BUS345- Chapter 13 Multiple Choice
18. All of the following are positive consequences of intergroup conflict except: a. decreased communication. b. decreased member detachment. c. increased task focus. d. increased group loyalty.
A
21. When a child gets sick at school, the parent often must leave work to care for the child. This would be an example of: a. interrole conflict. b. intrarole conflict. c. intersender conflict. d. intrasender conflict.
A
23. Which of the following is true of defining moments? a. They help people crystallize their values and serve as opportunities for personal growth. b. They create differences in values and ethics and can be a source of disagreement. c. They create healthy, constructive disagreements between two or more people. d. They occur when a person feels similar degrees of attraction and repulsion.
A
26. A technique that is effective in managing intrapersonal conflict is: a. role analysis. b. identification of natural conflict resolution style. c. personality inventory identification. d. understanding power networks.
A
31. Interventions such as activating central authority and clarifying common interests are most appropriate for interpersonal conflicts in which of the following power networks? a. Equal versus equal b. High versus low c. High versus middle versus low d. Control versus autonomy
A
38. __ is a withdrawal mechanism in which an individual's emotional conflicts are expressed in physical symptoms. a. Conversion b. Compensation c. Identification d. Displacement
A
39. In the context of conflict resolution, is delaying action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on. a. administrative orbiting b. nonaction c. due process nonaction d. secrecy
A
4. Conflict can be functional, or a positive force, in all of the following situations except: a. when it places the focus on the conflict itself and the parties involved. b. when it stimulates creativity out of a friendly rivalry. c. when it causes individuals or groups to better understand their contribution to the organization. d. when it motivates people to change.
A
43. Disagreements over wages and working conditions between a union and an employer are usually resolved through: a. strikes. b. changing union leaders and management personnel. c. negotiations. d. expending resources and giving everybody what they want.
A
47. In the context of negotiation, is the approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives. a. integrative negotiation b. distributive bargaining c. resource expansion d. compromising
A
48. In which of the following situations can the avoiding style of conflict management be used? a. When an issue is trivial or more important issues are pressing b. When the benefits of resolution outweighs potential disruption c. When one perceives a chance of satisfying one's concerns d. When unpopular actions need to be implemented on important issues
A
51. In which of the following situations should the competing style of conflict management be used? a. When quick, decisive action is vital b. When others can resolve the conflict more effectively c. When issues seem tangential or symptomatic of other issues d. When issues are more important to others than to oneself
A
1. EI is defined as: a. any situation in which incompatibility leads to disagreement or opposition between two or more parties. b. constructive agreement between two or more people. c. the negative side of emotional quality. d. the power to control one's emotions and perceive emotions in others.
B
10. Your company specializes in manufacturing precast concrete products and has collaborated with another company for the ironworks. You receive a complaint on a building's door jams, which had in fact been installed by the company you have collaborated with. This situation illustrates a conflict based on: a. authority relationships. b. jurisdictional ambiguity. c. interdependence. d. status inconsistencies.
B
13. Two machine operators disagree over the cause of an equipment breakdown. One thinks that the machine was overworked, while the other thinks that the machine was being manhandled. This conflict is based on differences in: a. authority relationships. b. perception. c. values and ethics. d. needs.
B
15. __ is a personality trait in which a person ignores the interpersonal aspects of work and the feelings of colleagues. a. Conscientiousness b. Abrasiveness c. Extraversion d. Stereotype reactance
B
2. is the ability to see life from another person's perspective. a. Jurisdiction b. Empathy c. Incumbence d. Suboptimization
B
20. When one's values conflict with his/her job demands, this is conflict. a. intersender b. person-role c. work-home d. intrasender
B
22. A doctor asks a nurse to administer medication to a patient in a way that conflicts with the guidelines laid down by the hospital. This is an example of: a. interrole conflict. b. intrarole conflict. c. person-role conflict. d. social role conflict.
B
24. challenge individuals to choose between two or more things in which they believe. a. Moral dilemmas b. Defining moments c. Approach-avoidance conflicts d. Suboptimization situations
B
27. A dissatisfied customer feels that she has been defrauded by an individual salesperson. As a result, she confronts this salesperson angrily and demands a refund. Which form of conflict has occurred in this situation? a. Interorganizational conflict b. Interpersonal conflict c. Intergroup conflict d. Interrole conflict
B
3. The power not only to control emotions but also to perceive them is termed: a. self-awareness. b. emotional intelligence. c. disciplined empathy. d. perfunctoriness.
B
35. A withdrawal mechanism that provides an escape from a conflict through daydreaming is known as: a. flight. b. fantasy. c. conversion. d. displacement.
B
36. In the context of defense mechanisms, the tendency of an individual to make up for a bad relationship at home by spending more time at the office can be categorized as a(n) . a. aggressive mechanism b. withdrawal mechanism c. compromise mechanism d. cooperative mechanism
B
37. The mechanisms used by individuals to make the best of a conflict situation are considered: a. conversion mechanisms. b. cooperative mechanisms. c. compromise mechanisms. d. withdrawal mechanisms.
B
44. A negotiation approach where each party seeks to maximize its resources is called: a. recursive bargaining. b. distributive bargaining. c. spiral bargaining. d. collective bargaining.
B
16. The conflict that occurs between a company and a union during a strike is an example of: a. horizontal conflict. b. intragroup conflict. c. interorganizational conflict. d. line-staff conflict.
C
17. Conflict that occurs between teams in an organization is referred to as: a. intraorganizational conflict. b. interorganizational conflict. c. intergroup conflict. d. intragroup conflict.
C
28. A conflict felt by middle managers where conflicting expectations are placed on the managers from their bosses and employees is termed as a. suboptimization conflict b. control-autonomy conflict c. role conflict d. resource dependency conflict
C
29. The behavioral tendency associated with an equal versus equal power relationship is: a. negotiation. b. focussing on a win-win approach. c. suboptimization. d. making concessions.
C
33. Which of the following defense mechanisms takes the form of aggressive behavior directed at someone else who is not the source of a conflict? a. Conversion b. Identification c. Displacement d. Fixation
C
40. A customer confronts a sales manager about a faulty product his organization sold to her. The sales manager tells her to file a complaint formally. She learns that she has to fill a complaint form which will be reviewed by the frontline staff and then passed on to the necessary authorities and that the whole procedure will take about 20-30 business days. In this scenario the company is using the technique of addressing conflicts. a. distributive bargaining b. administrative orbiting c. due process nonaction d. confrontation
C
41. An ineffective technique for dealing with conflicts where an attempt is made to label or discredit an opponent is referred to as: a. abusive competition. b. stereotype reactance. c. character assassination. d. administrative orbiting.
C
46. __ is a tendency to display behavior inconsistent with, or even opposite of, a conventionally held concept. a. Stereotype reactance b. Displacement c. Role conflict d. Suboptimization
C
5. You are supervising a work crew and you notice that the crew members have a high desire for conformity in the group. This behavior is repeatedly resulting in incorrect decision-making outcomes. In such a situation, you should: a. encourage territoriality in your work crew. b. develop trust within your work crew. c. stimulate functional conflict in your work crew. d. challenge crew members to choose between two or more things in which they believe.
C
9. Which of the following are NOT structural factors in causing conflict? a. Goal differences b. Status inconsistencies c. Values and ethics d. Authority relationships
C
11. Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of conflict based on: a. jurisdictional ambiguity. b. interdependence. c. authority relationships. d. common resources.
D
12. At a public hospital there is one doctor for neurology, one for cardiology, and another for orthopedics. The structural cause for conflict between these individuals would be: a. authority relationships. b. status inconsistencies. c. job interdependence. d. specialization.
D
14. The key to managing conflict in a multicultural workforce is: a. to address the power distance issue. b. to bring each employee's skills and abilities at par with everyone else. c. to reduce interdependence among teams. d. to incorporate diversity training.
D
19. To avoid dysfunctional conflicts in virtual teams, a manager should: a. make sure that face-to-face interactions are kept to a minimum. b. find out a good fit between the values of the individuals and the organization. c. make sure virtual team members have threaded discussions. d. ensure that the tasks of the virtual teams fit their methods of interacting.
D
25. Person-role conflicts: a. arise when a role sender requires an individual to perform contradictory or inconsistent roles. b. occur when individuals experience conflicts among the multiple roles in their lives. c. arise when a person feels similar degrees of attraction and repulsion towards two alternative courses of action. d. occur when individuals are expected to perform behaviors that clash with their beliefs or values.
D
30. A problem associated with the equal versus equal power networks is: a. control versus autonomy. b. role conflict. c. role ambiguity. d. covert fighting for positions.
D
32. A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is known as: a. negativism. b. rationalization. c. displacement. d. fixation.
D
34. When a person continually responds pessimistically to attempts at solving a problem, the person is displaying a defense mechanism called: a. identification. b. displacement. c. fixation. d. negativism.
D
42. __ is a competitive, or win-lose, approach to negotiations, in which the goals of one party are in direct conflict with the goals of the other party. a. Administrative orbiting b. Expanding resources c. Integrative negotiation d. Distributive bargaining
D
45. The strategy of conflict management is founded on the potential for win-win outcomes, honest communication, trust, openness to risk and vulnerability, and the notion that the whole may be greater than the sum of the parts. a. task-focused b. dual-concern c. competitive d. cooperative
D
49. Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding? a. Collaborating b. Avoiding c. Accommodating d. Compromising
D
50. When two departments are in conflict but are also facing a common threat, the management is most appropriate. a. competing b. accommodation c. compromising d. collaborating
D
52. The __ style of conflict management is intermediate in both assertiveness and cooperativeness. a. competing b. cooperating c. collaborating d. compromising
D
6. A key to recognizing a dysfunctional conflict is that: a. it arises from thinking of new ways to approach problems. b. it arises from someone challenging old policies. c. it is often cognitive in origin. d. it is often emotional or behavioral in origin.
D
7. As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the following except: a. the issue. b. the parties involved. c. the context of the conflict. d. the occurrence of groupthink.
D
8. One occasion in which managers should work to stimulate functional conflict is when: a. there has been a tendency to overuse the devil's advocate perspective. b. group members are not cohesive. c. there is only one source of conflict. d. there is an occurrence of groupthink.
D
62. The major behavioral tendency associated with the high versus middle versus low power relationship is suboptimization. a. True b. False
False
63. Fixation is a very passive defense mechanism in an interpersonal conflict situation. a. True b. False
False
65. Administrative orbiting and secrecy are very effective conflict reduction techniques. a. True b. False
False
67. A style in which one is concerned that the other party's goals be met but relatively unconcerned with getting one's own way is called compromising. a. True b. False
False
53. Emotional intelligence relates positively to the ability to manage conflict. a. True b. False
True
54. A key to recognizing functional conflict is that it is often cognitive in origin. a. True b. False
True
55. Developing trust within a group can prevent the misattribution of task conflict for personal conflict. a. True b. False
True
56. A manager may want to stimulate functional conflict when there is an occurrence of groupthink in the team. a. True b. False
True
57. Work units that are highly interdependent may be more prone to interunit conflict than two independent departments. a. True b. False
True
58. When negotiators let emotion rather than cognition determine their actions, it is much less likely that conflict will be resolved. a. True b. False
True
59. Education on cultural differences can make significant progress in preventing conflict. a. True b. False
True
60. Conflict between groups can lead to increased cohesiveness within each group. a. True b. False
True
61. The high versus middle versus low power network illustrates the classic conflicts such as role conflict and role ambiguity felt by middle managers. a. True b. False
True
64. Conversion is a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms. a. True b. False
True
66. Cross-cultural negotiations can be more effective if each party learns as much about the other cultures as possible. a. True b. False
True
