Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
b. False
81) What is considered proper physical distance between people is universal.
a. True
b. False
82) Organizational boundaries become less relevant as a result of electronic
communication.
a. True
b. False
83) Cognitive conflict can actually lead to better decisions because more alternatives are
being generated, which leads employees to feel that they have ownership of decisions.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
84) Teams experiencing affective conflict make poorer decisions and have a lower
acceptance level for those decisions.
a. True
b. False
85) Cognitive conflict, which is task-oriented and occurs because of differences in
perspectives and judgments, seldom results in identifying potential solutions to problems.
a. True
b. False
86) Martha thinks that she and her co-worker Kim are in a conflict over the job
assignment they have been working on for over a week. Martha believes that Kim has
negatively affected their work by being absent too many days. Kim is unaware of how
Martha feels. Given the definition of conflict, in reality there is no conflict between Kim
and Martha because both parties must be aware of the conflict for it to exist.
a. True
b. False
87) Whether a conflict is good or bad depends on the type of conflict.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
88) Playing down differences while emphasizing common interests with the other party is
known as smoothing.
a. True
b. False
89) Henri, a manager at Coopers Ltd., knows that he is right about an important and
urgent issue at work. He has decided to use a yielding strategy to resolve the conflict.
Henri has chosen an effective conflict resolution strategy, given the situation.
a. True
b. False
90) In compromising, there is not a clear or definitive winner.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
91) When management chooses to use its formal authority to resolve a conflict, and then
communicates its desires to the parties involved, management is using authoritative
command as the conflict-resolution technique.
a. True
b. False
92) Balancing concern for oneself with concern for the other party in order to reach a
solution is known as problem solving.
a. True
b. False
93) Social networking is a communication tool limited to workplace internal networks.
a. True
b. False
94) In terms of intra-organizational behaviour, all things being equal, distributive
bargaining is preferable to integrative bargaining.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
95) Fred and Theo were negotiating the price that Theo would have to pay Fred for
supplies in the next year. Fred knew the bottom price he would accept for his supplies.
This price is the resistance point.
a. True
b. False
96) Negotiators who recognize the underlying interests of themselves and the other party
may have more flexibility in achieving a resolution.
a. True
b. False
97) Jersey and Jamal had been embroiled in a heated debate over a perceived inequity
issue at work. The conflict had escalated and later turned into a personality conflict.
Jersey decided to seek the help of Steve, a third-party observer, and co-worker. Jersey
expected Steve to take his side. Steve decided to avoid taking sides and in fact suggested
to Jersey that he and Jamal work things out in a constructive and positive way. Steve
handled the request to get involved in an effective way.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
98) As long as there is an overlap between the buyer’s and seller’s aspiration ranges,
there exists a bargaining zone.
a. True
b. False
99) Describe in detail the components of the communication process model and provide
specific examples at each stage.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
100) Using the concept of channel richness, describe the type of messages best conveyed
by face-to-face communications, email, and a company bulletin board in organizations.
Give specific examples/instances where each type of channel would be most suitable.
101) Describe in detail at least five barriers to effective communication within
organizations and explain how these barriers can be overcome. Give specific examples to
illustrate your answers.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
102) Most organizations operate with and rely on electronic communications. Discuss in
detail the various types of electronic communication tools commonly used by companies.
Give examples of situations where these tools are useful and those where they might
present problems.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
Suggested answer:
103) What is conflict? Explain the different types of conflict. Is conflict functional or is it
dysfunctional? Present arguments for each side of the debate. Provide specific examples
of each type of conflict.
Suggested answer:
– Conflict: It is a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affect something that the first party cares
about. Cognitive conflict is task-oriented and related to differences in perspectives and
judgments. Affective conflict is emotional and aimed at a person rather than an issue.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
104) Your book presents five conflict–handling strategies. Describe each strategy in
detail. What types of situations would be suitable for each strategy? Give examples of
situations for each strategy.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 6— Communication, Conflict, and Negotiation
105) What is negotiation and why is it important to understand negotiation tactics in
business environments? Explain the five-step negotiation process, giving specific
examples for each step.
Suggested answer: