Ch.13 Supervisory

Front 1

A type of conflict resolution a supervisor would use to satisfy his/her own needs at the expense of the other party by using his/her formal authority is:

Back 1

E. force

Front 2

What resolution technique goal is to maintain harmonious relationships by placing another's needs and concerns above your own?

Back 2

B. Accommodation

Front 3

To be effective, a supervisor should adjust his/her actions according to the:

Back 3

B. political nature of the organization

Front 4

The political nature of organizations can be acknowledged in the statement "Do not use conflict-stimulation techniques, even if they improve your department's performance, if your organization's senior management views all conflicts as bad."

Back 4

A. True

Front 5

Conflicts have causes that are separated into three general categories which are:

Back 5

D. communication differences, structural differentiation, personal differences.

Front 6

If organizations were completely devoid of conflict, they would become apathetic, stagnant, and unresponsive to change.

Back 6

A. True

Front 7

A person who purposely presents arguments that run counter to those proposed by the majority or against current practices is performing the role of a:

Back 7

D. devil's advocate.

Front 8

Which resolution technique goal might appear to be a "cop-out?"

Back 8

A. Avoidance

Front 9

The notion of stimulating conflict is often difficult to accept, yet there are situations where an increase in conflict is:

Back 9

A. constructive.

Front 10

A stimulation technique that induces conflict by using rumors and ambiguous messages in a department is:

Back 10

C. communication

Front 11

A devil's advocate is a person who purposely presents arguments that run parallel to those proposed by the majority.

Back 11

B. False

Front 12

Conflict can occur because of:

Back 12

E. All of these

Front 13

The type of bargaining process that operates from a zero-sum condition is:

Back 13

B. distributive bargaining.

Front 14

These methods can you use to stimulate conflicts EXCEPT:

Back 14

E. start a rumor.

Front 15

There are two sides to conflict management: resolution is one side; the other side is conflict stimulation.

Back 15

A. True

Front 16

Conflict is a natural phenomenon of organizational life. The following are reasons why it can not be completely eliminated EXCEPT FOR:

Back 16

D. heterogeneous employees create a perfect environment.

Front 17

The creation of horizontal (departments) and vertical levels (organizational hierarchy) brings about efficiencies through specialization and coordination, but at the same time produces:

Back 17

E. the potential for structural conflict.

Front 18

The following are questions that should be answered by a supervisor to help differentiate ethical from unethical politicking in the organization EXCEPT FOR:

Back 18

B. your political affiliation is consistent with your financial contribution.

Front 19

The best resolution technique for managing a conflict that is trivial, when emotions are running high, and where time can help cool things down is:

Back 19

B. avoidance.

Front 20

What conflict arises from misunderstanding and different meanings attached to words?

Back 20

A. Communication differences

Front 21

A supervisor's goal should be to have enough conflict in your department to keep the unit responsive and innovative, but not so much as to hinder departmental performance.

Back 21

A. True

Front 22

Differences that encompass those conflicts arising from misunderstandings and different meanings attached to words are:

Back 22

A. communication differences.

Front 23

The following are basic approaches or techniques a supervisor could use to resolve conflicts in his/her department EXCEPT FOR:

Back 23

E. unavoidance.

Front 24

Sometimes compromise is the best conflict resolution technique, just withdrawing from the conflict or ignoring its existence.

Back 24

B. False

Front 25

Assuming it is crucial for a supervisor to resolve a conflict as quickly as possible, the order of preference should be:

Back 25

E. force, accommodate, and compromise.

Front 26

Every supervisor has a basic resolution approach that reflects his/her:

Back 26

B. personality.

Front 27

The process in which two or more parties who have different preferences must make a joint decision and come to an agreement is:

Back 27

E. negotiation.

Front 28

A conflict resolution approach that requires each party to give up something of value is a(n):

Back 28

C. compromise.

Front 29

The existence of conflict has a positive side which can stimulate the following EXCEPT FOR:

Back 29

A. complacency.

Front 30

Poor communication is the source for all conflicts.

Back 30

B. False

Front 31

As a supervisor, your objective would be to minimize conflict at all times to permit disruption in your department's performance.

Back 31

B. False

Front 32

Distributive bargaining is preferable to integrative bargaining because the former builds long-term relationships and facilitates working together in the future.

Back 32

B. False

Front 33

The actions you take to influence or attempt to influence the distribution of advantages and disadvantages within your organization is:

Back 33

D. politicking.

Front 34

The process in which one party consciously interferes in the goal-achievement efforts of another party is:

Back 34

B. conflict.

Front 35

Every organization has a set of unwritten norms that members of the organization accept and understand and which guide their actions. This system of shared meaning is:

Back 35

B. organization's culture.

Front 36

The application of resolution and stimulation techniques to achieve the optimum level of departmental conflict is:

Back 36

A. conflict management.

Front 37

It is important for a supervisor's survival to adopt a conflict-management style that is compatible with the:

Back 37

E. organization.

Front 38

Because power varies among individuals, a supervisor will need to determine which individuals or groups will be powerful in a given situation.

Back 38

A. True

Front 39

Organizations are made up of individuals and groups with different values, goals, and interests. This sets up the potential for conflict over:

Back 39

A. resources