143.
Sharon told her team that she is moving forward with a change to the bonus structure, despite
vocal objections from several team members. Sharon is using the ______ conflict-handling
style.
144.
______ is the conflict-handling style that both parties give up something to gain something.
145.
The disadvantage of the ______ conflict-handling style is that it is very time-consuming.
146.
In which of the following conditions should constructive conflict be stimulated?
147.
______ is designed to elicit different opinions without inciting people’s personal feelings.
148.
Rebecca asked Gavin, one of her team members, to purposefully think of and voice criticisms
as the group discussed a popular idea to open a branch office in another state. This is an
example of the use of _____.
149.
______ is the process of having two people or groups play opposing roles in a debate to better
understand a proposal.
150.
When Men’s Wearhouse fired a salesperson who wasn’t sharing walk-in customer traffic, and
total clothing sales volume among all salespeople increased significantly, it _____.
151.
When Cisco Systems told executives they would gain or lose 30% of their bonuses based on
how well they worked with peers, and in three years had record profits, it _____.
Essay Questions
152.
Why does teamwork matter? What results can it achieve?
153.
What are the four types of work teams? Describe what each does and provide an example of
each.
154.
Define a self-managed team and how its activities may differ from other teams. From what
type of team did it evolve?
155.
Describe the stages of group development. For each, discuss what questions the individual
asks at that stage, and what the leader should do to facilitate it.
156.
Name at least four of the major considerations when building a group into an effective team.
Briefly, describe what a manager should do in each area.
157.
What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to
be occurring. What should a manager do about it?
158.
Describe the relationship between the amount of conflict and performance. With what level of
conflict is performance maximized?
159.
Explain the conflict-handling styles a manager might adopt. Give an example of each. Under
what circumstances is each style appropriate?
The five styles are:
1. Avoiding—ignoring or suppressing a conflict; appropriate when a person needs to buy time
in unfolding and ambiguous situations.
2. Accommodating—allowing the other person’s desires to prevail; appropriate when the issue
isn’t important and is simple and not getting worse.
3. Forcing—ordering or otherwise using power to get people to do it your way; appropriate
when quick results are essential.
4. Compromising—splitting the difference; appropriate when both sides have opposite goals
and/or possess equal power.
5. Collaborating—devising solutions that benefit both parties; appropriate for complex issues
plagued by misunderstanding.
Students should give an example of each style.
160.
List the four devices for stimulating constructive conflict.
161.
What are the three principal sources of conflict?
162.
What are the differences between groups and teams?
163.
List and describe five basic behaviors that enable you to work on disagreements and keep
them from flaring into out-of-control personality conflicts.
164.
List the three traits employees like about their most admired bosses?
165.
Define conflict and distinguish between dysfunctional conflict (bad) and functional conflict
(good).
166.
Describe the impact of too little, too excessive, and moderate conflict.
167.
What determines the size of a team? What is an average size range of a team; what is a
workable size; and what is an optimal size?