WGU OBCI Strategy Change and Organizational Behavioral Concepts – Exam Bank

WGU OBCI Strategy Change and Organizational Behavioral Concepts – Exam Bank

Chapter 10
Test Bank
1. Functional conflict is also known as constructive or cooperative conflict. TRUE
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Functional Conflict
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. 2. Light tactics of conflict include making threats; heavy tactics include violence. FALSE
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
Feedback: Light tactics include persuasive arguments, promises, and efforts to please the other side; heavy tactics include threats, power plays, and violence. 3. As a manager of two employees who are having a personality conflict, one step you should take is to document the conflict. TRUE
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Relationship Conflict
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. 4. The contact hypothesis states that the more members of different groups interact, the more intergroup conflict they will experience. FALSE
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
Feedback: The contact hypothesis suggests that the more members of different groups interact, the intergroup conflict they will experience. 5. Managers wishing to reduce conflict between members and groups should isolate them from each other as much as possible. FALSE
AACSB: Analytical Thinking
AACSB: Teamwork
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
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. 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
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
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. 7. When the demands or pressures from work and family domains are mutually incompatible, work-family conflict has occurred. TRUE
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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
AACSB: Analytical Thinking
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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. 10. Flexspace includes the concept of working from home. TRUE
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Conflict Management
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. 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
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Functional Conflict
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
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Describe some best practices for effective negotiation.
Topic: Negotiation
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. 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.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 1 Easy
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
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. 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 AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
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.
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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
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
B. independent tasks
C. competition for limited resources
D. realistic expectations
E. clear policies, standards, and rules AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
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.
B. Conflict should be encouraged in some departments and discouraged in others.
C. Organizations experiencing excessive conflict tend to also be apathetic, uncreative, and indecisive.
D. Use of technology and virtual teams can minimize conflict.
E. Organizations can suffer from too little conflict. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
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
B. dysfunctional
C. escalating
D. functional
E. integrative AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Functional Conflict
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.
B. it hinders organizational performance.
C. it involves the compromising or integrating conflict handling styles.
D. it involves a devil’s advocate.
E. it involves groupthink. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Dysfunctional Conflict
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.
B. the higher the conflict intensity, the higher the performance.
C. higher conflict intensity is related to moderate performance.
D. both high and low conflict intensity are related to lower performance.
E. conflict intensity is unrelated to performance. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Functional Conflict
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.
B. The sales force at DNY Company follows clear and reasonable policies and rules.
C. Claire and Michele are on a tight deadline. Their manager comes in and says that they have an extra week to complete the assignment.
D. John, Paul, and Peter have each been given additional resources for their three projects.
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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-01 Explain the modern perspective on conflict.
Topic: Conflict Management
Feedback: Situations that commonly produce conflict include:
• Incompatible personalities or value systems
• Inadequate communication
• Overlapping or unclear job boundaries
• Interdepartment/intergroup competition
• Competition for limited resources
• Unreasonable deadlines or extreme time pressure
• Unreasonable or unclear policies, standards, or rules
• Decision making by consensus (dissenters may feel coerced)
• Organizational complexity (conflict tends to increase as the number of hierarchical layers and specialized tasks increases)
• Collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict)
• Interdependent tasks (one person cannot complete his or her assignment until others have completed their work)
• Unmet expectations (employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict)
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. personality
B. distributive
C. programmed
D. integrative
E. devil’s advocate AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Perceived Conflict
Feedback: Personality conflict is interpersonal opposition based on personal dislike or disagreement. 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. AACSB: Analytical Thinking
AACSB: Diversity
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
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. 27. Two supervisors, Justin and Sean, are given instructions to trim their group size by two people. Justin’s personality tends to favor people. He is generally more sensitive to people, and is a thoughtful supervisor. Sean is just the opposite. He is more concerned with group production, and considers people’s feelings secondary to the work. Hence their approaches in trimming their teams are different. They can’t see each other’s point of view and leave the discussion thinking ill of each other. Which of the following types of conflict are Justin and Sean experiencing? A. personality conflict
B. functional conflict
C. intergroup conflict
D. cross-cultural conflict
E. programmed conflict AACSB: Analytical Thinking
AACSB: Diversity
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Perceived Conflict
Feedback: Justin and Sean are experiencing personality conflict. Personality conflict is interpersonal opposition based on personal dislike or disagreement. 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 AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
Feedback: Conflict processes are members’ interactions aimed at working through task and interpersonal disagreements. 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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Groupthink
Feedback: Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking. 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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Groupthink
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. 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 AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Conflict Management
Feedback: The contact hypothesis suggests that the more members of different groups interact, the less intergroup conflict they will experience. 32. ______ is employees’ shared perceptions of policies, practices, and procedures of an organization. A. Culture
B. Socialization
C. Climate
D. Civility
E. Groupthink AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-02 Classify the common causes and characteristics of different types of conflict.
Topic: Organizational Climate
Feedback: Climate represents employees’ shared perceptions of policies, practices, and procedures. 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.
B. dysfunctional conflict.
C. functional conflict.
D. conflict handling issues.
E. incivility. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
Feedback: Work-family conflict occurs when the demands or pressures from work and family domains are mutually incompatible. 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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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. 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. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Work-Family Conflict
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.
B. incivility.
C. devil’s advocacy.
D. imbalance.
E. stress. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Dysfunctional Conflict
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.
B. Incivility can damage an organization’s reputation.
C. Stress is a potential outcome of incivility.
D. Personality is highly unlikely to be a source of incivility.
E. Abusive supervision is a form of incivility. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Conflict Management
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
B. antibullying
C. intergroup
D. flex space
E. groupthink

AACSB: Analytical Thinking
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 10-03 Explain the causes of work-family conflict and effective methods for managing it.
Topic: Relationship Conflict
Feedback: Anti-bullying strategies for groups and organizations include:
• Develop a workplace bullying policy.
• Encourage open and respectful communication.
• Develop a clear procedure for handling complaints about bullying.
• Identify and model appropriate ways for people to interact with colleagues.
• Develop and communicate a system for reporting bullying.
• Identify and resolve conflicts quickly and fairly to avoid escalation.
• Identify the situations, policies, and behaviors likely to cause bullying or allow it to occur.
• Train employees to manage conflict.
• Establish and enforce clear consequences for those who engage in bullying.
• Monitor and review employee relationships, with particular attention to fairness.
39. A local political group is divided on how to present their candidate. The debate is getting heated. Finally, the head of the group focuses the team on defending their idea based on facts, rather than personal preference. This is an example of ______ conflict. A. functional
B. dysfunctional
C. programmed
D. escalating
E. integrative AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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.
B. dialectic advocate.
C. integrative specialist.
D. devil’s advocate.
E. promoter. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Devil’s Advocacy
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
B. the dialectic method
C. integration
D. devil’s advocacy
E. alternative dispute resolution AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Dialectic Method
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
B. devil’s advocacy
C. mediation
D. dialectic method
E. negotiation AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Devil’s Advocacy
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
B. negotiation
C. devil’s advocacy
D. avoidance
E. mediation AACSB: Analytical Thinking
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Dialectic Method
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.
B. functional and dysfunctional.
C. social and cognitive.
D. perceptual and real.
E. concern for others and concern for self. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. integrating
C. obliging
D. avoiding
E. dominating AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. obliging
C. avoiding
D. dominating
E. compromising AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Compromise
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.

Orna bluntly tells the server that she needs to learn better conflict handling skills. But then, Orna goes over to the customer, who begins to argue with her. So she tells the customer to leave and not bother coming back. This best represents the _________ conflict handling style. A. dominating
B. avoiding
C. obliging
D. compromising
E. integrating AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. obliging
C. integrating
D. compromising
E. avoiding AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. obliging
C. avoiding
D. dominating
E. compromising AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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.
B. Research has shown that particular conflict handling styles are better for new product development.
C. Conflict handling style is related to emotional intelligence.
D. Integrating is always the best style to use.
E. No one style is best for every situation. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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)
B. alternative dispute resolution (ADR)
C. conflict resolution service (CRS)
D. flextime fix (FTF)
E. intergroup conflict resolution (ICR) AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. Facilitation
C. Peer review
D. Mediation
E. Arbitration AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. facilitation
C. peer review
D. mediation
E. arbitration AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. Facilitation
C. Conciliation
D. Mediation
E. Arbitration AACSB: Communication
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Alternative Dispute Resolution
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
B. arbitrators
C. facilitators
D. conciliators
E. ombudsmans AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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.
B. facilitation.
C. peer review.
D. mediation.
E. arbitration. AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Conflict Management
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
B. facilitator
C. peer reviewer
D. mediator
E. arbitrator AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Alternative Dispute Resolution
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.
B. arbitrator.
C. ombudsman.
D. conciliator.
E. negotiator. AACSB: Analytical Thinking
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Alternative Dispute Resolution
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.
B. arbitrator.
C. ombudsman.
D. conciliator.
E. negotiator. AACSB: Analytical Thinking
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-04 Summarize the different forms of conflict resolution.
Topic: Alternative Dispute Resolution
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.
B. arbitrator.
C. ombudsman.
D. conciliator.
E. negotiator. AACSB: Analytical Thinking
AACSB: Communication
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard