Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
true

Conflict is based on the technical skills of the parties involved and is independent of their perceptions.
false

Conflict can reduce the significance of organizational politics.
false

Organizations should eliminate conflict in order to be more productive
false

The most recent perspective on conflict is that an optimal level exists which is beneficial to the organization.
FALSE

Constructive conflict tests the logic of arguments and encourages participants to re-examine their basic assumptions.

true

Organizations will be more responsive to the changing business environment if they have very little conflict.
false

Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.
true

Constructive conflict refers to conflict between departments and their organizations.
false

Relationship conflict focuses on the other party as the source of conflict.
true

Relationship conflict is apparent when the conflict is explained in terms of differences of opinion regarding tasks or decisions.

false

When people experience relationship conflict, they tend to increase their reliance on communication with the other party.
false

When conflict reduces each side’s motivation to communicate, they rely more on stereotypes to reinforce their perceptions of the other side
true

Employees with high emotional intelligence are more likely to avoid the escalation of constructive conflict into relationship conflict.
true

Strong cohesion in teams leads to strong relationship conflicts.
false

Constructive conflicts tend to escalate into relationship conflict among employees in highly cohesive teams.

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false

Conflict perceptions and emotions produce manifest conflict—the decisions and behaviors of one party toward the other.
true

The conflict model starts with the sources of conflict.
true

Poor communication is a part of manifest conflict.
false

Frank and Jorge are employees from different departments. They are evaluated on different performance criteria and compensated based on different reward systems. They are likely to experience conflict due to goal incompatibility.
false

The lowest risk of conflict tends to occur in reciprocal interdependence situations.
false

Resource scarcity is a potential source of conflict in organizations.
true

Conflict tends to be higher when rules and procedures exist.
false

People are more motivated to communicate and engage in exchanges when there is a perception of conflict.
false

The five interpersonal conflict management styles are distinguished by the level of interdependence between the conflicting parties.
false

The problem-solving conflict management style involves a high degree of assertiveness and cooperativeness.
true

The yielding style of conflict resolution involves making unilateral concessions and unconditional promises.
true

The forcing style of conflict management presents the highest risk of relationship conflict and it should never be used to manage conflicts in organizations.
false

The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.
true

The yielding conflict management style can produce more conflict than it resolves
true

People from collectivist cultures tend to apply a forcing style of conflict with colleagues more than do people from individualist cultures.
false

Creating common experiences for all employees would help organizations reduce organizational conflicts.
true

Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.
true

Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.
true

Integrators have direct authority over the departments they integrate and they rely on legitimate power to manage conflict and accomplish the work.
false

Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.
false

Arbitration has a high level of process control but a low level of decision control.
false

Inquisitors control all discussion about the conflict and also choose the form of conflict resolution.
true

Mediation has a high level of process control but a low level of decision control.
true

Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.
false

Managers should arbitrate decisions when employees cannot resolve their differences alone.
true

Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.
true

According to the bargaining zone model, the parties should begin negotiations by describing their resistance point to each other.
false

The resistance point in the bargaining zone model is the team’s realistic goal or expectation for a final agreement.
false

When negotiators get closer to their time deadline, they become less committed to resolving the conflict.
false

Negotiators who make the first offer have the advantage of creating a position around which subsequent negotiations are anchored.
true

The best outcome you might achieve through some other course of action if you abandon the current negotiation is called the “BATNA.”
true

Skilled negotiators adopt a strong information-sharing style at the beginning of negotiations.
false

In negotiations, information is the cornerstone of effective value creation
true

One way to figure out the relative importance of the issues to each part in a negotiation is to make multi-issue offers rather than discussion one issue at a time
true

It is easier to negotiate on your own turf. Therefore, many negotiators agree to meet in neutral territory.
true

One way to reduce the win-lose mentality in a negotiation is to deliberately seat the parties face-to-face, so as to increase eye contact.
false

Skilled negotiators prefer using e-mail, videoconferences, and other forms of electronic communication when negotiating, rather than meeting face-to-face.
false

Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
true

Negotiators tend to avoid “hardline” behaviors when they know an audience is watching them.
false

Conflict is best defined as
a process in which one party perceives that its interests are being opposed or negatively affected by another party.

The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:
conflict

Conflict is ultimately based on:
people’s perceptions.

Which of the following is an advantage of having moderate levels of organizational conflicts?
It energizes people to evaluate alternatives.

The “optimal conflict” perspective on organizational conflict is that:
moderate levels of conflict are necessary and produce favorable outcomes.

Which of the following is a major advantage of having moderate levels of organizational conflicts?
More responsiveness to changing business environment

According to the emerging view on organizational conflict, there are two types of conflict. They are:
Task conflict and relationship conflict

According to the literature on organizational conflict, constructive conflict:
is a positive application of conflict in organizations.

Constructive conflict:
encourages employees to re-examine their basic assumptions about a problem and its possible solutions.

Based on the characteristics of constructive conflicts, which of the following would help a manager create constructive conflicts during a debate?
Keep the debate focused on the issue

Which of the following best describes relationship conflict?
The conflict episodes are viewed as personal attacks rather than attempts to resolve the problem.

Relationship conflict usually causes people to
reduce communication and information sharing with the other party.

Effective managers should
minimize the relationship conflicts that exist in the organization.

What is the relationship between emotional intelligence and relationship conflicts?
Relationship conflict is less likely to occur if emotional intelligence is high.

Which of the following statements is true of the relationship conflicts in a highly cohesive team?
Relationship conflict is suppressed when the conflict occurs.

When team norms encourage _____, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.
openness

Which of the following precedes conflict outcomes in the conflict process?
Manifest conflict

Which of the following immediately follows conflict perceptions and emotions in the conflict process?
Manifest conflict

Salespeople at Widget Co. complain that they lose sales bonuses when the production department is out of stock of a particular item. This sometimes causes customers to buy from elsewhere rather than wait for the next production run. Meanwhile, production employees complain that salespeople don’t appreciate the need to minimize inventory costs, for which production staff is rewarded. This instance is an example of conflict due to:
goal incompatibility.

Employees in engineering and marketing often disagree with each other in how to achieve a target mainly because they have unique backgrounds, experiences, and training. The most apparent source of conflict here is:
differentiation

Which of the following sources of conflict is typically associated with mergers and acquisitions, where everyone wants the company to succeed, but they fight over the “right way” to do things because of their unique experiences in the separate companies?
Differentiation

Situations with both _______________ produce the highest risk of conflict.
Scarce resources and high task interdependence

The potential for conflict between two employees would be highest under conditions of _____ interdependence.
reciprocal

Which of the following factors leads to relationship conflicts in teams?
Low levels of communication

The problem-solving interpersonal style of conflict has:
high assertiveness and high cooperativeness.

Which of the following interpersonal conflict management styles represents a purely win-win orientation?
Problem solving

Which of the following conflict management styles is associated with low cooperativeness and low assertiveness?
Avoiding

You have resolved a conflict with another department by offsetting your losses by equally valued gains. Which of the following conflict handling styles is used here?
Compromising

The yielding conflict management style should be used if:
the issue is much less important to you than to the other party.

Increasing inventories between sequential work units tends to reduce potential conflict by:
reducing task interdependence.

What is the major function of integrators in an organization?
Reducing interdependence

Third-party dispute resolution activities are classified in terms of their:
level of process control and level of decision control.

In a purely win-lose situation, the bargaining zone states that:

Initial offer points, target points, and resistance points represent three elements in:
the bargaining zone model.

A BATNA:
Represents the estimated cost of walking away from the relationship.

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ch 11. (2018, Jan 23). Retrieved from http://paperap.com/paper-on-ch-11/

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