MGT375 Q5
A stronger relationship between the parties involved is a desired outcome of conflict
TRUE
Both devil's advocacy and the dialectic method are useful in stimulating functional conflict
TRUE
Mutuality of interest involves win-win situations in which individual and organizational interests are balanced
TRUE
Compliance is one possible outcome of an attempt to influence someone
TRUE
Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party
TRUE
Empowerment involves sharing power with lower-level employees to tap their full potential
TRUE
Empowerment is easy to understand but difficult to implement
TRUE
Exchange, coalition, and pressure are examples of hard tactics
TRUE
The rational persuasion tactic involves trying to convince someone with reason, logic, or facts
TRUE
The ingratiating influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values
FALSE
Expert and referent appear to be the best combination of results and favorable reactions from lower-level employees
TRUE
Functional conflict serves the interests of the organization
TRUE
An obliging style of handling conflict encourages "I win, you lose" tactics
FALSE
Facilitation, conciliation, mediation and arbitration are all techniques for alternative dispute resolution
TRUE
Impression management is the process by which people attempt to control or manipulate the reactions of other to images of themselves or their ideas
TRUE
Increased group cohesiveness can lead to in-group thinking, whereby in-group members see themselves as morally correct, while viewing members of other groups negatively and as immoral
TRUE
Organizational politics involves intentional acts of influence to enhance or protect the sel-interests of individuals or groups
TRUE
The inspirational appeal influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values
TRUE
Managers are more likely to delegate if the lower-level employee has no supervisory experience
FALSE
Metaphors of war are appropriate ways to think of workplace conflict
FALSE
Reward, coercive, and negative legitimate power tend to produce commitment rather than compliance
FALSE
The dialectic method involves assigning one person the role of critic
FALSE
The contact hypothesis states that the more the members of different groups inter-act, the less intergroup conflict they will experience
TRUE
The integrating style of handling conflict involves cooperatively identifying the problem, generating and weighing alternative solutions, and selecting a solution
TRUE
Too much within-group cohesiveness can lead to intergroup conflict
TRUE
