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Management
Q:
Laughter relieves stress by
a. helping you make jokes of difficult situations.
b. reducing stress-related hormones.
c. slowing your heart rate.
d. helping you sleep at night.
Q:
Refer to Case 14.1. John's ability to handle the stress is probably due to his
a. increased solitude at work.
b. excellent technical skills.
c. resilience.
d. expert use of technology.
Q:
Your friend Gina has been laid off due to downsizing at your company. You care about her and decide you should ask her to consider seeking help for depression when,
a. two weeks later, she is still grieving over her job loss.
b. several months later, she has given up looking for work and lost interest in doing things with you and others that she once enjoyed.
c. two months later, she still worries incessantly about finding another job.
d. two months later, she hasn't found work and occasionally mentions missing her old job; however, she seems to be enjoying spending more time with her family and friends.
Q:
The work area pollutant that most affects people in the work place is
a. noise.
b. air.
c. lighting.
d. ergonomically incorrect furniture.
Q:
Refer to Case 13.1. Andy's boss is demonstrating ____ behavior.
a. assertive
b. nonassertive
c. aggressive
d. noncompliance
Q:
When it results in a misunderstanding that causes two or more parties to perceive a disagreement, ineffective communication can serve as a(n) _____.
a. source of hidden expectations
b. aggressive behavior
c. conflict trigger
d. lose/lose approach to conflict
Case 13.1
There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves.
Q:
Refer to Case 13.1. By presenting the substance of their concerns, Malcolm is engaging in which step of the conflict resolution process?
a. Deciding between a misunderstanding or a disagreement
b. Defining the problem
c. Clarifying perceptions
d. Generating options for mutual gain
Q:
During his conference with Lynn, Michael listens carefully to Lynn's complaints about anything and everything, identifies and writes down specific problems, and finally tells Lynn that they will talk again when Lynn is ready to discuss solutions. Judging by his handling of Lynn, Michael believes that Lynn is a
a. bully.
b. backstabber.
c. whiner.
d. know-it-all.
Case 13.1
There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves.
Q:
Refer to Case 13.1. The basic cause of this conflict is
a. cultural clashes.
b. misunderstanding.
c. work policies and practices.
d. adversarial management.
Q:
Assertive behavior
a. tends to violate the rights of others.
b. is a way of making a point without upsetting others.
c. always helps you achieve what you want.
d. is the equivalent of aggressive behavior.
Case 13.1
There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves.
Q:
Refer to Case 13.1. If the company leadership wants to have a meaningful dialog with Malcolm and his coworkers, they need to ____.
a. forbid all parties from expressing controversial ideas
b. push Andy toward silence rather than violence during their meetings
c. encourage employees to unionize
d. ensure a safe environment for the negotiations
Q:
Refer to Case 13.1. Jane has a(n) ____ conflict management style.
a. problem-solving
b. win/lose
c. compromising
d. accommodating
Q:
When management-labor union disputes cannot be resolved, they may try other tactics, such as:
a. mediation.
b. compulsory arbitration.
c. voluntary arbitration.
d. all of these.
Case 13.1
There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves.
Q:
Do you believe conflicts resulting from personality clashes are resolvable? Support and explain your position using key concepts of human relations. What proactive and reactive measures could you take to minimize conflict?
Q:
Create a workplace or educational scenario where conflict resolution and negotiation are necessary. Then, offer three alternative approaches and corresponding resolutions to the scenario based on the three different negotiation strategies: win/lose, lose/lose, and win/win.
Q:
Do you believe that implementing mandatory wellness programs and policies is ethical? Do they trigger positive or negative conflict? How would you design programs that promote healthy lifestyles so that conflict is less likely to result?
Q:
Conflicts within the context of collective bargaining may be resolved in one of three ways. Name and describe these three resolution strategies.
Q:
What are three ways to approach negotiations, and in what situations are they appropriate?
Q:
Create a unique short scenario that illustrates an example of conflict that could result from work policies and practices. What solutions would you suggest for resolving the conflict?
Q:
Identify the five behavioral styles for conflict situations and the degrees of cooperation and assertiveness that accompany each style.
Q:
How would you assess whether you're an assertive, aggressive, or nonassertive person? Outline a comparison of these behavioral styles. How can you become more assertive?
Q:
At first, Bill and Ted were in conflict because Bill felt Ted was too micromanaging. Ted now scrutinizes Bill's daily progress less and empowers him to make more of his own decisions. Interpolate how you believe Bill and Ted may have resolved their conflict through the five-step resolution process.
Q:
Name three categories of difficult people and identify an effective strategy for dealing with them.
Q:
If it wasn't for their monthly open-table brainstorming sessions, Ming's employees would have never engaged in a disagreement that resulted in implementing a better customer service plan. The monthly brainstorming session is an example of positive ____________________.
Q:
When the government gets involved in a management-labor union dispute, the conflict management process is called ____________________.
Q:
When dealing with a(n) ____________________, the best strategy is to acknowledge their expertise but be prepared with your facts.
Q:
When both sides of a conflict look for a solution, negotiate to fix the problem, agree not to assign blame, and engage in dialogue where each side attempts to get the other side to understand its concerns, this represents a(n) ____________________ approach to negotiation.
Q:
Oftentimes ____________________ is perceived as a negative experience in our society when, in reality, it can serve as an opportunity for personal growth.
Q:
Malik's boss, Lina, told the staff, "We need to improve customer service." Malik later told Lina that he felt bothered by her statement since he feels he is exceptionally attentive to the customers' needs. Lina didn't mean to imply Malik's performance was subpar, but rather phrased her statement so as not to draw attention to any one person in the room. Malik and Lina experienced a(n) ____________________.
Q:
Chen wants to take on greater responsibilities at work. At his next meeting with his boss, he says, "I would really like to manage the Henderson account. Do you feel I am ready for that assignment?" Chen has used a(n) ____________________ approach to communicating his desire.
Q:
The majority of employment contracts are settled through ____________________, a process that defines the rights and privileges of both sides involved in the conflict.
Q:
A(n) ____________________ is an appropriate conflict management style when resolving the conflict is not worth the potential damage to the relationship.
Q:
When you are in the middle of settling a dispute and the conversation is becoming heated, it is important to create a _____________________ so that the parties can continue to be open and honest.
Q:
Conflict in organizations
a. can serve as an opportunity for growth.
b. often has negative consequences, and therefore must be managed carefully.
c. can clarify relationships and provide new ways to think about issues.
d. can result in all of these effects.
Enter the appropriate word(s) to complete the statement.
Q:
In the weekly team meetings, Ted is always bringing up minor problems that distract the group from making progress. Swathi, the team leader, often thanks Ted for contributing and asks if they can talk about it later. Swathi is using the conflict management style of
a. avoidance.
b. accommodating.
c. compromising.
d. problem-solving.
Q:
A manager could apply a win/win strategy by
a. concentrating on common interests, not differences.
b. using a neutral third-party arbitrator to make a decision.
c. citing company rules and policies.
d. imposing his/her own decision on all participants in the conflict.
Q:
A lose/lose conflict management strategy
a. is never appropriate and should be avoided at all costs.
b. results from a manager imposing his or her will on the "combatants."
c. may be an appropriate arbitration solution.
d. seeks to provide a long-term rather than a short-term solution.
Q:
Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. Andy's boss is demonstrating ____ behavior. a. assertive b. nonassertive c. aggressive d. noncompliance
Q:
Which of the following statements is an example of someone demonstrating aggressive behavior in a group meeting situation?
a. "Are you crazy? You will never get anywhere if you try to negotiate with management."
b. "I hear what you are saying. That is a good idea. I think we might also try to negotiate with management."
c. "I think we should gather more information before we take any further steps."
d. "Would you mind explaining your plan again? I want to make sure I understand."
Q:
When trying to resolve conflict, the next step after clarifying the perceptions of all parties is to:
a. focus on generating options that will resolve the problem.
b. collect facts about the root causes of the problem.
c. figure out if a misunderstanding or disagreement exists.
d. try to see the problem from another point of view.
Q:
Kyle is known for his ____ behavior. He talks fast, ignores others, and uses sarcasm to maintain control of the conversation.
a. assertive
b. nonassertive
c. aggressive
d. nonaggressive
Q:
During a negotiation, listen to the other person. If you hear or feel they are becoming defensive, you should realize that this is not unusual. It happens when
a. there are negotiations.
b. both of you are trying to avoid personal issues.
c. the other person realizes you are in a hurry to finish.
d. the other person feels she or he is not being respected or recognized.
Q:
Mr. A and Mr. B are both riding in a quiet section of a commuter train. Mr. A is making a lot of noise by texting with his smartphone, so Mr. B politely asks him to mute the sound. When Mr. A responds with an angry tirade, Mr. B repeats his polite request, and Mr. A complies. This most clearly shows that
a. conflict is necessary and may not always be a bad thing.
b. conflict isnt always stressful.
c. conflict can be managed if you have learned the right skills.
d. difficult people are hard to talk to.
Q:
A woman who is discussing compensation with her employer before beginning a new job should:
a. forego research since salaries for most positions are never made public.
b. focus on being assertive when asking for the desired salary.
c. try to present her offer first, before the employer provides salary information.
d. generally accept the first offer made by the employer without attempting to negotiate.
Q:
People who are trying to resolve conflict and are in the problem definition step of the process should be
a. collecting facts about what has resulted from the conflict.
b. collecting facts about how the conflict arose, not what has resulted from it.
c. figuring out if a misunderstanding or disagreement exists.
d. trying to see the problem from another point of view.
Q:
Freelance workers who can be hired for on-demand projects through smartphone apps:
a. enjoy benefits similar to those of full-time employees.
b. are recognized by law as a different type of worker from either employees or independent contractors.
c. do not obtain jobs through companies such as Uber or TaskRabbit since these organizations do not provide by-the-hour or by-the-project services.
d. likely benefit less from this arrangement than the companies that employ them.
Q:
Which style of conflict management is a cooperative/nonassertive style?
a. Avoidance
b. Accommodating
c. Compromising
d. Problem-solving
Q:
Chris is a theory X manager who spends most of his time scrutinizing how his subordinates do their jobs. The employees often call their union representative to complain about him. Chris's behavior is an example of how ____ can cause conflict within an organization.
a. organizational change
b. value and culture clashes
c. poor communication skills
d. adversarial management
Q:
Voluntary arbitration means
a. the involvement of government and an imposition of the government's decision by the courts.
b. that those involved in the dispute submit their dispute to a neutral third party.
c. voluntary acceptance of the arbitrator's decision by either side.
d. neither side will have to compromise and compliance is voluntary.
Q:
When dealing with a bully, the best strategy is to
a. listen and write down their main points.
b. keep your cool and ask the bully to fully explain what he or she is trying to say or do.
c. suggest taking time to cool down.
d. acknowledge their expertise.
Q:
A problem-solving style can be described using dimensions of
a. structure and consideration.
b. structure and cooperation.
c. dominance and sociability.
d. assertiveness and cooperation.
Q:
Colleen frequently expresses her political views at work, at times triggering conflict between several coworkers and herself. In this example, political expression
a. is a values-based conflict trigger likely to spark a damaging win/lose approach during discussions.
b. is a meaningful conflict trigger that opens people to different perspectives and should be allowed to continue.
c. is a conflict trigger that results from ineffective communication and can be resolved by achieving clear two-way communication.
d. does not introduce conflict that could disrupt the work environment since a win/win approach can be negotiated by Colleen and her coworkers.
Q:
Candace owns a small business that is financially struggling. In order to respond to economic pressures, Candace is now obliged to lay off an employee, close operations on Sundays, and cut budget costs in a few other ways that will affect employees and how they do business. If conflict arises, the root cause will likely be
a. adversarial management.
b. organizational change or competition over resources.
c. ineffective communication of new work practices.
d. value and personality clashes.
Q:
Anne and Larry are discussing what restaurant to go to for dinner. Anne wants to go to a quiet Mexican restaurant. Larry wants a quiet place and doesn't care about the food. In the course of the conversation, Anne becomes upset because she thinks Larry wants to stay home. In terms of the conflict resolution process, Anne and Larry are at what step in the process?
a. Deciding if they have a misunderstanding or a disagreement
b. Problem definition and information gathering
c. Clarifying perceptions
d. Developing options for mutual gain
Q:
The more crucial the conversation the more likely people are to handle it well.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
Q:
After a solution is made and agreed upon, conflict is resolved without danger of resurfacing.
a. True
b. False
Q:
Compromising is a key component of the problem-solving behavioral style.
a. True
b. False
Q:
Professionals advocate going directly to the person with whom you disagree and calmly discussing the issues because people are always comfortable with honesty.
a. True
b. False
Q:
In general, the fewer alternatives you present, the better a negotiating position you'll be in.
a. True
b. False
Q:
When you have a crucial conversation, it is prudent to be reserved and listen to the other person. That is more important than using I statements.
a. True
b. False
Q:
In general, strikes are examples of win/lose situations.
a. True
b. False
Q:
A lose/lose conflict management strategy requires both sides to lose something and can be applied when there is little time to negotiate or little chance of making progress otherwise.
a. True
b. False
Q:
An excellent way to build one's assertiveness skills is to focus on the problem rather than the other person's personality traits.
a. True
b. False
Q:
Tom is trying to problem solve with some other Little League coaches. He's trying to see the situation as they do and understand their position. Tom is in the perceptions clarification stage of conflict resolution.
a. True
b. False
Q:
Using phrases such as "Would you mind if I..." are effective and assertive ways to resolve conflict.
a. True
b. False
Q:
The accommodating style of conflict management seeks to uncover the underlying issues that are the root of the problem and fix them.
a. True
b. False
Q:
Mediation indicates that both sides of the conflict have voluntarily agreed to allow a third party to suggest solutions but that neither side is bound by the decision.
a. True
b. False
Q:
The win/lose strategy means that you give in and let your opponent win in a conflicteven though this means that you losein order to keep the peace or in matters relatively unimportant to you.
a. True
b. False
Q:
Rashida feels upset that, while her project teammates readily offer ideas and requests, the majority of the work that must be completed becomes her responsibility. The conflict that is likely to result stems from a value and culture clash.
a. True
b. False
Q:
Conflicts of all kinds are destructive and should not be allowed to persist in a work environment.
a. True
b. False
Q:
Too much agreement in an organization can be as harmful.
a. True
b. False
Q:
Conflict is necessary for effective problem solving and for effective interpersonal relationships.
a. True
b. False
Q:
Using a moderately aggressive, moderately cooperative style may be appropriate when negotiating or resolving a complex conflict that does not involve unethical behaviors.
a. True
b. False
Q:
Because many companies have organized workers into teams, the team leader must assume primary responsibility for effectively negotiating a resolution to conflicts.
a. True
b. False
Q:
Refer to Case 12.1. Cynthia's leadership exemplifies which leadership style based on the Ohio State research?
a. Low consideration, high structure
b. Low structure, low consideration
c. High structure, high consideration
d. High consideration, low structure
Enter the appropriate word(s) to complete the statement.
Q:
One important way to become a respected team member in an organization is to
a. form a sub-alliance within the team.
b. go along with the team regardless of your personal feelings or ideas.
c. express your own views.
d. avoid self-disclosure.
Case 12.1
Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them to be individually accountable for the work of the team as a whole. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She values her people and their productivity relatively equally. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. Her fellow manager William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production.
Q:
Refer to Case 12.1. The types of teams Harvey is seeking to implement are
a. self-managed teams.
b. cross-functional teams.
c. problem-solving teams.
d. special-project teams.
Q:
Which of the following would not be a positive result of self-managed teams?
a. Individual members learn new skills, knowledge, and networks.
b. Members become accountable for work of the total team.
c. The team achieves synergy through similar thinking patterns.
d. The team is focused, disciplined, and committed to objectives.
Case 12.1
Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them to be individually accountable for the work of the team as a whole. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She values her people and their productivity relatively equally. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. Her fellow manager William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production.
Q:
Refer to Case 12.1. William's leadership demonstrates which leadership style based on the Ohio State studies?
a. High consideration, low structure
b. High structure, low consideration
c. High structure, high consideration
d. Low consideration, low structure
Q:
As Jin's sales manager, Ines senses that Jin's customer retention has been slipping for the last two months. She wants to do what she can to prevent the trend from continuing. Ines's first step to responding to Jin's performance issues should be
a. getting Jin to recognize that her customer retention needs improvement.
b. documenting Jin's customer retention rate.
c. getting Jin to commit to an improvement plan.
d. exploring ways that Jin can improve her customer retention.
Case 12.1
Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them to be individually accountable for the work of the team as a whole. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She values her people and their productivity relatively equally. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. Her fellow manager William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production.