Fondo Editorial PUCP
3. Los sujetos privados y poder normativo
E. Concessions have none of these effects on negotiations.
Chapter - Chapter 11 #77 Difficulty: Medium Gradable: automatic Learning Objective: 6
78.
(p. 298)
Conflict begins whenever both parties realize that they have opposing interests.
FALSE
Chapter - Chapter 11 #78 Difficulty: Medium Gradable: automatic Learning Objective: 1
79.
(p. 298)
Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.
TRUE
Chapter - Chapter 11 #79 Difficulty: Easy Gradable: automatic Learning Objective: 1
80.
(p. 298)
Conflict begins when two parties experience manifest conflict.
FALSE
Chapter - Chapter 11 #80 Difficulty: Easy Gradable: automatic Learning Objective: 1
81.
(p. 298)
Conflict perceptions and emotions lead to conflict sources.
FALSE
Chapter - Chapter 11 #81 Difficulty: Easy Gradable: automatic Learning Objective: 1
82.
(p. 299)
The view that all conflict in organizations is bad is over simplistic and incorrect.
TRUE
Chapter - Chapter 11 #82 Difficulty: Medium Gradable: automatic Learning Objective: 1
83.
(p. 299)
In one survey more than 50 percent of employees in Germany complained that conflict was consuming their workday.
TRUE
Chapter - Chapter 11 #83 Difficulty: Medium Gradable: automatic Learning Objective: 1
84.
(p. 299)
It wasn't until the 1950s that conflict management experts such as Elton Mayo began to embrace the "optimal conflict" perspective.
FALSE
Chapter - Chapter 11 #84 Difficulty: Easy Gradable: automatic Learning Objective: 1
85.
(p. 299)
Moderate levels of conflict produce improved decision-making.
TRUE
Chapter - Chapter 11 #85 Difficulty: Medium Gradable: automatic Learning Objective: 1
86.
(p. 299)
If conflict was eliminated, organizations would be more productive.
FALSE
Chapter - Chapter 11 #86 Difficulty: Medium
The modern perspective on conflict is that an optimal level exist which is beneficial to the organization.
TRUE
Chapter - Chapter 11 #87 Difficulty: Medium Gradable: automatic Learning Objective: 1
88.
(p. 300)
Deconstructive conflict is one of the more serious forms of relationship conflict.
FALSE
Chapter - Chapter 11 #88 Difficulty: Difficult Gradable: automatic Learning Objective: 2
89.
(p. 300)
Constructive conflict helps people to recognize problems, identify a variety of solutions and better understand the issues involved.
TRUE
Chapter - Chapter 11 #89 Difficulty: Medium Gradable: automatic Learning Objective: 2
90.
(p. 300)
Constructive conflict is also called task-related conflict.
TRUE
Chapter - Chapter 11 #90 Difficulty: Easy Gradable: automatic Learning Objective: 2
91.
(p. 300)
Relationship conflict refers to conflict between individuals, whereas constructive conflict refers to conflict between departments and organizations.
FALSE
Chapter - Chapter 11 #91 Difficulty: Easy Gradable: automatic Learning Objective: 2
92.
(p. 300)
When people experience relationship conflict, they tend to increase their reliance on communication with the other party.
FALSE
Chapter - Chapter 11 #92 Difficulty: Easy Gradable: automatic Learning Objective: 2
93.
(p. 300)
Relationship conflict is also known as psychoemotional conflict.
FALSE
Chapter - Chapter 11 #93 Difficulty: Medium Gradable: automatic Learning Objective: 2
94.
(p. 300)
Most people can avoid experiencing relationship conflict if they focus on constructive debate instead.
FALSE
Chapter - Chapter 11 #94 Difficulty: Medium Gradable: automatic Learning Objective: 2
95.
(p. 301)
Although constructive conflict can degenerate into relationship conflict, it is easy to prevent this from happening.
FALSE
Chapter - Chapter 11 #95 Difficulty: Medium Gradable: automatic Learning Objective: 2
96.
(p. 301)
Most of us experience some degree of relationship conflict whenever we are engaged in constructive debate.
TRUE
Chapter - Chapter 11 #96 Difficulty: Medium Gradable: automatic Learning Objective: 2
97.
(p. 301)
The more an issue is tied to our self-concept the higher the chances that constructive conflict will degenerated into relationship conflict.
TRUE
Chapter - Chapter 11 #97 Difficulty: Medium Gradable: automatic Learning Objective: 2
98.
(p. 301)
Emotional intelligence helps employees to avoid transforming constructive conflict into relationship conflict.
TRUE
Chapter - Chapter 11 #98 Difficulty: Easy Gradable: automatic Learning Objective: 2
99.
(p. 301)
Constructive conflict is more likely to escalate into relationship conflict among employees in highly cohesive teams
FALSE
Chapter - Chapter 11 #99 Difficulty: Medium Gradable: automatic Learning Objective: 2
100.
(p. 301)
Some team norms encourage tactics that diffuse relationship conflict when it first appears.
TRUE
Chapter - Chapter 11 #100 Difficulty: Easy Gradable: automatic Learning Objective: 2
101.
(p. 302)
Conflict is sometimes apparent by the style each side uses to resolve the conflict.
TRUE
Chapter - Chapter 11 #101 Difficulty: Medium Gradable: automatic Learning Objective: 3
102.
(p. 302)
Two employees with incompatible goals are less likely to experience conflict.
FALSE
Chapter - Chapter 11 #102 Difficulty: Easy Gradable: automatic Learning Objective: 3
103.
(p. 302)
The conflict process is really a series of episodes that potentially cycle into conflict escalation.
TRUE
Chapter - Chapter 11 #103 Difficulty: Easy
Two employees from different departments who are evaluated on different performance criteria and receive different reward systems are likely to experience conflict due to goal incompatibility.
TRUE
Chapter - Chapter 11 #104 Difficulty: Medium Gradable: automatic Learning Objective: 3
105.
(p. 303)
Mergers and acquisitions tend to increase conflict due to different values and beliefs.
TRUE
Chapter - Chapter 11 #105 Difficulty: Medium Gradable: automatic Learning Objective: 3
106.
(p. 303)
The poor work ethic of Generation-X employees is one of the main sources of conflict in work organizations.
FALSE
Chapter - Chapter 11 #106 Difficulty: Medium Gradable: automatic Learning Objective: 3
107.
(p. 303)
It is possible to agree on a common goal yet still experience conflict due to differentiation.
TRUE
Chapter - Chapter 11 #107 Difficulty: Medium Gradable: automatic Learning Objective: 3
108.
(p. 304)
Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence.
FALSE
Chapter - Chapter 11 #108 Difficulty: Medium Gradable: automatic Learning Objective: 3
109.
(p. 305)
Conflict is more likely to occur when two people or departments share a resource that is strictly dictated by programmed decision rules.
FALSE
Chapter - Chapter 11 #109 Difficulty: Medium Gradable: automatic Learning Objective: 3
110.
(p. 305)
Conflict may occur because the conflicting parties lack the opportunity, ability and/or motivation to communicate with each other.
TRUE
Chapter - Chapter 11 #110 Difficulty: Easy Gradable: automatic Learning Objective: 3
111.
(p. 305)
Poor communication skills partly explain why conflict occurs in the workplace.
TRUE
Chapter - Chapter 11 #111 Difficulty: Easy Gradable: automatic Learning Objective: 3
112.
(p. 306)
Conflict tends to escalate more with a win-lose than with a win-win orientation.
TRUE
Chapter - Chapter 11 #112 Difficulty: Easy Gradable: automatic Learning Objective: 4
113.
(p. 306)
The problem-solving conflict management style involves a high degree of assertiveness and cooperativeness.
TRUE
Chapter - Chapter 11 #113 Difficulty: Easy Gradable: automatic Learning Objective: 4
114.
(p. 306)
The five interpersonal conflict management styles are distinguished by their level of animosity with the other party.
FALSE
Chapter - Chapter 11 #114 Difficulty: Difficult Gradable: automatic Learning Objective: 4
115.
(p. 306)
The compromising conflict management style has the highest win-win orientation and should be applied wherever the parties seem to have mutual interests.
FALSE
Chapter - Chapter 11 #115 Difficulty: Medium Gradable: automatic Learning Objective: 4
116.
(p. 307)
Avoiding is usually the best interpersonal conflict management style when the issue is trivial to everyone involved.
TRUE
Chapter - Chapter 11 #116 Difficulty: Medium Gradable: automatic Learning Objective: 4
117.
(p. 307)
Although forcing is one of five interpersonal styles of conflict management, it should never be used to manage conflict.
FALSE
Chapter - Chapter 11 #117 Difficulty: Medium Gradable: automatic Learning Objective: 4
118.
(p. 307)
The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.
FALSE
Chapter - Chapter 11 #118 Difficulty: Medium Gradable: automatic Learning Objective: 4
119.
(p. 308)
A person's preferred conflict management style tends to depend partly on the individual's cultural values.
TRUE
Chapter - Chapter 11 #119 Difficulty: Easy Gradable: automatic Learning Objective: 4
120.
(p. 308)
People from high collectivism cultures tend to apply a forcing style of conflict with colleagues more than do people from low collectivism cultures.
FALSE
Chapter - Chapter 11 #120 Difficulty: Difficult Gradable: automatic Learning Objective: 4
121.
(p. 308)
The yielding conflict management style can produce more conflict rather than it resolves it.
TRUE
Chapter - Chapter 11 #121 Difficulty: Medium Gradable: automatic Learning Objective: 4
122.
(p. 308)
Gender has a weak influence on conflict management style.
TRUE
Chapter - Chapter 11 #122 Difficulty: Medium Gradable: automatic Learning Objective: 4
123.
(p. 309)
Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.
TRUE
Chapter - Chapter 11 #123 Difficulty: Easy Gradable: automatic Learning Objective: 5
124.
(p. 309)
A logical strategy for minimizing conflict due to different values and beliefs is to have employees move through different departments, regions and occupations of the company throughout their careers.
TRUE
Chapter - Chapter 11 #124 Difficulty: Easy Gradable: automatic Learning Objective: 5
125.
(p. 309)
Reducing conflict by reducing differentiation should occur only after communication and understanding have improved.
FALSE
Chapter - Chapter 11 #125 Difficulty: Difficult Gradable: automatic Learning Objective: 5
126.
(p. 310)
Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.
TRUE
Chapter - Chapter 11 #126 Difficulty: Medium Gradable: automatic Learning Objective: 5
127.
(p. 310)
Communication and understanding interventions should be applied only after differentiation between the parties has been reduced.
TRUE
Chapter - Chapter 11 #127 Difficulty: Easy Gradable: automatic Learning Objective: 5
128.
(p. 310)
Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.
TRUE
Chapter - Chapter 11 #128 Difficulty: Medium Gradable: automatic Learning Objective: 5
129.
(p. 310)
Integrators reduce conflicts by reducing the frequency of direct interaction among work units with diverse goals and perspectives.
TRUE
Chapter - Chapter 11 #129 Difficulty: Medium Gradable: automatic Learning Objective: 5
130.
(p. 310)
Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.
FALSE
Chapter - Chapter 11 #130 Difficulty: Medium Gradable: automatic Learning Objective: 5
131.
(p. 311)
Arbitration has a high level of process control but a low level of decision control.
FALSE
Chapter - Chapter 11 #131 Difficulty: Easy Gradable: automatic Learning Objective: 5
132.
(p. 312)
Mediation has a high level of process control but a low level of decision control.
TRUE
Chapter - Chapter 11 #132 Difficulty: Medium Gradable: automatic Learning Objective: 5
133.
(p. 312)
Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.
FALSE
Chapter - Chapter 11 #133 Difficulty: Medium Gradable: automatic Learning Objective: 5
134.
(p. 313)
The preference for arbitration or mediation in work disputes partly depends on cross-cultural values.
TRUE
Chapter - Chapter 11 #134 Difficulty: Easy Gradable: automatic Learning Objective: 5
135.
(p. 313)
Managers should arbitrate decisions when employees cannot resolve their differences alone.
TRUE
Chapter - Chapter 11 #135 Difficulty: Easy Gradable: automatic Learning Objective: 5
136.
(p. 313)
Conflicts can be minimized by negotiating a collective agreement between union and management which both parties must follow.
TRUE
Chapter - Chapter 11 #136 Difficulty: Difficult Gradable: automatic Learning Objective: 6
137.
(p. 313)
Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.
TRUE
Chapter - Chapter 11 #137 Difficulty: Easy Gradable: automatic Learning Objective: 6
138.
(p. 314)
The bargaining zone model of negotiations describes the best physical zone in which negotiations should occur.
FALSE
Chapter - Chapter 11 #138 Difficulty: Easy Gradable: automatic Learning Objective: 6
139.
(p. 314)
According to the bargaining zone model, the parties should begin negotiations by describing their target points to each other.
FALSE
Chapter - Chapter 11 #139 Difficulty: Medium Gradable: automatic Learning Objective: 6
140.
(p. 314)
According to the bargaining zone model, the target point is the team's realistic goal or expectation for a final agreement.
TRUE
Chapter - Chapter 11 #140 Difficulty: Medium Gradable: automatic Learning Objective: 6
141.
(p. 314)
Claiming value during negotiations involves trying to obtain the best possible outcome for yourself and your constituents.
TRUE
Chapter - Chapter 11 #141 Difficulty: Medium Gradable: automatic Learning Objective: 6
142.
(p. 315)
When negotiators get closer to their time deadline, they have a tendency to make fewer concessions.
FALSE
Chapter - Chapter 11 #142 Difficulty: Easy Gradable: automatic Learning Objective: 6
143.
(p. 315)
The best alternative to a negotiated agreement (BATNA) helps estimate your opponent's power in the negotiations because it represents the estimated cost if you walk away from the relationship.
FALSE
Chapter - Chapter 11 #143 Difficulty: Easy Gradable: automatic Learning Objective: 6
144.
(p. 315)
Creating value during the negotiation process involves convincing the other party that reaching an agreement is in their best interest.
FALSE
Chapter - Chapter 11 #144 Difficulty: Medium Gradable: automatic Learning Objective: 6
145.
(p. 315)
An important rule in negotiations is to make several major concessions early in the proceedings to communicate your willingness to resolve the conflict.
FALSE
Chapter - Chapter 11 #145 Difficulty: Easy Gradable: automatic Learning Objective: 6
146.
(p. 315)
Making concessions symbolizes a negotiator's motivation to bargain in good faith.
TRUE
Chapter - Chapter 11 #146 Difficulty: Easy Gradable: automatic Learning Objective: 6
147.
(p. 316)
Skilled negotiators tend to adopt a cautious problem-solving style at the outset.
TRUE
Chapter - Chapter 11 #147 Difficulty: Medium Gradable: automatic Learning Objective: 6
148.
(p. 316)
Negotiating in teams is not advisable because some team members will hear information that should be kept confidential.
FALSE
Chapter - Chapter 11 #148 Difficulty: Easy Gradable: automatic Learning Objective: 6
149.
(p. 317)
Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
TRUE
Chapter - Chapter 11 #149 Difficulty: Easy Gradable: automatic Learning Objective: 6
150.
(p. 317)
Negotiators tend to avoid "hardline" behaviours when they know an audience is watching them.
FALSE
Chapter - Chapter 11 #150 Difficulty: Medium Gradable: automatic Learning Objective: 6
151.
(p. 298-300)
The president of Creative Toys, Inc. read about cooperation in Japanese companies and has vowed to bring this same philosophy to the company. The goal is to avoid all conflict, so that employees would work cooperatively and be happier at Creative Toys. Discuss the merits and limitations of the president's policy.
This question addresses the idea that conflict can be both good and bad for organizations. To
effectively manage conflict, organizational leaders must find interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences.
Constructive conflict is a form of conflict that benefits decision making. This constructive conflict helps people to recognize problems, to identify a variety of solutions, and to better understand the issues involved. Conflict is also a catalyst for change and improved decision making. It occurs when people raise new perspectives of issues and these emerging views are debated. Under certain conditions, conflict between work teams is beneficial to the extent that it builds commitment to the team.
Of course, not all conflict is beneficial. When managed poorly, conflict encourages organizational politics by motivating people to attack or undermine the activities of their adversaries. This
relationship conflict results in frustration, job dissatisfaction, and stress. Unbridled conflict may cause employees to escape from the situation through turnover or absenteeism.
Chapter - Chapter 11 #151 Difficulty: Medium Gradable: manual Learning Objective: 1
152.
(p. 300-301)
The newly hired CEO of an advertising agency noticed that employees were constantly arguing and debating with each other over design and ad copy. This cantankerous behaviour was quite different from the more reserved and polite interactions that occurred in the CEO's previous organization in the consumer products industry. To correct this problem, the CEO established a new motto ('Serving Clients in Harmony') and actively discouraged employees from the spirited debates that occurred in the past. Some key staff members left the company over the next few months, saying that the company was losing its creative edge. However, the CEO was able to bring in new employees who were more discreet and subtle in their discussions with colleagues. Discuss the merits of the CEO's actions.
The first issue that students should consider is whether the previous conflicts were constructive or relationship based. Some key staff members left the company soon after, saying that the company was losing its creative edge. This suggests that the conflict was constructive and not relationship based.
In other words, the design employees were engaging more in constructive conflict than in destructive conflict.
When answering this question, students should also explain that conflict management does not always involve reducing conflict, as was done by this CEO. The answer should explain that constructive conflict is beneficial. It helps people to recognize problems, to identify a variety of solutions and to better understand the issues involved. It enables people to offer new perspectives of reality.
Chapter - Chapter 11 #152 Difficulty: Medium Gradable: manual Learning Objective: 2
153.
(p. 301)
Organizational behaviour research is discovering that it is difficult to separate constructive
conflict from relationship conflict. However, it is possible to minimize relationship conflict during constructive conflict episodes. Describe two strategies that would help a team of employees to reduce the level of relationship conflict while the team is engaging in constructive conflict. Your answer should also briefly explain why each strategy may be effective.
The textbook describes three strategies. Students need to describe any two of these. Note that students might identify other plausible solutions (these three do not necessarily represent all possible ways to minimize relationship conflict). Therefore, the marker needs to carefully consider other answers.
Emotional Intelligence. Relationship conflict is less likely to occur, or is less likely to escalate, when team members have high levels of emotional intelligence. Emotionally intelligent employees are better able to regulate their emotions during debate, which reduces the risk of escalating perceptions of interpersonal hostility. People with high emotional intelligence are also more likely to view a co-worker's emotional reaction as valuable information about that person's needs and expectations, rather than as a personal attack.
Cohesive Team. Relationship conflict is suppressed when the conflict occurs within a highly cohesive team. The longer people work together, get to know each other, and develop mutual trust with each other, the more latitude they give to each other to show emotions without being personally offended.
Strong cohesion also allows each person to know about and anticipate the behaviours and emotions of their teammates. Another benefit is that cohesion produces a stronger social identity with the group, so team members are motivated to avoid escalating relationship conflict during otherwise emotionally turbulent discussions.
Supportive Team Norms. Various team norms can hold relationship conflict at bay during constructive debate. When team norms encourage openness, for instance, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements. Other norms might discourage team members from displaying negative emotions toward co-workers. Team norms also encourage tactics that diffuse relationship conflict when it first appears. For instance, research has found that teams with low relationship conflict use humour to maintain positive group emotions, which offsets negative feelings team members might develop toward some co-workers during debate.
Chapter - Chapter 11 #153 Difficulty: Medium Gradable: manual Learning Objective: 2
154.
(p. 302-303)
Canuck Airlines International (CAI) is the result of five airlines that merged over six years. These airlines had energetic leaders who established distinct operating procedures and demanded absolute loyalty from their employees. When the airlines merged into CAI, employees continued their
allegiance to their former airline by identifying themselves with its colour—blue for Pacific Airlines, orange for Northern Air, green for EastAir, and so on. Coffee break groups began to form around colour codes rather than work groups. Employees who transferred to different work units were routinely asked what colour they came from. In some areas, colour heritage decided a promotion, explained a botch-up, or was offered as a reason why things couldn't change. Discuss this incident in terms of the sources and consequences of conflict in organizational settings.
This question is a condensed description of what actually happened at Canadian Airlines International (since acquired by Air Canada). It illustrates how mergers lead to conflict. Specifically, conflict occurred at the airline because of differing values and beliefs among employees. They had learned different operating procedures and developed unique corporate values from their pre-merger airlines.
Employees in each airline probably had worked together, so they felt more comfortable interacting with each other than with employees from different airlines.
There are not many details about the consequences of the colour-coded conflict at Canuck Airlines International. However, we can see how conflicting parties feel an antagonism towards each other that can escalate into serious conflict episodes. Opponents develop negative stereotypes of each other, further reinforcing a competitive orientation towards resolving their differences. Conflict among employees can undermine the company's ability to serve customers and operate effectively. Conflict may lead to more absenteeism and higher turnover. In this incident, it is evident that conflict also resulted in biased decisions (e.g. promotions) and possibly lack of information sharing.
Chapter - Chapter 11 #154 Difficulty: Medium Gradable: manual Learning Objective: 3
155.
(p. 302-305)
A few years ago, a clothing manufacturer was expanding rapidly, so the CEO hired several executives from large corporations. Unfortunately, the new executives clashed with the current executives
regarding business strategy. The CEO explained: 'We ended up with an old team and a new team and
regarding business strategy. The CEO explained: 'We ended up with an old team and a new team and