Deck 10: Adaptation, Motivation, and Conflict Management

Question 1

Which of the following practices is NOT consistent with the appreciative inquiry approach to motivation and conflict reduction?

A) Consultant report contains both positive and negative findings
B) Employee evaluation session begins with emphasis on worker's positive performance
C) Collective bargaining contract renewal sessions begins with a review of the past two years' grievances
D) Risk management review committee prepares a study on patient safety in terms of care given without mishap

Answer 1

C

Question 2

The situation in which a teacher's union goes on a short strike at the beginning of every school year is an example of the conflict strategy of _________________.

A) containment of conflict
B) contagiousness of conflict
C) strategic leniency
D) routinization of conflict

Answer 2

D

Question 3

A collective bargaining agreement (union contract) specifies the jobs covered by the agreement. This part of the contract is referred to as _______________.

A) union security clause
B) union activity clause
C) management rights clause
D) recognition clause

Answer 3

D

Question 4

A collective bargaining agreement (union contract) specifies that individuals in covered jobs must join the union. This part of the contract is referred to as ______________.

A) recognition clause
B) union activity clause
C) union security clause
D) management rights clause

Question 5

A collective bargaining agreement (union contract) specifies that management may implement work rules. This part of the contract is referred to as ________________.

A) disciplinary action clause
B) management rights clause
C) union activity clause
D) mutual agreement clause

Question 6

Management refuses to provide a designated bulletin board for union activity notices. This is a violation of __________________.

A) union activity clause
B) mutual agreement clause
C) union recognition clause
D) union security clause

Question 7

A teachers' union postpones its strike actions until the first day of classes for the school year. This is an example of the conflict strategy of ________________.

A) limitation of conflict
B) routinization of conflict
C) expansion of conflict
D) dramatization of conflict

Question 8

A union and management agree to settle their issues and enter into a new labor union contract through binding arbitration in order to avoid a strike. This is an example of the conflict strategy of _______________.

A) limitation of conflict
B) routinization of conflict
C) expansion of conflict
D) dramatization of conflict

Question 9

Conflict within the work organization is ___________________.

A) contrary to efficient operations, counterproductive, and to be avoided whenever possible
B) an inevitable component of cooperative action; that is, can always be expected
C) expected to consume a significant portion of top management's time and attention
D) an ever-destructive force that detracts from organizational effectiveness

Question 10

It is essential for every healthcare organization to have work rules and personnel policies because ________________.

A) these are required by various government agencies and other regulatory bodies
B) without them, employees would lose confidence in their managers and find it difficult to complete tasks
C) they are needed to guide employee behavior and provide the basis for consistent treatment of employees
D) without their guidance, department managers will ignore many troublesome situations

Question 11

All conflict should be resolved at as low an organizational level as possible.

Question 12

Some of the patterns of accommodation to organizational life that are functional for the organization can be dysfunctional for the individual employee.

Question 13

The prospect of negative sanctions is the most effective means of ensuring employee compliance and performance.

Question 14

The development of an employee's sense of identification with the organization is good for the organization but rarely good for the individual.

Question 15

Salary and benefits are generally accepted as the strongest forces motivating employees to perform.