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Q:
Which of the following is true about conflict?
A. Conflict cannot be weakened.
B. Conflicts consist of only participants.
C. Sources of conflict are always real.
D. Conflicts have both participants and observers.
E. Conflict reduces an individual's capacity for empathy and intimacy with his or her opponent.
Q:
(p. 349) Dan, Tom, and Philip work in different teams at Leo Motors. Tom's team ensures that all the raw materials, machinery, tools and other production equipments are available for the employees round the clock. Any procurement needs have to be addressed to Tom, who also takes a call on the strategic decisions regarding the number of units to be produced, exported, etc. Dan works in a team of eight members who concentrate on the day-to-day production. They also ensure the quality checks are done and inspect each other's work. Philip is the operation manager, who works for five hours in the production department and then heads off to assist the management. His feedback is very crucial in improving the production process.
Philip works in the _____ team.
A. work
B. management
C. parallel
D. action
E. project
Q:
_____ is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
A. Satisficing
B. Conflict
C. Arbitration
D. Negotiation
E. Mediation
Q:
(p. 348) Tom, Dan, and Philip work in different teams at Leo Motors. Tom's team ensures that all the raw materials, machinery, tools and other production equipments are available for the employees round the clock. Any procurement needs have to be addressed to Tom, who also takes a call on the strategic decisions regarding the number of units to be produced, exported, etc. Dan works in a team of eight members who concentrate on the day-to-day production. They also ensure the quality checks are done and inspect each other's work. Philip is the operation manager, who works for five hours in the production department and then heads off to assist the management. His feedback is very crucial in improving the production process.
Dan's contribution is toward the _____.
A. work team
B. management team
C. parallel team
D. action team
E. project team
Q:
Which of the following is true about organizational conflict?A. Organizational conflict is inevitable.B. Greater employee diversity leads to decreased organizational conflict.C. Greater face-to-face communication leads to increased organizational conflict.D. Increased cross-cultural interactions lead to decreasing amounts of organizational conflict.E. Conflict can be avoided whenever possible.
Q:
(p. 349) Jackson High School formed several teams to plan and execute the 150th anniversary celebrations of the school. Over a period of two months, the teams organized events, oversaw logistics and coordinated student activities. The events that were planned were on a large scale and required a lot of input from the teachers and students. This is an example of a(n) _____ team.
A. project
B. management
C. work
D. action
E. parallel
Q:
Managers can keep from getting too deeply embroiled in conflict by refusing to get caught up in aggression-breeds-aggression spiral.
Q:
(p. 349) Of the following which is most likely to be categorized as an action team?
A. A team that oversees the functioning of all the teams in an organization and coordinates activities between teams
B. A team comprising interior designers, architects, and builders involved in designing and creating the layout of a new hotel
C. A quality control team at a factory which oversees the quality of products and recommends changes in production techniques
D. A band travelling around the country playing shows at different venues for six months
E. A group of four workers making a specific part on the production line of an automobile factory
Q:
An individual's moods can influence the outcome of the negotiation process.
Q:
(p. 349) Which of the following is most likely to be categorized as a management team?
A. A team that oversees the functioning of all the teams in an organization and coordinates activities between teams
B. A team comprising interior designers, architects, and builders involved in designing and creating the layout of a new hotel
C. A quality control team at a factory which oversees the quality of products and recommends changes in production techniques
D. A band travelling around the country playing shows at different venues for six months
E. A group of four workers making a specific part on the production line of an automobile factory
Q:
Unethical negotiation tactics do not need to be factored into the organizational codes of conduct.
Q:
(p. 349) In what way are management teams similar to work teams?
A. They require a lot of input from members with different types of training and expertise.
B. They participate in managerial-level tasks that affect the entire organization.
C. They require only part-time commitment from members.
D. They focus on the accomplishment of core operational-level production and service tasks.
E. They are designed to be relatively permanent.
Q:
Integrative negotiation calls for a progressive win-win strategy.
Q:
(p. 349) While _____ teams focus on the accomplishment of core operational-level production and service tasks, _____ teams focus on integrating the activities of subunits across business functions.
A. management; work
B. action; work
C. parallel; project
D. project; work
E. work; management
Q:
Integrative negotiation occurs when the issue is viewed as a "fixed-pie" in which one person gains at the expense of the other.
Q:
(p. 348) Which of the following is most likely to be categorized as a work team?
A. A team that oversees the functioning of all the teams in an organization and coordinates activities between teams
B. A team comprising interior designers, architects, and builders involved in designing and creating the layout of a new hotel
C. A quality control team at a factory which oversees the quality of products and recommends changes in production techniques
D. A band travelling around the country playing shows at different venues for six months
E. A group of four workers making a specific part on the production line of an automobile factory
Q:
Negotiation is a give-and-take decision-making process involving interdependent parties with different preferences.
Q:
(p. 348) Which of the following is the purpose of work teams as compared to other types of teams?
A. To achieve managerial tasks
B. To produce goods or provide services
C. To help the organization achieve its long-term goals
D. To take on "one-time" tasks that are generally complex
E. To provide recommendations to managers about important issues
Q:
(p. 346) Teams differ from groups because:
A. teams have no limits on the number of members, while groups have a restricted membership.
B. members of teams work independently of each other, while those in groups show greater dependence on each other.
C. members of teams work toward individual goals that may or may not be related, while groups have a common goal.
D. members of teams have a specific task-related purpose, while groups do not.
E. teams have a no fixed duration, while groups have a fixed duration.
Q:
Both intradepartmental and interdepartmental conflict typically decrease as goal difficulty and goal clarity increase.
Q:
An avoidance style of handling conflict leads to higher group satisfaction than does an integrating style.
Q:
(p. 346) Which of the following is true of teams?
A. A team consists of two or more people who work independently, with distinct goals and strategies.
B. A team works over some time period to accomplish common goals related to some task-oriented purpose.
C. Groups are formed with a specific purpose in mind, while teams do not have a specific goal.
D. The members of a team operate relatively independently of each other, and other members are not essential to their accomplishment of goals.
E. Interactions among members within teams are more personal and informal than interactions between people in groups.
Q:
Arbitration does not permit voluntary participation.
Q:
(p. 367) Team members prefer low task interdependent situations when there's low outcome interdependence.
Q:
(p. 367) Members tend to be more productive in high task interdependence situations when there's low outcome interdependence.
Q:
Mediation is a form of alternative dispute resolution that renders a decision.
Q:
Membership on the peer review panel often is rotated among employees.
Q:
(p. 367) Team reward structures with hybrid outcome interdependence reward members based on how well they perform as individuals rather than overall team performance.
Q:
Match the following types of teams with the correct description of the purpose and activities of each type. 1. Management team 2. Project team 3. Action team 4. Parallel team 5. Work team a Provide goods or services b Integrate activities of subunits across business functions c Provide recommendations and resolve issues d Produce a one time output (product, service, design, plan, etc.) e Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances
Q:
Facilitation occurs when a neutral third party informally acts as a communication conduit between disputing parties.
Q:
(p. 367) Low outcome interdependence promotes higher levels of cooperation because members understand that they share the same fate.
Q:
Third-parties involved in conflicts can detriangle by doing nothing as the participants will triangle in someone else.
Q:
One reason that understanding task interdependence's effect on team performance is important is because task interdependence is one of the most important characteristics that distinguishes true teams from mere groups of individuals. TRUE
Q:
To create more triangling, one should reroute complaints by coaching the sender to find ways to constructively bring up the matter with the receiver.
Q:
(p. 365-366) Team viability refers to the likelihood that the team can work together effectively into the future.
Q:
A conflict triangle occurs when two people are having a problem and instead of addressing the problem directly with each other, one of them gets a third person involved.
Q:
(p. 364) Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
Q:
Avoiding is appropriate for difficult and worsening problems.
Q:
(p. 363) According to the value in diversity problem-solving approach, diversity on attributes such as cultural background, race, and attitudes are associated with communication problems and ultimately poor team effectiveness.
Q:
The dominating style is often called smoothing.
Q:
The effects of team diversity on team performance are independent of the nature of the team or the organizational context.
Q:
Obliging is an appropriate conflict-handling strategy when it is possible to eventually get something in return.
Q:
(p. 362) According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness.
Q:
The primary strength of the integrating style is speed.
Q:
(p. 361) In tasks with an objectively verifiable best solution, the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team.
Q:
The integrating style of handling conflict involves cooperatively identifying the problem, generating and weighing alternative solutions, and selecting a solution.
Q:
(p. 361) Additive tasks are those which depend on the performance and the abilities of the "weakest link."
Q:
Integrating is the best style of handling conflicts.
Q:
Cora frequently challenges the teams' assumptions and status quo. Cora exhibits the devil's advocate role.
Q:
People tend to handle negative conflict in predictable and patterned ways referred to as styles.
Q:
(p. 361) Tasks in which the performance of an entire team depends on the best performer are called disjunctive tasks.
Q:
The dialectic method requires less skill training than does devil's advocacy.
Q:
(p. 361) Cognitive ability is more important to teams when team members have to learn from one another to adapt to unexpected changes, compared with contexts in which team members perform their assigned tasks in a routine fashion.
Q:
The dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision.
Q:
(p. 358) In leader-staff teams, the leader makes decisions for the team and provides direction and control over members who perform assigned tasks.
Q:
Devil's advocacy in today's organizations involves assigning someone the role of critic.
Q:
(p. 357) In teams with high outcome interdependence, team members depend on the performance of other team members for the rewards that they receive.
Q:
Devil's advocacy is a way of stimulating programmed conflict.
Q:
(p. 357) Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance.
Q:
Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.
Q:
(p. 356) A high degree of outcome interdependence exists when team members share in the rewards that the team earns.
Q:
Cross-cultural relationships can be built by advocating inclusive (participative) leadership.
Q:
Stereotyping helps in minimizing cross-cultural conflict.
Q:
(p. 355) As the level of task interdependence increases, members must spend increasing amounts of time communicating and coordinating with other members if they want to complete tasks effectively.
Q:
(p. 355) One way to create high levels of goal interdependence is to ensure that the team has a formalized mission statement that members buy in to.
Q:
The potential for cross-cultural conflict is low in organizations.
Q:
(p. 355) A high degree of goal interdependence exists when team members have a shared vision of the team's goal.
Q:
The priority for managers faced with intergroup conflict is to identify and root out specific negative linkages among groups.
Q:
(p. 355) In groups with comprehensive interdependence, the members have little discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.
Q:
Describe the stages of creativity.
Q:
(p. 355) Comprehensive interdependence requires less interaction and coordination among members than pooled interdependence.
Q:
Mention the rules that managers should follow for brainstorming.
Q:
(p. 354) In reciprocal interdependence, members are specialized to perform specific tasks.
Q:
List the important issues to be considered when using groups to make decisions.
Q:
(p. 354) In sequential interdependence, the member performing the task in the latter part of the sequence depends on the member performing the task in the earlier part of the sequence, but not the other way around.
Q:
Jan works on the budget team. Members include the bookkeeper who tracks the daily expenditures and revenues of the company, the accountant who takes the bookkeeper's work and organizes it into financial statements including the cash flow statement, the income statement, and the balance sheet, and the analyst who interprets the financial statements. Once these three tasks have been accomplished, Jan prepares and presents the results to top management. Jan's team engages in reciprocal interdependence.
Q:
List the steps to be taken while conducting evidence-based decision making.
Q:
(p. 352) With pooled interdependence, group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output.
Q:
Mention a few steps to be taken to reduce the escalation of commitment in organizations.
Q:
What is a judgmental heuristic?Describe the availability heuristic and the representativeness heuristic.