Deck 13: Conflict,Power,and Politics

Question 1

_____ is a strong intervention to reduce conflict because it involves bringing the disputing parties together and allowing each side to present its version of the situation.

A)Workplace mediation
B)Confrontation
C)Pooled interdependence
D)Rational model

Answer 1

A
Explanation:When conflict is intense and enduring,and department members are suspicious and uncooperative,top managers may intervene as third parties to help resolve the conflict or bring in third party consultants from outside the organization.This process,sometimes called workplace mediation,is a strong intervention to reduce conflict because it involves bringing the disputing parties together and allowing each side to present its version of the situation.

Question 2

The sources of intergroup conflict are:

A)goal incompatibility, differentiation, task interdependence, and limited resources.
B)group creation, observable group differences, group disorientation, and commitment.
C)frustration, power, work rotation, and authority.
D)financial independence, organic structures, delegation, and insubordination.

Answer 2

A
Explanation:Some specific organizational characteristics can generate conflict.These sources of intergroup conflict are goal incompatibility,differentiation,task interdependence,and limited resources.

Question 3

_____ are designed to increase worker participation and provide a cooperative model for solving union-management problems.

A)Labor-management teams
B)Sequential interdependence models
C)Rational organizational models
D)Transaction processing systems

Answer 3

A
Explanation:Labor-management teams are designed to increase worker participation and provide a cooperative model for solving union-management problems.Integration devices can also be used to enhance cooperation between labor and management.

Question 4

Which of the following types of task interdependence has a minimal potential for conflict?

A)Pooled interdependence
B)Sequential interdependence
C)Reciprocal interdependence
D)Round-robin interdependence

Question 5

_____ occurs when parties in conflict directly engage one another and try to work out theirdifferences.

A)Confrontation
B)Negotiation
C)Assimilation
D)Competition

Question 6

_____ is defined as the dissimilarities in cognitive and emotional orientations among managers in diverse functional departments.

A)Goal incompatibility
B)Differentiation
C)Task interdependence
D)Dependency

Question 7

_____ is the ability of one person or department in an organization to influence other people to bring about desired outcomes.

A)Cooperation
B)Collaboration
C)Power
D)Personal position

Question 8

In _____,the output of one department goes to the next department.

A)pooled interdependence
B)sequential interdependence
C)reciprocal interdependence
D)priority-based interdependence

Question 9

In _____,departments mutually exchange materials and information.

A)pooled interdependence
B)sequential interdependence
C)reciprocal interdependence
D)priority-based interdependence

Question 10

_____ is rivalry among groups in the pursuit of a common prize,whereas conflict presumes direct interference with goal achievement.

A)Competition
B)Assimilation
C)Intergroup conflict
D)Strategic contingency

Question 11

Which of the following is true of the rational model of organization?

A)In the rational organization, behavior is random and accidental.
B)In the rational organization, goals are clear and choices are made in a logical way.
C)It works well for every circumstance.
D)It is an ideal that is fully achievable in the real world.

Question 12

_____ is defined as the behavior that occurs among organizational groups when participants identify with one group and perceive that other groups may block their group's goal achievement or expectations.

A)Goal incompatibility
B)Intergroup conflict
C)Intragroup conflict
D)Strategic contingency

Question 13

As task interdependence moves from pooled to reciprocal,_____.

A)conflict decreases and competition increases
B)the potential for cooperation increases
C)the potential for conflict increases
D)goal incompatibility diminishes

Question 14

_____ is the bargaining process that often occurs during confrontation and that enables the parties to systematically reach a solution.

A)Confrontation
B)Negotiation
C)Assimilation
D)Competition

Question 15

Which of the following is an advantage of practicing member rotation?

A)Individuals become submerged in the values, attitudes, problems, and goals of the other department.
B)Conflicts between departments are reduced in a fast pace.
C)Task interdependence between departments is greatly reduced.
D)Although, the perceptions and attitudes that promote conflict cannot be changed, confrontation and negotiation are completely diminished.

Question 16

When goals are in alignment,there is little differentiation,departments are characterized by pooled interdependence,and resources seem abundant,managers can use a _____.

A)rational model of organization
B)sequential method of task interdependence
C)reciprocal method of task interdependence
D)priority-based model of organization

Question 17

Which of the following is true of the relationship between interdependence and conflicts between departments?

A)As interdependence increases, the potential for conflict increases.
B)In case of pooled interdependence, the potential for conflict is high.
C)Greater interdependence diminishes the potential for conflict.
D)In case of reciprocal interdependence, the potential for conflict is minimal.

Question 18

In which of the following types of task interdependence methods is there little interaction between departments?

A)Pooled interdependence
B)Sequential interdependence
C)Reciprocal interdependence
D)Round-robin interdependence

Question 19

Which of the following is true of conflicts?

A)Conflicts are less severe than competition.
B)In conflicts, groups clash indirectly.
C)In conflicts, groups are in fundamental opposition.
D)Conflicts occur vertically, but not horizontally.

Question 20

Which of the following is true of teams and task forces in the context of conflicts?

A)They reduce conflict and enhance cooperation because they integrate people from different departments.
B)They pursue only one group's outcomes and force the other group into submission.
C)They do not function effectively when there is sequential interdependence between departments.
D)They work well during confrontation, but not with negotiation among departments.

Question 21

People have authority in an organization because of:

A)the positions they hold.
B)the skill and knowledge they possess.
C)their personal characteristics.
D)the resources they control.

Question 22

_____ is power sharing,the delegation of power or authority to subordinates in an organization.

A)Empowerment
B)Confrontation
C)Assimilation
D)Competition

Question 23

A major source of conflict involves competition between groups for what members perceive as limited resources.

Question 24

Goal incompatibility is not a cause of intergroup conflict in organizations.

Question 25

At an organizational level,purely rational procedures work well in every circumstance.

Question 26

_____ are events and activities both inside and outside an organization that are essential for attaining organizational goals.

A)Organizational politics
B)Strategic contingencies
C)Collective dependencies
D)Network centralities

Question 27

As interdependence increases,the potential for conflict decreases.

Question 28

Pooled interdependence requires employees to spend time coordinating and sharing information,while sequential interdependence does not.

Question 29

Although managers strive to use a rational approach,the political model prevails because each department has different interests it wants met and different goals it wants to achieve.

Question 30

_____ is a force for achieving desired outcomes,but only as prescribed by the formal hierarchy and reporting relationships.

A)Authority
B)Assimilation
C)Interdependence
D)Confrontation

Question 31

Managers strive to adopt political procedures but will find that rational model is needed to accomplish objectives.

Question 32

Which of the following types of power does a manager enjoy because of his right to promote subordinates?

A)Legitimate power
B)Reward power
C)Coercive power
D)Referent power

Question 33

Intergroup conflict requires three ingredients: group creation,observable group similarities,and commitment.

Question 34

_____ is the authority granted by the organization to the formal management position a manager holds.

A)Legitimate power
B)Reward power
C)Coercive power
D)Referent power

Question 35

Pooled interdependence involves a lot of interaction.

Question 36

Which of the following is not a tactic for increasing power?

A)Entering areas of high uncertainty
B)Creating dependencies
C)Using rational organizational models rather than political models
D)Satisfying strategic contingencies

Question 37

Jenson is the project lead in a software company.In addition to his everyday job roles,he is also responsible for grading his employees based on their performance and giving them incentives and promotions.In this scenario,Jenson holds:

A)legitimate power.
B)reward power.
C)coercive power.
D)referent power.

Question 38

The authority to punish or recommend punishment is called _____.

A)Legitimate power
B)Reward power
C)Coercive power
D)Referent power

Question 39

John is a manager at Trespach Inc.His subordinates respect him,and several of them have made comments such as,"I want to be as good a manager as he is one day." He is highly respected and admired.John holds:

A)legitimate power.
B)expert power.
C)coercive power.
D)referent power.

Question 40

The rational model is characterized by centralized power and control.

Question 41

Negotiation occurs when parties in conflict directly engage one another and try to work out their differences.

Question 42

Resources are always important to organizational survival.

Question 43

An advantage of practicing member rotation is that individuals become submerged in the values,attitudes,problems,and goals of the other department.

Question 44

Workplace mediation decreases conflicts because each side is allowed to present its version of the situation.

Question 45

Teams and task forces reduce conflict and enhance cooperation because they integrate people from different departments.

Question 46

Horizontal power is defined by the formal hierarchy or the organization chart.

Question 47

Briefly explain the rational model of behavior.

Question 48

Coercive power derives from a person's greater skill or knowledge about the tasks being performed.

Question 49

Legitimate power stems from the ability to bestow rewards-a promotion,raise,or pat on the back-to other people.

Question 50

Confrontation involves a lot of risk,while there is no risk involved in negotiation.

Question 51

Discuss confrontation and negotiation.

Question 52

Three domains of political activity in most organizations are social affiliation,hierarchical referrals,and rules and procedures.

Question 53

Briefly discuss the three ingredients that are required for an intergroup conflict.

Question 54

In collective bargaining,managers do not have to go through a union to reach an agreement with workers.

Question 55

What is the political model of behavior? Why does it prevail?

Question 56

The source of power often derives from an exchange relationship in which one person,department,or organization provides scarce or valued resources to other people,departments,or organizations.

Question 57

Briefly explain goal incompatibility with an example.

Question 58

In forward-thinking organizations,top managers want lower-level employees to have greater power so they can do their jobs more effectively.

Question 59

Power is a tangible force in organizations.

Question 60

Referent power is derived from personal characteristics.

Question 61

What is network centrality? Explain it with an example.

Question 62

Briefly explain centrality in the context of strategic contingencies that influence horizontal power among departments.

Question 63

Explain the four tactics for increasing power.

Question 64

Define authority.What are the three properties that identify authority?

Question 65

Define politics and organizational politics.