Question 1

The contact hypothesis states that the more the members of different groups interact, the more intergroup conflict they will experience.

Accepted Answer

The contact hypothesis states that the more the members of different groups inter-act, the less intergroup conflict they will experience.

Question 2

Competition for limited resources reduces organizational conflict.

Accepted Answer

Competition for limited resources can lead to functional or dysfunctional conflict.

Question 3

Cross-cultural relationships can be built by advocating inclusive (participative) leadership.

Accepted Answer

Cross-cultural relationships can be built by advocating inclusive (participative) leadership.

Question 4

Personality conflict occurs when the values held by an individual and those held by the organization are in disagreement.

Accepted Answer

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or different styles.

Question 5

High levels of in-group cohesiveness usually turn a group into a smooth-running team.

Accepted Answer

A certain amount of cohesiveness can turn a group of individuals into a smooth-running team. Too much cohesiveness, however, can breed groupthink because a desire to get along pushes aside critical thinking.

Question 6

Stereotyping helps in minimizing cross-cultural conflict.

Accepted Answer

In order to minimize cross-cultural conflict, stereotypes also need to be identified and neutralized.

Question 7

An agreement that leaves one party feeling exploited or defeated tends to breed resentment.

Accepted Answer

An agreement is a desired conflict outcome. Equitable and fair agreements are best. An agreement that leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict.

Question 8

Functional conflict serves the interests of the organization.

Accepted Answer

Functional conflict is commonly referred to in management circles as constructive or cooperative conflict. It serves the interests of the organization.

Question 9

A day of contemplation is a part of the organization's formal disciplinary process and is a traditional suspension without pay.

Accepted Answer

A day of contemplation is defined as "a paid day off where an employee showing lack of dedication to the job is granted the opportunity to rethink his commitment to working at your company." This tactic, also called decision-making leave, is not part of the organization's formal disciplinary process, nor is it a traditional suspension without pay.

Question 10

Devil's advocacy is a way of stimulating programmed conflict.

Accepted Answer

Devil's advocacy is a way of stimulating programmed conflict.

Question 11

Conflict is an aspect of organizational life that can be avoided.

Accepted Answer

Conflict is an unavoidable aspect of organizational life. Constant change, more teams, greater employee diversity, less face-to-face communication, and a global economy with increased cross-cultural dealings make organizational conflict inevitable.

Question 12

Organizations can suffer from too little conflict.

Accepted Answer

Beginning in the 1970s, organizational behavior specialists realized conflict had both positive and negative outcomes, depending on its nature and intensity. This perspective introduced the revolutionary idea that organizations could suffer from too little conflict.

Question 13

Decision making by consensus can help managers avoid conflict.

Accepted Answer

Decision making by consensus can produce either functional or dysfunctional conflict.

Question 14

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Accepted Answer

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

Question 15

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

Accepted Answer

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

Question 16

Members of in-groups see themselves and members of other groups positively.

Accepted Answer

In-group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral. In-groups view outsiders as a threat.

Question 17

The potential for cross-cultural conflict is low in organizations.

Accepted Answer

Due to differing assumptions about how to think and act, the potential for cross-cultural conflict is both immediate and huge. Success or failure, when conducting business across cultures, often hinges on avoiding and minimizing actual or perceived conflict.

Question 18

Conflict tends to decrease as the number of hierarchical layers and specialized tasks increase.

Accepted Answer

Organizational complexity is an antecedent of conflict. Conflict tends to increase as the number of hierarchical layers and specialized tasks increase.

Question 19

Workplace incivility can lead to personality conflict.

Accepted Answer

Chronic personality conflicts often begin with seemingly insignificant irritations. Incivility, or employees' lack of regard for one another, is costly to organizations in subtle and pervasive ways. It can lead to personality conflict.

Question 20

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.

Accepted Answer

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.

Quiz 13: Managing Conflict and Negotiating

The contact hypothesis states that the more the members of different groups interact, the more intergroup conflict they will experience.

Competition for limited resources reduces organizational conflict.

Cross-cultural relationships can be built by advocating inclusive (participative) leadership.

Personality conflict occurs when the values held by an individual and those held by the organization are in disagreement.

High levels of in-group cohesiveness usually turn a group into a smooth-running team.

Stereotyping helps in minimizing cross-cultural conflict.

An agreement that leaves one party feeling exploited or defeated tends to breed resentment.

Functional conflict serves the interests of the organization.

A day of contemplation is a part of the organization's formal disciplinary process and is a traditional suspension without pay.

Devil's advocacy is a way of stimulating programmed conflict.

Conflict is an aspect of organizational life that can be avoided.

Organizations can suffer from too little conflict.

Decision making by consensus can help managers avoid conflict.

Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

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

Members of in-groups see themselves and members of other groups positively.

The potential for cross-cultural conflict is low in organizations.

Conflict tends to decrease as the number of hierarchical layers and specialized tasks increase.

Workplace incivility can lead to personality conflict.

The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.