Org Behav Ch 10 modified
B. The number of issues in dispute grows. C. Issues in dispute move from specific to general. D. The number of parties to the conflict expands. E. The initial goals change.
A Feedback: Conflict escalation often exhibits these five characteristics: (1) change in tactics, (2) number of issues grows, (3) issues move from specific to general, (4) number of parties grows, and (5) goals change. 19. Which of the following situations is most likely to result in conflict? A. clear job boundaries
E. alternative
A Feedback: A distributive negotiation usually involves a single issue—a "fixed-pie"—in which one person gains at the expense of another. 66. A(n) ________ negotiation describes a situation where an agreement can be found that is better for both parties. A. distributive
E. programmed conflict
A Feedback: Justin and Sean are experiencing personality conflict. Personality conflict is interpersonal opposition based on personal dislike or disagreement.
E. perfect the deal
A Feedback: Larry and Roger are clarifying their interests. After each party identifies its tangible and intangible needs, the two parties meet to discuss their respective needs and find common ground for negotiation. 71. Mark, the business head of a firm, wanted to give New Year's gifts to his employees. He discussed this with his employees and decided to give leather computer bags. Mark stated that he did not want to give cheap bags, while a few employees said that they did not want exorbitantly priced designer name bags. Identify the step of added-value negotiation used in this situation. A. clarify interests
E. mediation
A Feedback: Laura is using the dialectic method to help her make a better decision. The dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision. 44. The styles of conflict handling are differentiated along two dimensions: A. internal and external.
E. zone of probable assets
A Feedback: Nonverbal communications help convey your emotions during negotiations. You can smile, laugh, or flinch in reaction to a first offer, for example. In negotiation, the ZOPA is the zone of possible agreement—the range of possibilities you are willing to accept. 68. In ________, the negotiating parties cooperatively develop multiple-deal packages while building a productive long-term relationship. A. arbitration
E. integrating
A Feedback: The dominating style of conflict handling is characterized by a high concern for self and a low concern for others. 48. When issues are complex, better solutions are needed, commitment is needed, and time is available, the ________ conflict handling style is appropriate. A. dominating
E. intergroup conflict resolution (ICR)
B Feedback: The benefit of alternative dispute resolution (ADR) is that it "uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation." 52. ________ is an alternative dispute resolution technique in which disagreeing parties agree ahead of time to accept the decision of a neutral party in a formal courtlike setting, often complete with evidence and witnesses. A. Ombudsmanship
30. Which of the following is true about in-group thinking? A. Lower levels of cohesiveness lead to groupthink. B. Members of in-groups view themselves as being all alike.C. In-group members exaggerate the differences between their group and other groups.D. In-group members view themselves and members of other groups positively. E. In-group members view themselves and members of other groups as morally correct.
C Feedback: Research has revealed an array of challenges associated with increased group cohesiveness and in-group thinking. One of those challenges is in-group members exaggerate the differences between their group and other groups. This typically involves a distorted perception of reality.
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Collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict)
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Competition for limited resources
31. A study conducted in two prisons showed that the more contact white inmates experienced with African American inmates, the more positive their attitudes toward the African American inmates became. This is an example of the ________ hypothesis. A. conflict reduction B. coalition C. groupthink D. contact E. climate
D Feedback: The contact hypothesis suggests that the more members of different groups interact, the less intergroup conflict they will experience.
E. arbitrator
D Feedback: A neutral and trained third party guides the others to find innovative solutions to the conflict. To ensure neutrality, most organizations hire ADR qualified outsiders. Unlike an arbitrator, a mediator does not render a decision. It is up to the disputants to reach a mutually acceptable decision. The Equal Employment Opportunity Commission (EEOC) implemented mediation in the 1990s and cut the average time to resolution by 80 percent! 58. Dr. Watson, dean of students at ABC University, has been assigned the task of working with faculty and students when they have disputes about course grades. During these discussions, he attempts to help the parties arrange a solution but he has no formal authority to impose one. He is most likely a(n) A. facilitator.
E. arbitrary
D Feedback: An integrative negotiation describes a situation where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation. 67. In negotiation, the ZOPA is the _______. Remember that nonverbal communications also help convey your emotions during negotiations. A. zone of possible agreement
E. conflict intensity is unrelated to performance.
D Feedback: Both high and low conflict intensity are related to lower performance. See Figure 10.2. 24. Which of the following situations is most likely to produce conflict? A. Joe finishes his part of the project and then passes it to Marge for her part of the assignment. Each recognizes their role.
E. compromising
D Feedback: Table 10.6 indicates the dominating style of conflict handling is appropriate when a speedy decision is needed. 50. Which of the following statements about conflict handling styles is false? A. Organizations can develop a particular conflict handling style as a part of culture.
E. integrative
D Feedback: The distinction between functional conflict and dysfunctional conflict pivots on whether the organization's interests are served. Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. In such situations people often feel comfortable disagreeing and presenting opposing views. Positive outcomes frequently result. Each of these elements is lacking or even opposite in the cases of dysfunctional conflict, which threatens an organization's interests. This highlights the important role of management in determining whether conflict is more or less positive. 22. Conflict is considered to be dysfunctional when A. it involves alternative dispute resolution.
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Deception: Acts and statements may include promises or threats, excessive initial demands, careless misstatements of facts, or asking for concessions not wanted.
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Decision making by consensus (dissenters may feel coerced)
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Develop a workplace bullying policy.
E. compromising
E Feedback: The compromising style of conflict handling is a give-and-take approach with a moderate concern for both self and others. 47. Orna is a restaurant manager. She is helping a server who has a difficult guest. Everything is wrong—the water, the menu, the food, the service. Orna knows that this customer is always unhappy and delights in picking on the server.
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Encourage open and respectful communication.
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Establish and enforce clear consequences for those who engage in bullying.
4. The contact hypothesis states that the more members of different groups interact, the more intergroup conflict they will experience.
FALSE Feedback: The contact hypothesis suggests that the more members of different groups interact, the intergroup conflict they will experience.
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Identify and model appropriate ways for people to interact with colleagues.
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Identify and resolve conflicts quickly and fairly to avoid escalation.
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Identify the situations, policies, and behaviors likely to cause bullying or allow it to occur.
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Inadequate communication
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Incompatible personalities or value systems
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Information exploitation: Information provided by the opponent can be used to exploit his weaknesses, close off his alternatives, generate demands against him, or weaken his alliances.
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Maximization: Includes demanding the opponent make concessions that result in the negotiator's gain and the opponent's equal or greater loss. Also entails converting a win-win situation into a win-lose.
74. Most people, when talking about conflict, immediately assume that it is a problem that needs to be "fixed." Is that true? Is conflict always bad for organizations? Define the types of conflict and provide examples of each situation.
There are two types of conflict: functional and dysfunctional. The distinction between functional conflict and dysfunctional conflict pivots on whether the organization's interests are served.
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Train employees to manage conflict.
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Unmet expectations (employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict)
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Unreasonable deadlines or extreme time pressure
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Unreasonable or unclear policies, standards, or rules
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Weakening the opponent: The negotiator here may cut off or eliminate some of the opponent's alternatives, blame the opponent for his own actions, use personally abrasive statements to or about the opponent, or undermine the opponent's alliances.
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constantly whispering and making vindictive comments about her.
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disobeying requests.
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failing to provide assistance during busy periods.
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making offensive comments and behaving rudely.
25. Carol and Dee have never gotten along. Carol feels that Dee acts superior, while Dee believes that Carol just tries to please everyone. This is ________ conflict, which is defined as interpersonal opposition based on individual dislike or disagreement. A. personalityB. distributive C. programmed D. integrative E. devil's advocate
A Feedback: Personality conflict is interpersonal opposition based on personal dislike or disagreement.
16. Sanjay promotes the benefits of little or no conflict within an organization. This, he states, leads to greater productivity. Is this analysis correct? A. No. Organizational conflict is inevitable and can have constructive consequences. B. Yes. This analysis is correct. C. No. Less conflict leads to bordeom and lower productivity. D. Yes. Conflict should be avoided wherever possible as it always has negative consequences. E. No. Productivity and conflict are not related at all.
A Feedback: Conflict is an ever-present part of your life and an important group-level process in the Organizing Framework for Applying and Understanding OB. A
28. ___________ are members' interactions aimed at working through task and interpersonal disagreements. A. Conflict processes B. Conflict states C. Conflict handling styles D. Dialectic methods E. Contact hypotheses
A Feedback: Conflict processes are members' interactions aimed at working through task and interpersonal disagreements.
33. Teddy is a project manager at a consulting firm. He travels a lot and works very long hours. When he's home, he is always checking e-mail. He has a three-year-old son and a brand-new daughter, and his wife is upset that he doesn't help more. He is experiencing A. work-family conflict. C. functional conflict. D. conflict handling issues. E. incivility.
A Feedback: Work-family conflict occurs when the demands or pressures from work and family domains are mutually incompatible.
E. Dialecticism
D Feedback: Negotiation is a give-and-take decision-making process involving two or more parties with different preferences. 64. The two basic types of negotiation are A. integrating and avoiding.
35. Tina is a restaurant manager at a high-end restaurant. She works very long hours, and sometimes double shifts. When she's home, she is constantly texting and answering texts from the restaurant. Her husband complains that he rarely gets to see her and that he is unable to keep up all the household tasks himself. Tina is experiencing A. work-family conflict. B. dysfunctional conflict. C. functional conflict. D. conflict handling issues. E. incivility.
A Feedback: Work-family conflict occurs when the demands or pressures from work and family domains are mutually incompatible. 36. Harriet works at Good Steaks, a local bar and restaurant. Her manager is always barking orders at her, saying she needs to move faster, be nicer to the customers, do her share, etc. Harriet starts to come in to work late, and tries to schedule shifts when the manager isn't in. She doesn't even smile at the customers much. Harriet is reacting to A. dysfunctional conflict.
E. arbitration
A Feedback: An ombudsman is someone who works for the organization, and is widely respected and trusted by his or her coworkers, hears grievances on a confidential basis and attempts to arrange a solution. 54. _______ is an alternative dispute resolution technique in which a neutral third party informally acts as a communication conduit between the disputing parties. A. Ombudsmanship
E. puffery
A Feedback: Many people believe that good negotiators show no emotion. Emotions are indeed an integral part of the human experience and part of most everything we do. Negotiation experts and researchers acknowledge this and provide guidance on how to use emotions to your advantage. 73. Customer satisfaction at Corley & Brothers, a furniture delivery company, is decreasing. There are growing complaints about damaged furniture and missed delivery dates. The managers of scheduling, operations, and sales are meeting to discuss these issues. The three managers do not get along very well. Employees in scheduling and operations complain that the sales department makes commitments to deliver furniture that cannot be met. The manager of sales does not agree with this conclusion. While goals in scheduling and operations focus on quality and on-time delivery, the goals for the sales department focus on total revenue. Employees in all departments are rewarded for meeting their unit goals. Unfortunately, the three managers do not get much time to interact as they are busy with day-to-day activities. Personality conflicts between employees in the three departments has led to incivility among some employees. While the overall climate is positive and supportive of employees, there are pockets of people who are dominating in nature and have been prone to bullying. Senior management is aware of these issues but has not offered any employee training or reprimands/punishment for those who treat others with lack of respect or civility.
E. negotiator.
A Feedback: Roger is acting as a facilitator. A facilitator is a third party, usually a manager, who informally urges disputing parties to deal directly with each other in a positive and constructive manner. 60. Donna and Kim are both secretaries for the accounting department. Because someone must be present to answer the phones at all times, different times must be scheduled for each of them to go to lunch. Both of them want the time from noon to 1 p.m. Previous unsuccessful discussions have occurred, resulting in their not speaking to each other. Patti, who also works in the department, sits down separately with each of them to try to explore possible solutions, with the idea that if she can find common ground, they will again discuss alternative schedules face-to-face. Patti is acting as a(n) A. facilitator.
E. peer review.
A Feedback: This is an example of arbitration. In arbitration disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal courtlike setting, often complete with evidence and witnesses. 63. _______ is a give-and-take decision-making process involving two or more parties with different preferences. For example, labor-management negotiations over wages, hours, and working conditions. A. Arbitration
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Agreement. But at what cost? Equitable and fair agreements are best. An agreement that leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict.
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Avoiding: With an avoiding style, passive withdrawal from the problem and active suppression of the issue are common. Avoiding is appropriate when the issue is trivial, potential dysfunctional effect of confronting the other party outweighs benefits of resolution, cooling-off period is needed. Avoiding is inappropriate when the issue is important to you, it is your responsibility to make decision, parties are unwilling to defer, and prompt attention is needed.
E. groupthink
B Feedback: Anti-bullying strategies for groups and organizations include:
E. arbitration.
B Feedback: Facilitation is the easiest and least expensive form of ADR. The textbook lists six, ranked from easiest and least expensive to most difficult and costly; the first listed is facilitation. Here, a third party, usually a manager, informally urges disputing parties to deal directly with each other in a positive and constructive manner. 57. A neutral and trained third party can guide others to find innovative solutions to conflict. To ensure neutrality, most organizations hired ADR qualified outsiders. In this case, a(n) _________ is one who does not render a decision. Rather, it is up to the parties to the conflict to reach a mutually acceptable decision. A. ombudsman
E. ombudsmans
B Feedback: In arbitration, disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal courtlike setting, often complete with evidence and witnesses. 56. Norm and Quinn have been arguing over role responsibilities. The atmosphere in their small office is increasingly negative and tense. Petra, a manager from another department, informally urges them to deal directly with each other in a positive and constructive manner. This easy form of ADR is A. ombudsmanship.
E. stress
B Feedback: Incivility is any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying. 37. Which of the following statements about incivility at work is false? A. Incivility can arise from both individual and organizational sources.
E. negotiation
B Feedback: Jim is using devil's advocacy to help him make a better decision. Devil's advocacy involves assigning someone the role of critic. 43. Laura is head of ABC Systems. She needs to allocate a fixed amount of funds to various projects. There are two top projects that Laura believes hold the most promise. She decides to arrange a structured debate for the two top proposals. Importantly, the assumptions of each proposal are identified, and a conflicting counterproposal is generated based on a different set of assumptions. Advocates of each position present and debate the merits of their proposal before Laura makes her decision. Which technique is Laura using to help her make a better decision? A. dialectic method
E. perfect the deal
B Feedback: Mark and his employees are in step two, identify options. A marketplace of value is created when the negotiating parties discuss desired elements of value. 72. Which of the following is not an unethical tactic to use in negotiations? A. showing emotions
E. alternative dispute resolution
B Feedback: The dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision. 42. Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it is time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal for Project B, looking for every possible flaw. Which technique is Jim using to help him make a better decision? A. diagnostic process
E. it involves groupthink.
B Feedback: The distinction between functional conflict and dysfunctional conflict pivots on whether the organization's interests are served. Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. Dysfunctional conflict threatens an organization's interests. 23. The relationship between conflict intensity and performance outcomes can be described as A. the higher the conflict intensity, the lower the performance.
34. Ellen and George work for the same company. Ellen, a Gen Xer, really appreciates the flextime opportunities, while George, a baby boomer, takes advantage of the free computer training offered at the company. These policies are examples of A. dysfunctional conflict.B. family-support philosophy. C. work-life balance. D. work-family conflict. E. intergroup conflict.
C Feedback: A study of work values across 16,000 people from different generational groups suggests that organizations should consider implementing work policies that are targeted toward different generational groups.
32. ______ is employees' shared perceptions of policies, practices, and procedures of an organization. A. Culture B. Socialization C. Climate D. Civility E. Groupthink
C Feedback: Climate represents employees' shared perceptions of policies, practices, and procedures.
B. independent tasks C. competition for limited resources D. realistic expectations E. clear policies, standards, and rules.
C Feedback: Competition for limited resources is most likely to result in conflict. Table 10.1 lists many of the situations that tend to produce either functional or dysfunctional conflict: incompatible personalities or value systems, overlapping or unclear job boundaries, competition for limited resources, unreasonable or unclear policies, standards, or rules, organizational complexity, interdependent tasks, inadequate communication, interdepartment/intergroup competition, unreasonable deadlines or extreme time pressure, decision making by consensus, collective decision making, and unmet expectations. 20. Which of the following statements about conflict is true? A. Conflict should be completely eliminated across the organization.
17. In ________, one party perceives that its interests are being opposed or negatively affected by another party. A. negotiation B. devil's advocacy C. conflict D. integration E. mediation
C Feedback: Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party. 18. Which of the following is not a result of escalation of conflict? A. Parties move from heavy to light tactics.
29. Ryan, Jerry, and Mark belong to Sigma Phi Upsilon fraternity. They pride themselves on being a group of solid students with leadership abilities. As a result, they often seem to hijack Fraternity Council Leadership meetings. Clearly, they feel they know how all the fraternities on campus should operate. This very high level of cohesiveness in a group A. enhances critical thinking. B. causes groupthink. C. results in the best decisions. D. increases cooperation of the group. E. heightens individual perceptions.
C Feedback: Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking.
E. Arbitration
C Feedback: Conciliation is an alternative dispute resolution technique in which a neutral third party informally acts as a communication conduit between disputing parties. 55. Trained _________, typically from outside agencies, are versed in relevant laws and case precedents. The parties agree ahead of time to accept the decision of this neutral person in a formal setting, often complete with evidence and witnesses. A. mediators
E. negotiator.
C Feedback: Dr. Watson is acting as an ombudsman. An ombudsman is someone who works for the organization, and is widely respected and trusted by his or her coworkers, hears grievances on a confidential basis and attempts to arrange a solution. 59. Roger manages both Bill and Nancy. They are in an argument about who should handle a particular job. Roger encourages them to deal directly with each other in a positive and constructive manner. Roger is acting as a(n) A. facilitator.
E. mediation
C Feedback: During added-value negotiation, the negotiating parties cooperatively develop multiple-deal packages while building a productive long-term relationship. 69. The first step of added-value negotiation is to A. identify options.
E. organizational and individual.
C Feedback: Negotiation experts often distinguish between two fundamental types of negotiation: distributive and integrative. 65. Meryl wants to buy a used car, and she can spend $4,000. She meets up with Sandy who wants $4,750 for her 2008 Toyota. Meryl can't go any higher. This is an example of _________ negotiation. A. distributive
E. integrative
C Feedback: Programmed conflict is conflict that raises different opinions regardless of the personal feelings of the managers. 40. The dean of Roan College is looking for a new head of admissions. She wants to be sure that Roan College has an admissions program with the highest standards. As the committee interviews various candidates, the dean tries to point out potential flaws in each person. She is playing the role of A. dysfunctional conflict manager.
E. avoiding
C Feedback: Table 10.6 indicates the integrating style for handling conflict is appropriate when issues are complex, better solutions are needed, commitment is needed, and time is available. 49. If a speedy decision is needed, the _______ conflict handling style is appropriate. A. integrating
E. dominating
C Feedback: The obliging style of conflict handling is characterized by low concern for self and a great concern for others. 46. The ________ conflict handling style is a give-and-take approach. A. integrating
E. facilitators.
C Feedback: They are acting as a peer review team. A peer review team is a panel of trustworthy coworkers (in this case, fellow students), selected for their ability to remain objective, that hears both sides of a dispute in an informal and confidential meeting. Any decision by the review panel may or may not be binding, depending on the company's ADR policy. 62. Dr. Hamrick is hired by the ABC Company to hear cases involving grievances of employees of the company. Sometimes evidence is presented and witnesses are called, and decisions are always based on legal merits, and his decisions are binding. This is an example of A. arbitration.
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Compromising: The compromising style is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess equal power. Compromise is inappropriate when one party is more powerful or the problem is complex.
E. Abusive supervision is a form of incivility
D Feedback: Figure 10.3 illustrates some common causes of various forms of incivility. 38. Identifying and modeling appropriate ways for people to interact with colleagues is a(n) ________ strategy. A. work-life
E. promoter
D Feedback: Devil's advocacy involves assigning someone the role of critic. 41. In the United States, the judicial system is an example of _________. It is based on hearing directly opposing points of view to establish guilt or innocence. A. dysfunctional conflict
E. No one style is best for every situation.
D Feedback: No one style is best for every situation. It is inappropriate to use integrating style when the task or problem is simple, an immediate decision is required, other parties are unconcerned about the outcome, and/or other parties do not have problem-solving skills. 51. The benefit of ________ is that it uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation. A. dysfunctional conflict resolution (DCR)
E. negotiator.
D Feedback: Patti is acting as a conciliator. A conciliator is a neutral third party who informally acts as a communication conduit between disputing parties. 61. The Ethics Review Board at XYZ College is composed of students who were elected by the student body. When a student is charged with an ethics violation, the board meets to hear both sides of the dispute in a confidential meeting. Their decisions are not binding on the parties, according to college policies. They are acting as A. ombudsmen.
E. select a deal
D Feedback: The first step in added-value negotiation is to clarify interests. After each party identifies its tangible and intangible needs, the two parties meet to discuss their respective needs and find common ground for negotiation. 70. Larry and Roger wanted to buy office furniture for the new location of their advertising firm. They discussed their needs. Larry said that he needed plastic furniture and Roger stated that he needed wooden shelves. They also discussed how many chairs, tables, shelves, and other kinds of furniture would be required. Which of the following steps of added-value negotiation is described in this situation? A. clarify interests
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Develop a clear procedure for handling complaints about bullying.
E. Arbitration
E Feedback: Arbitration is an alternative dispute resolution technique in which disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal courtlike setting, often complete with evidence and witnesses. 53. Theresa is a(n) ______ for Capital Clinic services. She has worked for the company for 20 years and is widely respected and trusted. In this position, she hears grievances on a confidential basis and attempts to arrange a solution. A. ombudsmanship
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Develop and communicate a system for reporting bullying.
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Dominating: Those with a dominating style have a high concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored. This style is often called forcing because it relies on formal authority to force compliance. Dominating is appropriate when the issue is trivial, speedy decision is needed, unpopular course of action is implemented, necessary to overcome assertive subordinates, unfavorable decision by the other party may be costly to you, subordinates lack expertise to make technical decisions, issue is important to you. Dominating is inappropriate when the issue is complex, issue is not important to you, both parties are equally powerful, decision does not have to be made quickly, subordinates possess high degree of competence.
26. Which of the following tips should be used by managers to reduce personality conflict? A. Be sure to take sides in others' conflicts. B. Intervene where possible in others' conflicts; do not let them work things out themselves. C. Do not attempt informal dispute resolution. D. Avoid direct communication with someone you are in conflict with. E. Investigate and document conflict among your own subordinates.
E Feedback: It is critically important to identify and remedy personality conflicts. Table 10.2 presents practical tips. Managers can reduce personality conflicts by: (1) All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment. (2) Investigate and document the conflict; if appropriate, take corrective action. (3) If necessary, attempt informal dispute resolution. (4) Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.
E. concern for others and concern for self.
E Feedback: Figure 10.5 shows that five of the most common styles of conflict handling are distinguished based on relative concern for other (x-axis) and concern for self (y-axis). 45. Nate is a manager at a small appliance store. He is working with an unhappy customer who is yelling at him. Nate's policy on handling customer complaints is to give the customer what they want even at a cost to the company. This represents the _________ handling style. A. compromising
E. Organizations can suffer from too little conflict.
E Feedback: Organizations can suffer from either too little or too much conflict. 21. Harry, Marsha, Eve, and Don are discussing ways to increase sales. Harry and Eve want to stick with the current sales promotion plan created four months ago. They say it needs more time to show results. Marsha and Don disagree; they feel sales have continued to decline and will not turn around. As the discussion progresses, various alternatives are proposed. Harry then suggests a modification to the current sales promotion plan that meets with everyone's approval. This is an example of the benefits of ______ conflict. A. alternative resolution
E. Maria cannot finish her report until Juan provides the financial spreadsheet. Juan is late and Maria is afraid she won't meet her deadline.
E Feedback: Situations that commonly produce conflict include:
12. The best thing a manager can do to create functional conflict is to urge coworkers to hunker down and slog through, to simply persist.
FALSE Feedback: One way to generate and monitor functional conflict is to fan the fire and get more of the same. Managers can urge coworkers to hunker down and slog through, to simply persist, and while this may work, this approach can be unreliable (conflict can escalate) and slow. 13. Programmed conflict is conflict that raises different opinions regardless of the personal feelings of the managers. TRUE Feedback: Programmed conflict is conflict that raises different opinions regardless of the personal feelings of the managers. 14. The integrating style of conflict handling is appropriate in all conflict situations. FALSE Feedback: No one style is best for every situation. Employees and managers are both well served to apply a contingency approach to conflict-handling styles. 15. Donna is highly agreeable. That means she is well suited for integrative negotiations. TRUE Feedback: Recent research shows that people with high levels of agreeableness are best suited for integrative negotiations, whereas those low in this personality characteristic are better at distributive negotiations.
6. Jamil is a new member of a group that evaluates student activities on campus. He wants to focus on bringing more foreign students into the mainstream activities. The president of the group seems to have her own ideas and virtually everyone supports her. When Jamil opposes one of her suggestions, everyone looks uncomfortable. This is an example of a psychological safety climate.
FALSE Feedback: A psychological safety climate represents a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences.
2. Light tactics of conflict include making threats; heavy tactics include violence.
FALSE Feedback: Light tactics include persuasive arguments, promises, and efforts to please the other side; heavy tactics include threats, power plays, and violence.
5. Managers wishing to reduce conflict between members and groups should isolate them from each other as much as possible.
FALSE Feedback: Managers interested in reducing conflict can work to eliminate specific negative interactions, conduct team building to reduce intragroup conflict and prepare for cross-functional teamwork, encourage and facilitate friendships via social events, foster positive attitudes, avoid or neutralize negative gossip, and practice the above by being a role model.
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Integrating: When using an integrating style, interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. Integrating is appropriate when issues are complex, need better solutions, commitment is needed, time is available, one party alone cannot solve the problem, and resources are needed. Integrating is inappropriate when the problem is simple, an immediate decision is required, other parties are unconcerned about outcome, and other parties do not have the problem-solving skills.
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Interdepartment/intergroup competition
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Interdependent tasks (one person cannot complete his or her assignment until others have completed their work)
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Learning. Functional conflict can promote greater self-awareness and creative problem solving. Like the practice of management itself, successful conflict handling is learned primarily by doing. Knowledge of the concepts and techniques in this chapter is a necessary first step, but there is no substitute for hands-on practice. There are plenty of opportunities to practice conflict management in today's world.
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Lies: Subject matter for lies can include limits, alternatives, the negotiator's intent, authority to bargain, other commitments, acceptability of the opponent's offers, time pressures, and available resources.
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Monitor and review employee relationships, with particular attention to fairness.
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Nondisclosure: Includes partial disclosure of facts, failure to disclose a hidden fact, failure to correct the opponents' misperceptions or ignorance, and concealment of the negotiator's own position or circumstances.
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Obliging: If you have an obliging style you tend to show low concern for yourself and a great concern for others. Such people tend to minimize differences and highlight similarities to please the other party. Obliging is appropriate when you believe you may be wrong, the issue is more important to the other party, you are willing to give up something in exchange for something from the other party in the future, you are dealing from a position of weakness, preserving relationship is important. Obliging is inappropriate when the issue is important to you, you believe you are right, the other party is wrong or unethical.
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Organizational complexity (conflict tends to increase as the number of hierarchical layers and specialized tasks increases)
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Overlapping or unclear job boundaries
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Puffery: Among the items that can be puffed up are the value of one's payoffs to the opponent, the negotiator's own alternatives, the costs of what one is giving up or is prepared to yield, importance of issues, and attributes of the products or services.
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Strengthening one's own position: This tactic includes building one's own resources, including expertise, finances, and alliances. It also includes presentations of persuasive rationales to the opponent or third parties.
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Stronger relationships. Good agreements enable conflicting parties to build bridges of goodwill and trust for future use. Moreover, conflicting parties who trust each other are more likely to keep their end of the bargain.
3. As a manager of two employees who are having a personality conflict, one step you should take is to document the conflict.
TRUE Feedback: As a manager of two employees who are having a personality conflict, one step to take is to investigate and document the conflict; if appropriate, take corrective action. See Table 10.2.
10. Flexspace includes the concept of working from home.
TRUE Feedback: Flexspace, such as telecommuting, is when policies enable employees to do their work from different locations besides the office (e.g., coffee shops, home, or the beach). 11. The most common response to incivility is that employees work harder to avoid its source. FALSE Feedback: Table 10.4 describes some of the employees' common responses to incivility. The most common response is that employees intentionally decrease their work effort.
1. Functional conflict is also known as constructive or cooperative conflict.
TRUE Feedback: Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take.
7. When the demands or pressures from work and family domains are mutually incompatible, work-family conflict has occurred.
TRUE Feedback: Work-family conflict occurs when the demands or pressures from work and family domains are mutually incompatible. 8. Work-family conflicts can be social or emotional. FALSE Feedback: Work-family conflict can take two distinct forms: work interference with family and family interference with work. And in either case, these conflicts can be social or they can be cognitive. 9. Ashley finds herself waking up at night frequently thinking about a report she must present to the vice presidents of her firm at the end of the month. She is experiencing social work-family conflict. FALSE Feedback: Ashley is experiencing a cognitive work-family conflict. Conflicts can be cognitive (e.g., your thoughts about school interfere with work or vice versa). Ashley's thoughts about work are interrupting her sleep.
