MGMT 3720 EXAM QUESTIONS WITH VERIFIED CORRECT
ANSWERS WITH COMPLETE SOLUTIONS
Conflict
A process that begins when one party perceives that another party has negatively
affected, or is about the negatively affect something that the first party cares about.
The Traditional View of Conflict
Conflict was a dysfunctional outcome resulting from poor communication, a lack of
openness and trust between people, and the failure of managers to be responsive to the
needs and aspirations of their employees.
Outdated view. Used to be seen as deficiency in mgmt.
The Interactionist View of Conflict
A harmonious, peaceful, tranquil, and cooperative group is prone to becoming static,
apathetic, and unresponsive to needs for change and innovation.
Functional vs. dysfunctional conflict
Functional: supports goals
Dysfunctional: hinder performance and are destructive
Types of Conflict
1. Task Conflict: relates to the content and goals of the work (time and place for this)
,2. Relationship Conflict: focuses on interpersonal relationships (almost always
dysfunctional because it is more personal and based on personality)
3. Process Conflict: is about how the work gets done (time and place for this)
Loci of Conflict: where the conflict occurs (three basic types)
Dyadic Conflict: between two people
Intragroup Conflict: occurs within a group or team
Intergroup Conflict: conflict between groups or teams
The Conflict Process (graphic)
Stage I: Potential opposition or incompatibility
Stage II: Cognition and personalization
Stage III: Intentions
Stage IV: Behavior
Stage V: Outcomes
Dimensions of Conflict-Handling Intentions (graphic)
Competing: can experience "push back"
,Avoiding: can't avoid permanently
Compromising: 2nd best to collaborating
Collaborating: Best option. Win-win.
Accommodating
Conflict-Resolution Techniques
Problem solving, superordinate goals, expansion of resources, avoidance, smoothing,
compromise, authoritative command, altering the human variable, altering the structural
variables
Conflict-Stimulation Techniques
Communication, brining in outsiders, restructuring the organization, appointing a devil's
advocate
Conflict is constructive when...
Improves the quality of decisions, stimulates creativity and innovation, encourages
interest and curiosity, provides the medium through which problems can be aired and
tensions released, and fosters an environment of self-evaluation and change.
Conflict is destructive when it...
Breeds discontent, reduces group effectiveness, and threatens the group's survival
The most disruptive conflicts are those that...
...are never addressed directly
, Groups with _____________ styles and an underlying identification to group
goals are more effective than groups with a more ____________ style.
Conflict, competitive
Negotiation (bargaining)
A process in which two or more parties exchange goods or services and attempt to
agree upon the exchange rate for them.
Research shows that when you're engaged in distributive bargaining, one of the
best things you can do is make the _______ ________, and make it ___
___________ ____.
First offer, an aggressive one
This shows power and establishes an anchoring bias. Another distributive bargaining
tactic is revealing a deadline.
Why don't we see more integrative bargaining in organizations?
Because the following need to be present, and they seldom exist in organizations.
-Parties who are open with information and candid about their concerns.
-A sensitivity by both parties to the other's needs
-The ability to trust one another
-A willingness by both parties to maintain flexibility
ANSWERS WITH COMPLETE SOLUTIONS
Conflict
A process that begins when one party perceives that another party has negatively
affected, or is about the negatively affect something that the first party cares about.
The Traditional View of Conflict
Conflict was a dysfunctional outcome resulting from poor communication, a lack of
openness and trust between people, and the failure of managers to be responsive to the
needs and aspirations of their employees.
Outdated view. Used to be seen as deficiency in mgmt.
The Interactionist View of Conflict
A harmonious, peaceful, tranquil, and cooperative group is prone to becoming static,
apathetic, and unresponsive to needs for change and innovation.
Functional vs. dysfunctional conflict
Functional: supports goals
Dysfunctional: hinder performance and are destructive
Types of Conflict
1. Task Conflict: relates to the content and goals of the work (time and place for this)
,2. Relationship Conflict: focuses on interpersonal relationships (almost always
dysfunctional because it is more personal and based on personality)
3. Process Conflict: is about how the work gets done (time and place for this)
Loci of Conflict: where the conflict occurs (three basic types)
Dyadic Conflict: between two people
Intragroup Conflict: occurs within a group or team
Intergroup Conflict: conflict between groups or teams
The Conflict Process (graphic)
Stage I: Potential opposition or incompatibility
Stage II: Cognition and personalization
Stage III: Intentions
Stage IV: Behavior
Stage V: Outcomes
Dimensions of Conflict-Handling Intentions (graphic)
Competing: can experience "push back"
,Avoiding: can't avoid permanently
Compromising: 2nd best to collaborating
Collaborating: Best option. Win-win.
Accommodating
Conflict-Resolution Techniques
Problem solving, superordinate goals, expansion of resources, avoidance, smoothing,
compromise, authoritative command, altering the human variable, altering the structural
variables
Conflict-Stimulation Techniques
Communication, brining in outsiders, restructuring the organization, appointing a devil's
advocate
Conflict is constructive when...
Improves the quality of decisions, stimulates creativity and innovation, encourages
interest and curiosity, provides the medium through which problems can be aired and
tensions released, and fosters an environment of self-evaluation and change.
Conflict is destructive when it...
Breeds discontent, reduces group effectiveness, and threatens the group's survival
The most disruptive conflicts are those that...
...are never addressed directly
, Groups with _____________ styles and an underlying identification to group
goals are more effective than groups with a more ____________ style.
Conflict, competitive
Negotiation (bargaining)
A process in which two or more parties exchange goods or services and attempt to
agree upon the exchange rate for them.
Research shows that when you're engaged in distributive bargaining, one of the
best things you can do is make the _______ ________, and make it ___
___________ ____.
First offer, an aggressive one
This shows power and establishes an anchoring bias. Another distributive bargaining
tactic is revealing a deadline.
Why don't we see more integrative bargaining in organizations?
Because the following need to be present, and they seldom exist in organizations.
-Parties who are open with information and candid about their concerns.
-A sensitivity by both parties to the other's needs
-The ability to trust one another
-A willingness by both parties to maintain flexibility
