Deck 12: Conflict, Negotiation, Power, and Politics

Question 1

Less spontaneity in communication is an example of a functional consequence of conflict for organizations.

Answer 1

False

Question 2

Conflict is a process in which one party perceives that its interests are being opposed by another party.

Answer 2

True

Question 3

Conflict within organizations can be caused by many factors which are frequently not related.

Answer 3

False

Question 4

Three types of conflict can occur in the workplace: personal, substantive, and quantitative.

Question 5

Facilitation of change is an example of a functional consequence of conflict for organizations.

Question 6

Personal conflict refers to conflict that arises out of personal differences between people.

Question 7

Conflict can have a number of functional consequences for organizations.

Question 8

An example of substantive conflict would be the Great Petunia War.

Question 9

Low job satisfaction can be the result of workplace conflict.

Question 10

Executive conflict occurs over work content, tasks, and task goals.

Question 11

Procedural conflict concerns how work should be completed.

Question 12

Functional conflict is conflict that is not beneficial to organizational goals and objectives.

Question 13

Kimberly-Clark has changed some of its procurement practices to reduce the protests and pressure from activists while not substantially affecting the bottom line.

Question 14

Many businesses have come to view being environmentally responsible as a profitable business strategy.

Question 15

The relationship between environmentalists and business represents a conflict.

Question 16

Dysfunctional conflict is conflict that does not interfere with performance.

Question 17

Consequences of functional conflict include reduced problem solving or decision making.

Question 18

Personal conflict is likely to result in poor performance.

Question 19

Conflict can cause people to exercise their own individual power directed toward achieving their own goals.

Question 20

Interpersonal conflict occurs between individuals or groups.

Question 21

In most organizations work must be coordinated between groups or individuals.

Question 22

The physical layout of work environments can produce conflict through several mechanisms.

Question 23

Associates with low goals are more likely to experience conflict.

Question 24

Only decentralization of authority leads to conflict.

Question 25

One study found that competition for limited resources often leads to dysfunctional conflict.

Question 26

When individuals receive negative feedback because of poor past performance, they often perceive it as a threat.

Question 27

A win-win situation occurs when both parties get what they want.

Question 28

Individuals in Asian cultures believe that conflict is bad and should be avoided.

Question 29

To avoid or reduce workplace aggression companies should restrict access to employee assistance programs.

Question 30

As organizations become larger and more diverse, they require more specialization for effective operation.

Question 31

Compromise occurs when both parties give in to some degree on an issue or set of issues.

Question 32

Individuals who have experienced conflict in the past are less likely to experience it in the future.

Question 33

Avoiding and accommodating are responses to conflict.

Question 34

The Type A personality trait has been linked to increased conflict.

Question 35

Centralized authority means that several individuals make decisions for all units.

Question 36

Overt workplace aggression is a form of conflict escalation.

Question 37

The more interdependent two groups are the less potential for conflict exists.

Question 38

Increasing specialization has many negative outcomes, but creates less potential for conflict.

Question 39

There are five potential outcomes to conflict.

Question 40

There are five potential responses to conflict.

Question 41

Reward power results when one person believes that another has the ability to provide him or her with desired outcomes.

Question 42

When George W. Bush replaced many of the cabinet members from his first term, this was an example of referent power.

Question 43

Coercive power exists when one person believes that another person has the ability to reward him or her.

Question 44

Past CEO of Disney, Michael Eisner, is an example of someone who drew power from a variety of sources.

Question 45

Reward power is not limited to formal sources, such as the supervisor's power to give raises.

Question 46

The textbook notes that power is often thought to be positive.

Question 47

The only sources of power in the strategic contingencies model are dependency and uncertainty.

Question 48

Power is generally defined as the ability to achieve desired outcomes.

Question 49

Negotiators enter negotiations with one of two different strategies.

Question 50

People derive legitimate power from the positions they hold in the organization.

Question 51

People are said to have referent power when others are attracted to them or desire to be associated with them.

Question 52

Expert power arises from special expertise that is valuable to others.

Question 53

The activities aimed at influencing the attitudes of the negotiating parties are referred to as attitudinal structuring.

Question 54

Compromising is the conflict response most likely to result in a win-win outcome.

Question 55

Distributive bargaining should be used when there is a solution that is attractive to both parties.

Question 56

R&D units in pharmaceutical firms often have significant power.

Question 57

Negotiation is a process through which two or more parties with similar preferences attempt to agree on a solution.

Question 58

Distributive bargaining and executive bargaining are two bargaining strategies.

Question 59

Individuals and organizational units can also obtain power by being able to address the strategic problems that an organization faces.

Question 60

There are generally ten stages that a negotiation process should follow.

Question 61

The goal of organizations like Greenpeace is to motivate corporations to engage in ________ sound business practices

Question 62

Consequences of functional conflict include _______ problem solving or decision making.

Question 63

The relationship between environmentalists and business represents a ______.

Question 64

Organizational politics involve behavior that is directed toward furthering one's own self-interests without concern for the interests of others.

Question 65

Inspirational appeal is an example of a political tactic used in an organization.

Question 66

The ________personality trait has been linked to increased conflict.

Question 67

Strategic contingency power is related to dependency.

Question 68

______conflict refers to conflict that arises out of personal differences.

Question 69

_________conflict is conflict that interferes with performance.

Question 70

A coalition is a group of members who act independently to pursue a common interest.

Question 71

Political skill is the ability to effectively understand others at work and to use this knowledge to enhance one's own objectives.

Question 72

Some __________cultures believe that conflict is bad and should be avoided.

Question 73

_______conflict occurs over work content.

Question 74

Ingratiation is the political tactic a CEO would use to gain support for his or her new strategy.

Question 75

______is a process in which one party perceives that its interests are being opposed by another party.

Question 76

Workplace aggression involves behavior by one or more individuals that is designed to physically or ______ harm a worker or multiple workers in a workplace setting.

Question 77

Dysfunctional conflict detracts from the achievement of organizational goals.

Question 78

_________authority means that one individual makes decisions for all units.

Question 79

__________conflict concerns responsibilities and how work should be completed.

Question 80

Legitimizing is an example of a political tactic used in an organization.