Liberty University BUSI 340 quiz 6 solutions answers right
How many versions: 4 different
versions
Which
of these refers to the degree and nature of interdependence between the
powerholder and others
Introducing
clear rules for resource allocation is one way of
Which
of the following statements about countervailing power in organizational
relationships is true
_____
involves calling upon higher authority or expertise, or symbolically relying on
these sources to support the influencer's position
Jason
is effective at forming friendships with other people in the organization. Over
time, he becomes well known and respected by numerous people in key positions
in the organization. Through his networking, Jason has
_____
is an integral part of exchange
Which
of the following is a consequence of power
Power
is the _____ to change someone's behavior
Your
team has been put in charge of a major project involving a client. Although the
organization has many clients, this particular project is the largest source of
revenue and affects the work of several other teams in the organization. The
project requires continuous involvement with the client, so any problem with
the client is immediately felt by others in the organization. According to the
model of power, your team has
Which
of the following statements about power is true?
Employees
have ______ power, when others identify with them, like them, or otherwise
respect them
Organizational
politics is more common where decisions are
Increasing
inventories between sequential work units tends to reduce potential conflict by
Which
of the following statements is true of the relationship conflicts in a highly
cohesive team
Effective
managers should
Which
of the following conflict management styles is associated with low
cooperativeness and low assertiveness
When
negotiators have an audience watching their progress in the negotiations, the
audience's negotiator
Which
of the following immediately follows conflict perceptions and emotions in the
conflict process model
Based
on the characteristics of constructive conflicts, which of the following would
help a manager create constructive conflicts during a debate
Which
of the following conflict management styles may be necessary when it is
apparent that the other party will take advantage of information sharing and
other cooperative strategies
The
bargaining zone model states that
Which
of the following factors leads to relational conflicts in teams
_____
are employees who coordinate the activities of differentiated work units toward
the completion of a common task
Which
of the following is a third-party conflict resolution strategy with low process
control and high decision control
Which
of the following is a major advantage of having moderate levels of
organizational conflicts
Which of the following
sources of power originates from the powerholder's own characteristics
People with expertise tend to have more influence using
persuasion, whereas those with a strong legitimate power base are usually more
successful applying _____.
Networking potentially
increases a person's power by
_____ is an integral part
of exchange
Jason is effective at
forming friendships with other people in the organization. Over time, he
becomes well known and respected by numerous people in key positions in the
organization. Through his networking, Jason has
A senior executive wants
to introduce a new reward system for salespeople. To support this change, the
executive retained a consultant to determine the benefits of the reward system
for salespeople in this organization. However, the consultant's report
determined that the reward system would not work well for a variety of reasons.
After reading the report, the executive discarded it without notifying others
of its existence. Meanwhile, the executive continued to push for the reward
system. What influence tactic did the executive use
As our society moves from
an industrial to a knowledge-based economy, employees are gaining
Which of the following is
a "hard"
People with high
Machiavellian values tend to:
A supervisor pushes
employee performance by constantly checking their work, reminding them of their
deadlines, and threatens to put their unknown failures on the company notice
board. Which of the following forms of influence is this supervisor using
Employees have _____,
ranging from sarcasm to ostracism, to ensure that coworkers conform to team
norms
Which of the following is
the most common form of influence in high power distance cultures
What is the relationship
between emotional intelligence and relationship conflicts
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
The current perspective on
organizational conflict is that
Direct communication
minimizes conflict by
Third-party dispute
resolution activities are classified in terms of their
Relationship conflict
usually causes people to
Effective managers should
What is the major function
of integrators in an organization
Which of the following
conflict management styles is associated with low cooperativeness and low
assertiveness
Which of the following
produce the highest risk of conflict
The third-party conflict
resolution intervention that has a high level of control over the final outcome
but little control over the process is known as
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
Which of the following
precedes conflict outcomes in the conflict process
Which
of the following is the most common form of influence in high power distance
cultures
_____
is the strongest outcome of influence, whereby people identify with the
influencer's request and are highly motivated to implement it even when extrinsic
sources of motivation are no longer present
In
order to maintain the exchange relationship, the dependent party has _____ over
the dominant party
Your
team has been put in charge of a major project involving a client. Although the
organization has many clients, this particular project is the largest source of
revenue and affects the work of several other teams in the organization. The
project requires continuous involvement with the client, so any problem with
the client is immediately felt by others in the organization. According to the
model of power, your team has
_____
involves actively applying legitimate and coercive power to influence others
Introducing
clear rules for resource allocation is one way of
Which
of the following is a form of "soft" influence tactic
Krystal's
boss in the accounting department initially rejected her proposal for a new
budgeting process. So Krystal spoke to and received support from the heads of
two other departments that would benefit from the proposed budgeting process.
She also found support from several co-workers in the accounting department
because they believed the new budgeting process would be simpler and fairer.
When Krystal's boss realized that several key people supported the new
budgeting system, he agreed to test it in a pilot project. What form of
influence is Krystal mainly using here
Employees
have ______ power, when others identify with them, like them, or otherwise
respect them
_____
involves calling upon higher authority or expertise, or symbolically relying on
these sources to support the influencer's position
Employees
have _____, ranging from sarcasm to ostracism, to ensure that coworkers conform
to team norms
Which
of the following are the three general strategies for coping with uncertainty
The
current perspective on organizational conflict is that
For
everyday disputes between two employees, managers should use _____ as a
third-party intervention
The
problem-solving interpersonal style of conflict has
Relationship
conflict usually causes people to
Which
of the following interpersonal conflict management styles represents a purely
win-win orientation
When
negotiators have an audience watching their progress in the negotiations, the
audience's negotiator
Conflict
is ultimately based on
When
team norms encourage _____, team members learn to appreciate honest dialogue
without personally reacting to any emotional display during the disagreements
Which
of the following precedes conflict outcomes in the conflict process
Which
of the following conflict management styles may be necessary when it is
apparent that the other party will take advantage of information sharing and
other cooperative strategies
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
Constructive
conflict
The
third-party conflict resolution intervention that has a high level of control
over the final outcome but little control over the process is known as
Which of the following
statements about power is true
(blank) involves calling upon higher authority or expertise, or symbolically relying
on these sources to support the influencer's position
The effectiveness of as an influence
tactic depends on characteristics of the powerholder, message content, communication medium, and the audience
Which of the following sources
of power originates from the powerholder's own
characteristics
(blank) occurs when people or work units oppose the behavior desired
by the influencer and consequently refuse, argue, or delay engaging
in the behavior
A supervisor pushes employee performance by constantly checking
their work, reminding them of their deadlines, and threatens to put their unknown failures
on the company notice board. Which of the following
forms of influence
is this supervisor using
Which of the following
is an example of the influence tactic of forming
coalitions
The norm of reciprocity is a central
and explicit theme in
strategies
Employees are more likely to comply with a supervisor's legitimate power when the
Employees have , ranging from sarcasm to ostracism, to ensure that coworkers conform
to team norms
People with high Machiavellian values tend to
Ingratiation is part of a larger influence tactic known as .
Conflict is ultimately based on
Which of the following
produce the highest
risk of conflict
According to the literature on organizational conflict, constructive conflict
(blank) are
employees who coordinate
the activities of differentiated work units toward the completion of a common
task
Which of the following interpersonal conflict management styles represents a purely winwin
orientation
Which of the following conflict
management styles is associated with low cooperativeness and low assertiveness
Effective managers
should
What is the relationship between
emotional intelligence and relationship conflicts
The yielding conflict management style should be used if
Which of the following immediately follows conflict perceptions and emotions in the conflict
process model
Increasing inventories between
sequential work units tends to reduce potential
conflict by
Which of the following
is a major advantage of having moderate
levels of organizational conflicts?
Which of the following
factors leads to relational conflicts in teams
|
1.
|
Power is the act of changing another person's attitudes and
behavior.
True False
|
|
2.
|
People might gain power by convincing others that they have
something of value.
True False
|
|
3.
|
Countervailing power is the capacity of a person, team, or
organization to keep a more powerful person or group in the exchange
relationship.
True False
|
|
4.
|
Legitimate power is created whenever the organization assigns a
supervisor with formal authority over subordinates.
True False
|
|
5.
|
Legitimate power has restrictions; it only gives the power
holder the right to ask for a range of behaviors from others. This range is
known as the "norm of reciprocity."
True False
|
|
6.
|
Employees in low power distance cultures comply with legitimate
power.
True False
|
|
7.
|
Peer pressure typically represents a form of coercive
power.
True False
|
|
8.
|
Prevention, forecasting, and absorption are three types of
expertise that cope with uncertainty in organizations.
True False
|
|
9.
|
Referent power is mainly developed through a person's
interpersonal skills.
True False
|
|
10.
|
Reward power is associated with charisma.
True False
|
|
11.
|
The four contingencies of power are prevention, forecasting,
coercion, and distribution.
True False
|
|
12.
|
An employee's ability to influence others increases as the
source of his or her power becomes more substitutable.
True False
|
|
13.
|
By avoiding written documentation of how to operate equipment or
serve customers, employees are maximizing their expert power through
non-substitutability.
True False
|
|
14.
|
People have more power when their actions quickly affect many
other people through the organization.
True False
|
|
15.
|
Displaying one's diplomas and degrees on office walls is one way
professionals increase their visibility.
True False
|
|
16.
|
Even though your job entails that you should be visiting clients
most of the time, you make it a point to stop by the office everyday so your
boss sees that you are working. This increases your power by increasing your
centrality.
True False
|
|
17.
|
Playing "face time" instead of working productively
behind closed doors is a strategy for gaining increased visibility at
work.
True False
|
|
18.
|
The only way employees get ahead is by developing their
competencies.
True False
|
|
19.
|
Networking is a form of influence that tends to increase the
individual's expert and referent power.
True False
|
|
20.
|
As people become more powerful they tend to become less
goal-oriented, less motivated, and more focused on gaining additional
power.
True False
|
|
21.
|
People who have more power over others engage in more automatic
rather than mindful thinking.
True False
|
|
22.
|
People with power over others have more difficulty
empathizing.
True False
|
|
23.
|
A feature of influence is that it operates down the corporate
hierarchy but not up or across that hierarchy.
True False
|
|
24.
|
Exchange, ingratiation, and persuasion are considered
"hard" influence tactics.
True False
|
|
25.
|
Silent authority is also known as deference to authority.
True False
|
|
26.
|
Extreme forms of assertiveness include blackmailing colleagues.
True False
|
|
27.
|
A coalition attempts to influence people outside the group by
pooling the resources and power of its members.
True False
|
|
28.
|
A coalition gains power by symbolizing the legitimacy of the
issue supported by the coalition.
True False
|
|
29.
|
People are more persuasive when they rely on logical arguments
and avoid emotional appeals.
True False
|
|
30.
|
In persuasive communication, the inoculation effect involves
warning listeners that others will try to influence them in the future and
that they should be aware of the opponent's arguments.
True False
|
|
31.
|
Impression management is a common strategy for people trying to
get ahead in the workplace.
True False
|
|
32.
|
As impression management is inherently unethical, it is
discouraged by career professionals.
True False
|
|
33.
|
Exaggerating one's résumé is a form of the influence tactic of
persuasion.
True False
|
|
34.
|
Soft influence tactics such as persuasion tend to build
compliance rather than commitment to the influencer's request.
True False
|
|
35.
|
People who have expertise tend to have more influence using
persuasion.
True False
|
|
36.
|
The most appropriate influence tactic depends in part on the
influencer's power base and position in the organization.
True False
|
|
37.
|
Supervisors who use ingratiation and impression management
tactics tend to lose the respect of their staff.
True False
|
|
38.
|
The preferred influence tactics vary across cultures.
True False
|
|
39.
|
Research indicates that ingratiation is more commonly used by
managers in high power distance cultures than by managers in low power
distance cultures.
True False
|
|
40.
|
Organizational politics refers to any use of power to influence
others.
True False
|
|
41.
|
Organizational politics can result in lower job satisfaction,
and high levels of work-related stress.
True False
|
|
42.
|
Organizational politics occurs when someone attempts to
influence others for the purpose of promoting personal interests.
True False
|
|
43.
|
Office politics flourish when resource allocation decisions are
ambiguous and complex with no formal rules.
True False
|
|
44.
|
Machiavellian values help employees to recognize and avoid using
political tactics in organizational settings.
True False
|
|
45.
|
People with an internal locus of control and strong
Machiavellian values engage in organizational politics.
True False
|
|
46.
|
Organizational leaders can minimize organizational politics by
making decision rules more complex and ambiguous.
True False
|
|
47.
|
Organizational politics tends to increase in situations where
decisions become routine and programmed.
True False
|
|
48.
|
In organizational settings, power is defined as:
|
A.
|
the practice of trying to
influence another person.
|
|
B.
|
the capacity to influence
others.
|
|
C.
|
the act of changing another
person's attitudes and behaviors.
|
|
D.
|
the extent to which one person
is required to follow another person's commands even though he or she does
not want to follow the commands.
|
|
E.
|
any situation where one person
is dependent on another person, who is not at all dependent on the first
person.
|
|
|
49.
|
Power is the _____ to change someone's behavior.
|
|
50.
|
Which of the following statements about power is true?
|
A.
|
Power exists only when the
power holder is able to change someone's behavior.
|
|
B.
|
Power requires interdependence
in the relationship.
|
|
C.
|
Power is the actual practice of
influencing others.
|
|
D.
|
Power exists only when one
person has something of value for a second person, but the second person
has nothing of value for the first person.
|
|
E.
|
People cannot have power over
others by controlling a desired job assignment, useful information,
important resources, or even the privilege of being associated with
someone.
|
|
|
51.
|
Which of the following statements about countervailing power in
organizational relationships is true?
|
A.
|
Countervailing power prevents
anyone else from having any power over you.
|
|
B.
|
Countervailing power is used by
the stronger party to prevent the weaker party from leaving the
relationship.
|
|
C.
|
Countervailing power is the
weaker party's power to maintain the stronger party's continued
participation in the relationship.
|
|
D.
|
Countervailing power is one of
the ways that people have power by coping with uncertainty.
|
|
E.
|
Countervailing power is a
personality characteristic of people who crave power.
|
|
|
52.
|
In order to maintain the exchange relationship, the dependent
party has _____ over the dominant party.
|
|
53.
|
Legitimate power occurs when:
|
A.
|
the manager can remove negative
sanctions.
|
|
B.
|
the manager is able to reward
or punish the employees.
|
|
C.
|
the manager has the capacity to
influence others on the basis of identification with and respect for the
power-holder.
|
|
D.
|
employees are blinded by the
manager's charisma.
|
|
E.
|
it is agreed that people in
certain roles can request certain behaviors of others.
|
|
|
54.
|
Employees are more likely to comply with a supervisor's
legitimate power when the:
|
A.
|
employees have a high power
distance value.
|
|
B.
|
power holder gives orders
outside the employees' normal role requirements.
|
|
C.
|
company encourages people to
disobey orders that interfere with their work.
|
|
D.
|
manager has a low charisma.
|
|
E.
|
manager has a very good reward
system in place.
|
|
|
55.
|
Employees also have _____ power over their bosses through their
feedback and ratings in 360-degree feedback systems.
|
|
56.
|
Employees have _____, ranging from sarcasm to ostracism, to
ensure that coworkers conform to team norms.
|
|
57.
|
Which of the following sources of power originates from the
powerholder's own characteristics?
|
|
58.
|
The (perceived) ability to manage uncertainties in the business
environment is a form of _____ power.
|
|
59.
|
As our society moves from an industrial to a knowledge-based
economy, employees are gaining:
|
|
60.
|
Employees have more expert power today than a few decades ago
because:
|
A.
|
fewer people now attend
university than a few decades ago.
|
|
B.
|
referent and legitimate power
are no longer valued in organizations.
|
|
C.
|
society is shifting from an
industrial to a knowledge-based economy.
|
|
D.
|
employers have a higher power
distance than in the past.
|
|
E.
|
employees are no longer
dependent on each other.
|
|
|
61.
|
Which of the following are the three general strategies for
coping with uncertainty?
|
A.
|
Visibility, discretion,
prevention
|
|
B.
|
Visibility, immediacy,
pervasiveness
|
|
C.
|
Prevention, forecasting,
absorption
|
|
D.
|
Discretion, immediacy,
prevention
|
|
E.
|
Immediacy, forecasting, and
absorption
|
|
|
62.
|
Employees have ______ power, when others identify with them,
like them, or otherwise respect them.
|
|
63.
|
Which of these sources of power originates mainly from the
person rather than the position?
|
|
64.
|
Referent power is typically associated with:
|
C.
|
uncertainty avoidance.
|
|
|
65.
|
Which of the following refers to availability of
alternatives?
|
|
66.
|
Which of these refers to the degree and nature of
interdependence between the powerholder and others?
|
|
67.
|
Which contingency of power are unions mainly applying by going
on strike at a critical time in the company's business cycle?
|
|
68.
|
Your team has been put in charge of a major project involving a
client. Although the organization has many clients, this particular project
is the largest source of revenue and affects the work of several other teams
in the organization. The project requires continuous involvement with the
client, so any problem with the client is immediately felt by others in the
organization. According to the model of power, your team has:
|
A.
|
very little power in the
organization.
|
|
B.
|
a high degree of centrality.
|
|
C.
|
a high degree of
substitutability.
|
|
D.
|
a low level of visibility.
|
|
E.
|
a lot of referent power.
|
|
|
69.
|
A new employee in the finance department prominently displays
diplomas and past awards indicating his financial expertise. What contingency
of power is this person trying to increase?
|
|
70.
|
Which of the following networking styles increases a person's
expert power?
|
A.
|
Gaining valuable information
through networking
|
|
B.
|
Identifying people who are in
the same network as you
|
|
C.
|
Taking decisions in favor of
others
|
|
E.
|
Placing oneself in a strategic
position in the network
|
|
|
71.
|
Networking potentially increases a person's power by:
|
A.
|
increasing the person's
legitimate power.
|
|
B.
|
decreasing the person's centrality.
|
|
C.
|
increasing the person's
referent power.
|
|
D.
|
decreasing the person's reward
power.
|
|
E.
|
increasing the person's
coercive power.
|
|
|
72.
|
Jason is effective at forming friendships with other people in
the organization. Over time, he becomes well known and respected by numerous
people in key positions in the organization. Through his networking, Jason
has:
|
A.
|
increased his level of
Machiavellianism.
|
|
B.
|
reduced his centrality.
|
|
C.
|
increased his coercive power.
|
|
D.
|
increased his referent power.
|
|
E.
|
reduced his visibility.
|
|
|
73.
|
Which of the following is a consequence of power?
|
A.
|
Employees who feel more power
feel humbled.
|
|
B.
|
When people become more
powerful, they hide from their environment.
|
|
C.
|
Increasing power over others
can potentially undermine an individual's effectiveness and interpersonal
relations.
|
|
D.
|
Powerful people gain the added
skill of empathizing with subordinates.
|
|
E.
|
People with power engage in
mindful thinking and are concerned about the consequences of their actions.
|
|
|
74.
|
Which of the following is a "hard" influence
tactic?
|
|
75.
|
Which of the following is the most common form of influence in
high power distance cultures?
|
|
76.
|
Which of the following is a form of "soft" influence
tactic?
|
|
77.
|
Assertiveness:
|
A.
|
refers to the process of
gaining support from one or more people with higher authority or expertise.
|
|
B.
|
is an indicator that a person
lacks power due to low centrality.
|
|
C.
|
is an attempt to increase
liking by, or perceived similarity to, some targeted person.
|
|
D.
|
is also known as vocal
authority.
|
|
E.
|
refers to the use of logical
arguments, factual evidence, and emotional appeals to convince people of
the value of a request.
|
|
|
78.
|
_____ involves actively applying legitimate and coercive power
to influence others.
|
|
79.
|
Extreme forms of _____ include blackmailing colleagues, such as
by threatening to reveal the other person's previously unknown failures
unless he or she complies with your request.
|
|
80.
|
A supervisor pushes employee performance by constantly checking
their work, reminding them of their deadlines, and threatens to put their
unknown failures on the company notice board. Which of the following forms of
influence is this supervisor using?
|
|
81.
|
_____ involves explicitly manipulating others' access to
critical work issues for the purpose of changing their attitudes and/or
behavior.
|
|
82.
|
A senior executive wants to introduce a new reward system for
salespeople. To support this change, the executive retained a consultant to
determine the benefits of the reward system for salespeople in this
organization. However, the consultant's report determined that the reward
system would not work well for a variety of reasons. After reading the report,
the executive discarded it without notifying others of its existence.
Meanwhile, the executive continued to push for the reward system. What
influence tactic did the executive use?
|
|
83.
|
Forming a coalition:
|
A.
|
is typically part of the
manager's job description.
|
|
B.
|
takes advantage of situations
where who you know is more important than what you know.
|
|
C.
|
causes the decision to become
more complex and ambiguous.
|
|
D.
|
increases the legitimacy of its
desired outcome.
|
|
E.
|
more effectively communicates
weaknesses with opposing positions.
|
|
|
84.
|
Which of the following is an example of the influence tactic of
forming coalitions?
|
A.
|
Employees get together to show
management that they collectively demand that the company purchase new
computer equipment.
|
|
B.
|
Some employees of an airline
threaten to go on strike just a few weeks before the company begins its
busiest season and most profitable part of the year.
|
|
C.
|
A new executive immediately
posts her diplomas and awards on the office wall for others to see.
|
|
D.
|
To demonstrate that cost
overrun errors aren't due to production employees, the production manager
privately shows senior executives examples of how the marketing manager
makes mistakes on orders.
|
|
E.
|
Employees present facts and
logical arguments to change the attitude of their boss.
|
|
|
85.
|
Krystal's boss in the accounting department initially rejected
her proposal for a new budgeting process. So Krystal spoke to and received
support from the heads of two other departments that would benefit from the
proposed budgeting process. She also found support from several co-workers in
the accounting department because they believed the new budgeting process
would be simpler and fairer. When Krystal's boss realized that several key
people supported the new budgeting system, he agreed to test it in a pilot
project. What form of influence is Krystal mainly using here?
|
|
86.
|
_____ involves calling upon higher authority or expertise, or
symbolically relying on these sources to support the influencer's
position.
|
|
87.
|
The effectiveness of _____ as an influence tactic depends on
characteristics of the powerholder, message content, communication medium,
and the audience.
|
|
88.
|
Which of the following does ingratiation include?
|
B.
|
Offering advice to the
employees
|
|
C.
|
Listening to counterarguments
|
|
D.
|
Relying on the influencer's
position
|
|
|
89.
|
Ingratiation is part of a larger influence tactic known as
_____.
|
|
90.
|
Which of the following is true about impression
management?
|
A.
|
Employees rarely engage in
pleasant impression management behavior to satisfy the basic norms of
social behavior.
|
|
B.
|
Career professionals do not encourage
impression management.
|
|
C.
|
Impression management is part
of a larger influence tactic known as ingratiation.
|
|
D.
|
It is not common for people to
rely on impression management to get ahead in the workplace.
|
|
E.
|
Individuals carry impression management
beyond ethical boundaries by exaggerating their credentials and
accomplishments on their résumés.
|
|
|
91.
|
Many job applicants falsify information on their resume. Which
of the following influence tactic does this refer to?
|
|
92.
|
The norm of reciprocity is a central and explicit theme in _____
strategies.
|
|
93.
|
_____ is an integral part of exchange.
|
|
94.
|
_____ occurs when people or work units oppose the behavior
desired by the influencer and consequently refuse, argue, or delay engaging
in the behavior.
|
|
95.
|
_____ is the strongest outcome of influence, whereby people
identify with the influencer's request and are highly motivated to implement
it even when extrinsic sources of motivation are no longer present.
|
C.
|
Organizational politics
|
|
|
96.
|
People with expertise tend to have more influence using
persuasion, whereas those with a strong legitimate power base are usually
more successful applying _____.
|
|
97.
|
Organizational politics typically involves:
|
A.
|
an unconscious attempt to
increase your own power.
|
|
B.
|
a conscious attempt to motivate
others to work harder for the firm.
|
|
C.
|
attempts to influence others to
promote personal objectives.
|
|
D.
|
helping other employees to
fulfill their needs through organizational activities.
|
|
E.
|
setting up stricter policies.
|
|
|
98.
|
Organizational politics is more common where decisions
are:
|
B.
|
based on complex and ambiguous
rules.
|
|
C.
|
based on the brainstorming
technique.
|
|
D.
|
based on clearly defined
principles.
|
|
E.
|
based on formal criteria.
|
|
|
99.
|
People with high Machiavellian values tend to:
|
A.
|
place a lot of trust in their
colleagues.
|
|
B.
|
stay away from organizations
where politics is tolerated.
|
|
C.
|
use more socially acceptable
forms of power to influence others.
|
|
D.
|
are comfortable using power to
manipulate others toward their own personal goals.
|
|
E.
|
believe that deceit is totally
inappropriate in organizational settings.
|
|
|
100.
|
People who seldom trust coworkers and tend to use cruder
influence tactics have:
|
A.
|
strong Machiavellian values.
|
|
B.
|
a high level of organizational
citizenship.
|
|
C.
|
excellent skills for working in
teams.
|
|
D.
|
more expert power than most
people in organizations.
|
|
|
101.
|
Introducing clear rules for resource allocation is one way
of:
|
A.
|
increasing the company's
substitutability in the marketplace.
|
|
B.
|
avoiding the presence of
counter-power in the organization.
|
|
C.
|
reducing organizational
politics regarding that decision.
|
|
D.
|
applying the inoculation
effect.
|
|
E.
|
applying ingratiation.
|
|
|
102.
|
Organizational politics may be reduced by:
|
A.
|
cutting back resources
available to organizational units.
|
|
B.
|
encouraging leaders to become
role models of organizational citizenship instead of symbols of successful
organizational politicians.
|
|
C.
|
being more tolerant of
employees who use political tactics to get what they want from the
organization.
|
|
D.
|
selecting employees with a high
need for personalized power.
|
|
E.
|
conducting background checks on
potential employees.
|
|
|
1.
|
Conflict is a process in which one party perceives that its
interests are being opposed or negatively affected by another party.
True False
|
|
2.
|
Conflict is based on the technical skills of the parties
involved and is independent of their perceptions.
True False
|
|
3.
|
Conflicts could reduce the significance of organizational
politics.
True False
|
|
4.
|
Organizations should eliminate conflicts in order to be more
productive.
True False
|
|
5.
|
The modern perspective on conflict is that an optimal level
exists which is beneficial to the organization.
True False
|
|
6.
|
Constructive conflict tests the logic of arguments and
encourages participants to reexamine their basic assumptions.
True False
|
|
7.
|
Organizations will be more responsive to changing business
environment if they have very little conflict.
True False
|
|
8.
|
Conflicts could result in stronger team cohesion when conflict
occurs between the team and an outside source.
True False
|
|
9.
|
Constructive conflict refers to conflict between departments and
organizations.
True False
|
|
10.
|
Relationship conflict focuses on the other party as the source
of conflict.
True False
|
|
11.
|
Relationship conflict is apparent when the conflict is explained
in terms of differences of opinion regarding tasks or decisions.
True False
|
|
12.
|
When people experience relationship conflict, they tend to
increase their reliance on communication with the other party.
True False
|
|
13.
|
When conflict reduces each side's motivation to communicate,
they rely more on stereotypes to reinforce their perceptions of the other
side.
True False
|
|
14.
|
Employees with high emotional intelligence are able to avoid the
escalation of constructive conflict into relationship conflict.
True False
|
|
15.
|
Strong cohesion in teams leads to strong relational
conflicts.
True False
|
|
16.
|
Conflicts escalate into relationship conflict among employees in
highly cohesive teams.
True False
|
|
17.
|
Conflict perceptions and emotions produce manifest conflict—the
decisions and behaviors of one party toward the other.
True False
|
|
18.
|
The conflict model starts with the sources of conflict.
True False
|
|
19.
|
Poor communication is a part of manifest conflict.
True False
|
|
20.
|
Two employees from different departments who are evaluated on
different performance criteria and compensated based on different reward
systems are likely to experience conflict due to goal incompatibility.
True False
|
|
21.
|
The lowest risk of conflict tends to occur in reciprocal interdependence
situations.
True False
|
|
22.
|
Resource scarcity is a potential source of conflict in
organizations.
True False
|
|
23.
|
Conflicts tend to be higher when rules and procedures
exist.
True False
|
|
24.
|
People are more motivated to communicate and engage in exchanges
when there is a perception of conflict.
True False
|
|
25.
|
The five interpersonal conflict management styles are
distinguished by their level of interdependence with the other party.
True False
|
|
26.
|
The problem solving conflict management style involves a high
degree of assertiveness and cooperativeness.
True False
|
|
27.
|
Yielding style of conflict resolution involves making unilateral
concessions and unconditional promises.
True False
|
|
28.
|
Forcing style of conflict management presents the highest risk
of relationship conflict and it should never be used to manage conflicts in
organizations.
True False
|
|
29.
|
The yielding conflict management style is preferred when both
parties have equal power and enough trust to share information.
True False
|
|
30.
|
The yielding conflict management style can produce more conflict
rather than resolve it.
True False
|
|
31.
|
People from collectivist cultures tend to apply a forcing style
of conflict with colleagues more than people do from individualist
cultures.
True False
|
|
32.
|
Creating common experiences for all employees would help
organizations reduce organizational conflicts.
True False
|
|
33.
|
Resolving differences with the opposing party through direct
communication is not as comfortably applied in collectivist cultures.
True False
|
|
34.
|
Buffers tend to resolve conflict by reducing the level of
interdependence between the conflicting parties.
True False
|
|
35.
|
Integrators have direct authority over the departments they
integrate and they rely on legitimate power to manage conflict and accomplish
the work.
True False
|
|
36.
|
Increasing resources and creating more precise rules for the
allocation of those resources represent two ways to increase conflict.
True False
|
|
37.
|
Arbitration has a high level of process control but a low level
of decision control.
True False
|
|
38.
|
Inquisitors control all discussion about the conflict and they
choose the form of conflict resolution.
True False
|
|
39.
|
Mediation has a high level of process control but a low level of
decision control.
True False
|
|
40.
|
Research suggests that managers tend to avoid the inquisitional
approach to third-party conflict resolution.
True False
|
|
41.
|
Managers should arbitrate decisions when employees cannot
resolve their differences alone.
True False
|
|
42.
|
Negotiation occurs whenever two or more conflicting parties try
to redefine the terms of their interdependence.
True False
|
|
43.
|
According to the bargaining zone model, the parties should begin
negotiations by describing their resistance point to each other.
True False
|
|
44.
|
The resistance point in the bargaining zone model is the team's realistic
goal or expectation for a final agreement.
True False
|
|
45.
|
When negotiators get closer to their time deadline, they become
less committed to resolving the conflict.
True False
|
|
46.
|
Negotiators who make the first offer have the advantage of
creating a position around which subsequent negotiations are anchored.
True False
|
|
47.
|
Skilled negotiators prefer using e-mail, videoconferences, and
other forms of electronic communication when negotiating, rather than meeting
face-to-face.
True False
|
|
48.
|
Negotiators tend to be more competitive and less willing to give
concessions when their audience directly observes the negotiations.
True False
|
|
49.
|
Negotiators tend to avoid "hard-line" behaviors when
they know an audience is watching them.
True False
|
|
50.
|
Conflict is best defined as:
|
A.
|
any event where two parties
demonstrate their dislike of each other.
|
|
B.
|
any occasion where both parties
perceive each other as a threat to achieving the other party's goals.
|
|
C.
|
a process in which one party
perceives that its interests are being opposed or negatively affected by
another party.
|
|
D.
|
any event where one party acts
in a way that prevents another party from achieving its goals.
|
|
E.
|
a process in which each party
tries to learn the resistance point of the other party.
|
|
|
51.
|
The process in which one party perceives that its interests are
being opposed or negatively affected by another party is called:
|
|
52.
|
Conflict is ultimately based on:
|
A.
|
perceptions of people.
|
|
C.
|
organizational structure.
|
|
E.
|
skills and abilities of
individuals.
|
|
|
53.
|
Which of the following is an advantage of having moderate levels
of organizational conflicts?
|
A.
|
It helps reduce organizational
politics.
|
|
B.
|
It boosts employee motivation.
|
|
C.
|
It promotes organizational
communication.
|
|
D.
|
It energizes people to evaluate
alternatives.
|
|
E.
|
It reduces distorted
perceptions and stereotypes.
|
|
|
54.
|
The current perspective on organizational conflict is
that:
|
A.
|
conflict should be minimized
across all departments.
|
|
B.
|
conflicts could be promoted in some
functions and discouraged in some others.
|
|
C.
|
conflict is an inevitable
result of increased technology and globalization.
|
|
D.
|
use of technology and virtual
teams could minimize organizational conflicts.
|
|
E.
|
moderate levels of conflict are
necessary and produce favorable outcomes.
|
|
|
55.
|
Which of the following is a major advantage of having moderate
levels of organizational conflicts?
|
A.
|
More responsiveness to changing
business environment
|
|
B.
|
Reduced attrition in the
organization
|
|
C.
|
Reduced stress and job
dissatisfaction among employees
|
|
D.
|
Increased information sharing
|
|
E.
|
Less wastage of time because of
reduced communication among employees
|
|
|
56.
|
According to the literature on organizational conflict,
constructive conflict:
|
A.
|
is a positive application of
conflict in organizations.
|
|
B.
|
is one of the most common
outcomes of organizational conflict.
|
|
C.
|
is the only conflict management
style that has high assertiveness and low cooperativeness.
|
|
D.
|
is the main source of conflict
in organizations.
|
|
E.
|
should not be used as a
conflict management strategy in organizations.
|
|
|
57.
|
Constructive conflict:
|
A.
|
is the opposite of task-related
conflict and often involves verbal attacks.
|
|
B.
|
encourages employees to
reexamine their basic assumptions about a problem and its possible
solutions.
|
|
C.
|
is apparent when the conflict
is explained in terms of interpersonal incompatibilities.
|
|
D.
|
is more likely to trigger
defense mechanisms and a competitive orientation among team members.
|
|
E.
|
sometimes replaces manifest
conflict in the conflict escalation process.
|
|
|
58.
|
Based on the characteristics of constructive conflicts, which of
the following would help a manager create constructive conflicts during a
debate?
|
A.
|
Support the weaker members
during the debate
|
|
B.
|
Explain conflict in terms of
interpersonal incompatibilities
|
|
C.
|
Support the stronger members
during the debate
|
|
D.
|
Keep the debate focused on the
issue
|
|
E.
|
Maintain competitive orientation
in the debate
|
|
|
59.
|
Which of the following best describes relationship
conflict?
|
A.
|
One party perceives that
another party might oppose its interests.
|
|
B.
|
The conflict is between two
individuals rather than departments or organizations.
|
|
C.
|
The conflict episodes are
viewed as personal attacks rather than attempts to resolve the problem.
|
|
D.
|
Two people adopt a win-win
rather than a win-lose orientation.
|
|
E.
|
The conflict is between two
departments rather than individuals in the organization.
|
|
|
60.
|
Relationship conflict usually causes people to:
|
A.
|
use logical analysis in
organizational decision making.
|
|
B.
|
reduce communication and
information sharing with the other party.
|
|
C.
|
rethink their assumptions and
beliefs about the issue that is the source of conflict.
|
|
D.
|
stay away from organizational
politics and related activities.
|
|
E.
|
concentrate on the issue rather
than the people involved in the issue.
|
|
|
61.
|
Effective managers should:
|
A.
|
increase the amount of conflict
among employees.
|
|
B.
|
remove all forms of conflict
from the organization, because it saps productivity.
|
|
C.
|
remove manifest conflict as
well as negative conflict outcomes even though the sources of conflict
remain in place.
|
|
D.
|
convince employees to engage in
relationship conflict rather than the other forms of conflict.
|
|
E.
|
minimize the relationship
conflicts that exist in the organization.
|
|
|
62.
|
What is the relationship between emotional intelligence and relationship
conflicts?
|
A.
|
Emotional intelligence is
unrelated to relationship conflicts.
|
|
B.
|
Emotional intelligence tends to
increase the likeliness of relationship conflicts.
|
|
C.
|
Relationship conflict is less
likely to occur if emotional intelligence is high.
|
|
D.
|
Emotional intelligence tends to
maintain all types conflicts to be relationship-based.
|
|
E.
|
The conversion of relationship
conflicts to constructive conflicts is slow with high emotional
intelligence.
|
|
|
63.
|
Which of the following statements is true of the relationship
conflicts in a highly cohesive team?
|
A.
|
Relationship conflicts tend to
be more because of the increased relationship.
|
|
B.
|
Mediation is needed to resolve
relationship conflicts in such teams.
|
|
C.
|
Relationship conflict is absent
in such teams.
|
|
D.
|
Conflicts tend to be more in
such teams if it has a large number of members.
|
|
E.
|
Relationship conflict is
suppressed when the conflict occurs.
|
|
|
64.
|
When team norms encourage _____, team members learn to
appreciate honest dialogue without personally reacting to any emotional
display during the disagreements.
|
|
65.
|
Which of the following precedes conflict outcomes in the
conflict process?
|
|
66.
|
Which of the following immediately follows conflict perceptions
and emotions in the conflict process model?
|
|
67.
|
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:
|
B.
|
technical incompetence of the
production team.
|
|
C.
|
pooled task interdependence.
|
|
|
68.
|
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:
|
|
69.
|
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?
|
|
70.
|
Which of the following produce the highest risk of
conflict?
|
A.
|
Ambiguous rules and low task
interdependence
|
|
B.
|
Precise rules and resource
scarcity
|
|
C.
|
Plentiful resources and high
goal compatibility
|
|
D.
|
Scarce resources and high task
interdependence
|
|
E.
|
Strict rules and high task
interdependence
|
|
|
71.
|
The potential for conflict between two employees would be
highest under conditions of _____ interdependence.
|
|
72.
|
Which of the following factors leads to relational conflicts in
teams?
|
A.
|
Low levels of communication
|
|
B.
|
Low levels of interdependence
|
|
|
73.
|
The problem-solving interpersonal style of conflict has:
|
A.
|
high assertiveness and low
cooperativeness.
|
|
B.
|
high assertiveness and high
cooperativeness.
|
|
C.
|
low assertiveness and high
cooperativeness.
|
|
D.
|
low assertiveness and low
cooperativeness.
|
|
E.
|
medium assertiveness and medium
cooperativeness.
|
|
|
74.
|
Which of the following interpersonal conflict management styles
represents a purely win-win orientation?
|
|
75.
|
Which of the following conflict management styles may be
necessary when it is apparent that the other party will take advantage of
information sharing and other cooperative strategies?
|
|
76.
|
Which of the following conflict management styles is associated
with low cooperativeness and low assertiveness?
|
|
77.
|
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?
|
|
78.
|
You are assigned to resolve a conflict between two departments
of an organization. Both parties have equal power. Both the parties are under
time pressure to resolve the conflict. You also realize that the parties lack
trust/openness for problem solving. You are actively searching for a middle
ground between the interests of the two parties. Which of the following
conflict resolution styles would you use in this situation?
|
|
79.
|
The yielding conflict management style should be used if:
|
A.
|
the parties have equal power.
|
|
B.
|
the issue is much less
important to you than to the other party.
|
|
C.
|
the other party has much less
power than you do.
|
|
D.
|
the issue is important to both
parties.
|
|
E.
|
you have a deep conviction
about your position.
|
|
|
80.
|
Direct communication minimizes conflict by:
|
A.
|
reducing task interdependence.
|
|
B.
|
reducing reliance on
stereotypes about the other party.
|
|
C.
|
creating organizational
buffers.
|
|
D.
|
reducing the differentiation in
the work force.
|
|
E.
|
increasing the available
resources.
|
|
|
81.
|
Increasing inventories between sequential work units tends to
reduce potential conflict by:
|
A.
|
reducing resource scarcity.
|
|
B.
|
reducing differentiation.
|
|
C.
|
increasing the required level
of communication between employees in sequential units.
|
|
D.
|
reducing ambiguity in resource
allocation.
|
|
E.
|
reducing task interdependence.
|
|
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