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
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
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
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
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
style of conflict
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
52. The style of conflict management is intermediate in both assertiveness and cooperativeness.
a. competing
b. cooperating c.
collaborating d.
compromising
53. Emotional intelligence relates positively to the ability to manage conflict.
a. True
b. False
54. A key to recognizing functional conflict is that it is often cognitive in origin.
a. True
b. False
55. Developing trust within a group can prevent the misattribution of task conflict for personal conflict.
a. True
b. False
56. A manager may want to stimulate functional conflict when there is an occurrence of groupthink in the team.
a. True
b. False
57. Work units that are highly interdependent may be more prone to interunit conflict than two independent
departments.
a. True
b. False
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
59. Education on cultural differences can make significant progress in preventing conflict.
a. True
b. False
60. Conflict between groups can lead to increased cohesiveness within each group.
a. True
b. False
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
62. The major behavioral tendency associated with the high versus middle versus low power relationship is
suboptimization.
a. True
b. False
63. Fixation is a very passive defense mechanism in an interpersonal conflict situation.
a. True
b. False
64. Conversion is a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms.
a. True
b. False
65. Administrative orbiting and secrecy are very effective conflict reduction techniques.
a. True
b. False
66. Cross-cultural negotiations can be more effective if each party learns as much about the other cultures as possible.
a. True
b. 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
68. Describe the positive effects of functional conflicts.
69. What are the causes of conflicts that arise out of personal characteristics of those in a conflict?
70. What are the structural factors that cause conflict in an organization?
71. What are the different forms of conflict in organizations?
72. Briefly explain the types of intrapersonal conflict.
73. What are the different power networks as described by W.F.G. Mastenbroek?
74. What are the effective techniques of preventing and/or eliminating conflict within an organization?
75. Briefly explain the five styles of conflict management.
Match the following:
a. Conflict that is constructive and beneficial
b. Cause of conflict where work requires groups or individuals to rely on each other
c. An unhealthy, potentially destructive disagreement between two or more people
d. Unclear lines of responsibility within an organization
e. Conflict between two departments
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.13.01
ORGB.NELS.15.13.02
ORGB.NELS.15.13.03
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Group Dynamics
KEYWORDS: Bloom’s: Knowledge
76. Dysfunctional conflict
77. Jurisdictional ambiguity
78. Intergroup conflict
79. Functional conflict
80. Interdependence
Match the following:
a. Person-role conflict is an example of this type of conflict
b. A compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons
for it
c. Redirecting one’s grief onto someone else
d. Rigidly focusing on an event or person to vent one‘s anger even though this won‘t solve the problem
e. A defense mechanism in which a person responds with pessimism to any attempt at solving the problem
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.13.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Individual Dynamics
KEYWORDS: Bloom’s: Knowledge
81. Rationalization
82. Fixation
83. Negativism
84. Displacement
85. Intrapersonal conflict
Match the following:
a. A compromise mechanism whereby an individual patterns his or her behavior after another’s
b. Resistance to change
c. Use of daydreams to escape reality
d. Physically escaping a conflict
e. Emotional conflicts that are expressed in physical symptoms
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.13.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Individual Dynamics
KEYWORDS: Bloom’s: Knowledge
86. Flight
87. Identification
88. Conversion
89. Fantasy
90. Control versus autonomy
Match the following:
a. Delaying action or buying time rather than directly solving a problem
b. Attempting to make up for a negative situation by devoting oneself to another pursuit with increased vigor
c. Doing nothing
d. Both parties to a conflict gain
e. Labeling or discrediting an opponent
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.13.05
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Individual Dynamics
KEYWORDS: Bloom’s: Knowledge
91. Win-win outcome
92. Nonaction
93. Administrative orbiting
94. Compensation
95. Character assassination
Match the following:
a. Deliberate decision to take no action in resolving a conflict
b. Concerned about another person’s goals more than your own so you give in to or assist the other person
c. You continue to pursue your goal despite the objection of someone else and the correctness of his/her
position
d. Both parties to a conflict move toward each other
e. The disputing parties recognize that it is in their best interest to work together
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.13.06
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Individual Dynamics
KEYWORDS: Bloom‘s: Knowledge
96. Compromising
97. Collaborating
98. Accommodating
99. Avoiding
100. Competing