
B)accommodating.
C)competing.
D)compromise.
E)collaborating.

Question 58

So-called personality clashes are examples of ________ conflicts.

Question 59

Compromise always results in the most creative response to conflict.

Question 60

The avoiding style is characterized by low assertiveness of one's own interests and low cooperation with the other party.

Question 61

When cooperativeness is high and assertiveness is low the mode of conflict management is ________.

Question 62

What are the five modes or styles of managing conflict? Give an example which illustrates the relationship between assertiveness and cooperativeness for each mode.

Question 63

________ exists when assertiveness and cooperativeness are both high.

Question 64

competing (high assertiveness, low cooperativeness)-most transactions where buyer and seller do not expect to meet again;

Question 65

Which of the following are integrative negotiation tactics?

A)Copious information exchange
B)Cutting costs
C)Increasing resources
D)Framing differences as opportunities
E)All of the above

Question 66

When cooperativeness is low and assertiveness is high the mode of conflict management is ________.

Question 67

A superordinate goal is a goal that requires

A)conflict.
B)collaboration.
C)competition.
D)compromise.
E)accommodation.

Question 68

avoiding (low assertiveness, low cooperativeness)-a manager who postpones meeting with an employee who wants a raise;

Question 69

Conflict for which the benefits outweigh the costs is called

A)cost-benefit conflict.
B)distributive conflict.
C)integrative conflict.
D)constructive conflict.
E)functional conflict.

Question 70

Superordinate goals are

A)goals that have the highest priority in the organization.
B)goals that are used to stimulate conflict.
C)goals that are most likely to provoke dysfunctional organizational politics.
D)goals that can only be achieved by collaboration between conflicting parties.
E)goals that can only be achieved through distributive negotiation.

Question 71

The approaches to managing conflict are a function of both how ________ you are in trying to satisfy your own or your group's concerns and how cooperative you are in trying to satisfy those of the other party or group.

Question 72

One way to stimulate conflict is to

A)make the parties independent of each other.
B)clarify ambiguous jurisdictions.
C)make resources scarce.
D)invoke a superordinate goal.
E)make lower status individuals dependent on those of higher status.

Question 73

compromising (moderate assertiveness, moderate cooperativeness)-when it becomes clear to union negotiators and management that neither is going to get the maximum deal they had hoped for, they settle for a deal that is adequate (satisficing).

Question 74

Which of the following is NOT a distributive negotiation tactic?

A)Threats
B)Concessions
C)Promises
D)Verbal persuasion
E)Cutting costs

Question 75

accommodating (low assertiveness, high cooperativeness)-going to the movie that your date wants to see instead of the one that you would rather see;

Question 76

What have studies on gender differences in negotiations found?

A)Women tend to negotiate better outcomes than men.
B)Some women tend to negotiate better outcomes than men.
C)Men tend to negotiate better outcomes than women.
D)Some men tend to negotiate better outcomes than women.
E)Men and women negotiate similar outcomes.

Question 77

Collaboration frequently enhances productivity and achievement.

Question 78

In order to stimulate conflict, a manager might

A)stop networking.
B)make resources scarcer.
C)assign a superordinate goal.
D)ignore controversy.
E)clarify goals.

Question 79

The approaches to managing conflict are a function of both how assertive you are in trying to satisfy your own or your group's concerns and how ________ you are in trying to satisfy those of the other party or group.

Question 80

collaborating (high assertiveness, high cooperativeness)-two department managers in the same company must share limited resources to achieve their individual departmental objectives, and jointly contribute to the attainment of the company's goals;