Question 1

Managers may choose different structural approaches for resolving conflicts between individuals or groups. Which of the following is NOT one of these structural approaches?
A) Altering the physical environment by rearranging facilities, workspace and workflows to reduce opportunities for conflict.
B) Changing the people by replacing or transferring one or more of the conflicting parties.
C) Using liaison personnel, special task forces, cross-functional teams or a matrix organisation to change interaction patterns and assist in conflict management.
D) Making more resources available to everyone.
E) Appealing to superordinate goals that focus attention of the conflicting parties on one mutually desirable end state.

Accepted Answer

The answer of Managers may choose different structural approaches for...

Question 2

Antecedent conditions that give rise to conflict include all of the following EXCEPT:
A) superordinate goals.
B) competing objectives.
C) resource scarcities.
D) task interdependencies.
E) role ambiguities.

Accepted Answer

Superordinate goals, which are shared goals that override differences among people and require their cooperation, are actually a method to reduce conflict rather than a condition that gives rise to it.

Question 3

Acceptance of unethical negotiating behaviour or the rationalisation of it can result in which of the following outcomes?
A) Seeking revenge against the offending negotiator
B) Long-run losses for the offending negotiator
C) Losing trust in the offending negotiator
D) Short-run gains for the offending negotiator
E) All of the options listed

Accepted Answer

Acceptance or rationalization of unethical negotiating behavior can lead to various outcomes, including seeking revenge against the offending negotiator, long-run losses for them due to damaged relationships or reputation, losing trust in them, and potentially short-run gains as unethical tactics might initially seem to give an advantage.

Question 4

__________ are concerned with outcomes and the content issues of negotiation.
A) Performance goals
B) Relationship goals
C) Process goals
D) Substance goals
E) Effective goals

Accepted Answer

Substance goals focus on the outcomes and the content issues of a negotiation, such as the terms and conditions, pricing, and specific agreements.

Question 5

__________ conflict occurs when no one achieves his or her true desire and the underlying reasons for conflict remain unaffected.
A) Optimising
B) Satisficing
C) Win-win
D) Win-lose
E) Lose-lose

Accepted Answer

Lose-lose conflict occurs when no party achieves their true desires, and the underlying reasons for the conflict remain unresolved, leading to an outcome where all parties feel they have lost.

Question 6

When conflict management results in one party achieving its desires and the other party not achieving its desires, a __________ conflict will occur.
A) win-win
B) neutral
C) lose-lose
D) win-lose
E) satisficing

Accepted Answer

When one party achieves its desires at the expense of another, it is referred to as a win-lose conflict. This means one side "wins" what it wants, while the other "loses" and does not get what it wants.

Question 7

__________ conflict is destructive and hurts task performance.
A) Functional
B) Cooperative
C) Constructive
D) Concentrated
E) Dysfunctional

Accepted Answer

Dysfunctional conflict is destructive and negatively impacts task performance by hindering group progress, creating animosity among team members, and diverting energy from the main tasks.

Question 8

Megan is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Megan uses which conflict management style?
A) Compromise
B) Accommodation
C) Collaboration
D) Competition
E) Avoidance

Accepted Answer

Megan's behavior of being assertive and uncooperative, along with using her authority to gain compliance, aligns with the competition style of conflict management. This style involves pursuing one's own concerns at the other person's expense, aiming to win.

Question 9

__________ is the disagreement between two or more people on substantive or emotional issues.
A) Conflict
B) Social discord
C) Behavioural self-interest
D) Competitiveness
E) Compromise

Accepted Answer

Conflict is defined as the disagreement between two or more people on substantive or emotional issues.

Question 10

According to the text, which of the following is NOT a cause of conflict?
A) Role ambiguities
B) Unresolved prior conflicts
C) Task interdependencies
D) Structural differentiation
E) Technological advances

Accepted Answer

Technological advances are not mentioned as a cause of conflict in the context provided. Causes of conflict typically include issues like role ambiguities, unresolved prior conflicts, task interdependencies, and structural differentiation, which are related to organizational structure and interpersonal dynamics, rather than technological progress.

Question 11

The __________ negotiation approach focuses on 'win-lose' claims made by each party for certain preferred results.
A) principled
B) distributive
C) integrative
D) substantive
E) desirable

Accepted Answer

The distributive negotiation approach is characterized by a 'win-lose' scenario, where each party aims to claim as much of the pie as possible for themselves, often at the expense of the other party.

Question 12

Suppose that a manager responds to a disagreement between subordinates by saying: 'I don't want to get in the middle of your personal disputes.' This manager is using which conflict management style?
A) Avoidance
B) Unassertive
C) Collaboration
D) Authoritative command
E) Accommodation

Accepted Answer

The manager is using the avoidance conflict management style by choosing not to engage in the disagreement between the subordinates, indicating a desire to stay out of the conflict altogether.

Question 13

The __________ negotiation approach focuses on trying to achieve a 'win-win' solution that considers the interests of all the negotiating parties.
A) desirable
B) distributive
C) unilateral
D) collaborative
E) principled/integrative

Accepted Answer

The collaborative negotiation approach focuses on trying to achieve a 'win-win' solution that considers the interests of all the negotiating parties.

Question 14

The effectiveness of negotiations can be evaluated with:
A) harmony.
B) quality.
C) cost.
D) All of the options listed
E) None of the options listed

Accepted Answer

The effectiveness of negotiations can be evaluated using multiple criteria, including harmony (the degree to which the negotiation fosters positive relationships among parties), quality (the extent to which the outcomes meet the needs and objectives of the parties), and cost (the resources, such as time and money, expended to reach an agreement). These factors together provide a comprehensive assessment of negotiation effectiveness.

Question 15

Dysfunctional or destructive conflict occurs when conflict is:
A) very low.
B) moderate.
C) very high.
D) both very low and very high.
E) ranged between moderate and high.

Accepted Answer

Dysfunctional or destructive conflict can occur at both extremes of the conflict spectrum. When conflict is very low, it might indicate apathy or lack of engagement among team members, which can be destructive to team dynamics and productivity. On the other hand, when conflict is very high, it can lead to hostility and breakdowns in communication, which are also destructive.

Question 16

The relationship between conflict intensity and performance is best described as:
A) low levels of conflict lead to the most positive outcomes.
B) moderate levels of conflict lead to the most positive outcomes.
C) high levels of conflict lead to the most positive outcomes.
D) zero conflict leads to the most positive outcomes.
E) None of the options listed

Accepted Answer

Moderate levels of conflict can stimulate creativity, problem-solving, and innovation, leading to the most positive outcomes in terms of performance. Too little conflict may result in complacency, while too much conflict can cause stress and dysfunction.

Question 17

Which conflict management style is being displayed by a manager who works to partially satisfy everyone's concerns through bargaining or negotiating for acceptable solutions in a conflict situation?
A) Collaboration
B) Compromise
C) Competition
D) Accommodation
E) Avoidance

Accepted Answer

Compromise involves bargaining or negotiating to find a mutually acceptable solution that partially satisfies all parties involved in a conflict. This style aims to find a middle ground where everyone's concerns are partially addressed.

Question 18

When conflict is resolved to the mutual benefit of all parties, it is called a(n) __________ conflict resolution.
A) optimising
B) neutral
C) win-win
D) win-lose
E) lose-lose

Accepted Answer

When conflict is resolved to the mutual benefit of all parties involved, it is referred to as a "win-win" conflict resolution. This approach aims for a solution where everyone gains something positive, making it a highly desirable outcome in conflict resolution strategies.

Question 19

Conflict that occurs because of disagreements over things such as goals, the allocation of resources, the distribution of rewards, policies and procedures, or job assignments is referred to as
A) organisational conflict.
B) substantive conflict.
C) administrative conflict.
D) confrontational conflict.
E) emotional conflict.

Accepted Answer

Substantive conflict arises from disagreements over goals, resources, rewards, policies, procedures, or job assignments. It is focused on differences in the content and goals of work.

Question 20

Ken is being cooperative but unassertive with his employees during a conflict situation. He tries to smooth over their differences but it only produces a false sense of harmony among them. Ken is using which conflict management style?
A) Avoidance
B) Collaboration
C) Compromise
D) Competition
E) Accommodation

Accepted Answer

Ken's behavior of being cooperative but unassertive, and his attempt to smooth over differences without actually resolving them, aligns with the accommodation conflict management style. This style involves giving in to others' needs or requests at the expense of one's own needs or desires, often leading to a temporary or superficial sense of harmony.

Quiz 14: Communication and Interpersonal Skills

Managers may choose different structural approaches for resolving conflicts between individuals or groups. Which of the following is NOT one of these structural approaches?

Antecedent conditions that give rise to conflict include all of the following EXCEPT:

Acceptance of unethical negotiating behaviour or the rationalisation of it can result in which of the following outcomes?

__________ are concerned with outcomes and the content issues of negotiation.

__________ conflict occurs when no one achieves his or her true desire and the underlying reasons for conflict remain unaffected.

When conflict management results in one party achieving its desires and the other party not achieving its desires, a __________ conflict will occur.

__________ conflict is destructive and hurts task performance.

Megan is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Megan uses which conflict management style?

__________ is the disagreement between two or more people on substantive or emotional issues.

According to the text, which of the following is NOT a cause of conflict?

The __________ negotiation approach focuses on 'win-lose' claims made by each party for certain preferred results.

Suppose that a manager responds to a disagreement between subordinates by saying: 'I don't want to get in the middle of your personal disputes.' This manager is using which conflict management style?

The __________ negotiation approach focuses on trying to achieve a 'win-win' solution that considers the interests of all the negotiating parties.

The effectiveness of negotiations can be evaluated with:

Dysfunctional or destructive conflict occurs when conflict is:

The relationship between conflict intensity and performance is best described as:

Which conflict management style is being displayed by a manager who works to partially satisfy everyone's concerns through bargaining or negotiating for acceptable solutions in a conflict situation?

When conflict is resolved to the mutual benefit of all parties, it is called a(n) __________ conflict resolution.

Conflict that occurs because of disagreements over things such as goals, the allocation of resources, the distribution of rewards, policies and procedures, or job assignments is referred to as

Ken is being cooperative but unassertive with his employees during a conflict situation. He tries to smooth over their differences but it only produces a false sense of harmony among them. Ken is using which conflict management style?