chapter 15- conflict and negotiation

1.The feature on Whitney Johns Martin at the beginning of Chapter 15 identifies differences between the negotiating practices of women and men.Ans: True Page: 338 Type: Applied

2.Success in today's high performance organizations increasingly requires a good understanding of the fundamentals of conflict and negotiation.Ans: True Page: 338 Type: Applied

3.In the feature at the beginning of Chapter 15, the communications and interpersonal relationships basis of people's work is identified as an implication of conflict and negotiations for contemporary organizations.Ans: True Page: 338 Type: Factual

4.In the feature at the beginning of Chapter 15, an important implication of conflict and negotiations for contemporary organizations is that everyone must have interpersonal skills to work well with others.Ans: True Page: 338 Type: Factual

5.In the feature at the beginning of Chapter 15, an important implication of conflict and negotiations for contemporary organizations is the conflict that arises from organizationalpolitics and which destroys employee motivation and productivity.Ans: False Page: 338 Type: Factual

6.In the feature at the beginning of Chapter 15, an important implication of conflict and negotiations for contemporary organizations is that communication and interpersonal relationships open the door for differences and disagreements that can create difficulties.Ans: True Page: 338 Type: Factual

7.The feature at the beginning of Chapter 15 argues that today's high-performance organizations require a good understanding of conflict and negotiation.Ans: True Page: 338 Type: Factual

8.Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.Ans: True Page: 338 Type: Factual

9.Managers and team leaders spend relatively little time dealing with conflicts.Ans: False Page: 338 Type: Applied

10.Managers and team leaders can spend considerable time dealing with conflicts.Ans: True Page: 338 Type: Applied

11.The manager or team leader may act as a mediator to resolve conflicts between other people.Ans: True Page: 338 Type: Applied

12.Managers and team leaders are usually uncomfortable with interpersonal conflict.

Chapter 15: Conflict and Negotiation

Ans: False Page: 338 Type: Applied

13.The ability to recognize situations that have the potential for conflict is unimportant for managers and team leaders.Ans: False Page: 338 Type: Applied

14.Managers and team leaders should be able to deal with conflict situations in ways that will best serve the needs of both the organization and the people involved.Ans: True Page: 338 Type: Applied

15.Conflict as it is experienced in the daily workplace involves at least two basic forms: rational conflict and irrational conflict.Ans: False Page: 339 Type: Factual

16.Conflict as it is experienced in the daily workplace involves at least two basic forms: substantive conflict and emotional conflict.Ans: True Page: 339 Type: Factual

17.Substantive conflict involves a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.Ans: True Page: 339 Type: Factual

18.Emotional conflict involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like.Ans: True Page: 339 Type: Factual

19.A dispute with one's boss over a plan of action to be followed, such as a marketing strategy for a new product, is an example of emotional conflict.Ans: False Page: 339 Type: Applied

20.Emotional conflict can drain the energies of people and distract them from important work priorities.Ans: True Page: 339 Type: Applied

21.Substantive conflict is commonly known as a clash of personalities.Ans: False Page: 339 Type: Factual

22.Intrapersonal conflict occurs within the individual because of actual or perceived pressures from incompatible goals or expectations.Ans: True Page: 339 Type: Factual

23.Approach-approach conflict, avoidance-avoidance conflict, and approach-avoidance conflict are different types of interpersonal conflict.Ans: False Page: 339 Type: Factual

24.Approach-approach conflict, avoidance-avoidance conflict, and approach-avoidance


conflict are different types of intrapersonal conflict.Ans: True Page: 339 Type: Factual

25.Approach-approach conflict occurs when a person must choose between two negative and equally unattractive alternatives.Ans: False Page: 339 Type: Factual

26.Choosing between a valued promotion in the organization or a desirable new job with another firm is an example of approach-approach conflict.Ans: True Page: 339 Type: Applied

27.Avoidance-avoidance conflict occurs when a person must choose between two negative and equally unattractive alternatives.Ans: True Page: 339 Type: Factual

28.An example of approach-avoidance conflict is being asked to accept a job transfer to another town in an undesirable location or to have one's employment with an organization terminated.Ans: False Page: 339 Type: Applied

29.Approach-avoidance conflict occurs when a person must decide to do something that has both positive and negative consequences.Ans: True Page: 339 Type: Factual

30.Being offered a higher paying job whose responsibilities entail unwanted demands on one's personal time is an example of approach-avoidance conflict.Ans: True Page: 339 Type: Applied

31.Interpersonal conflict occurs between two or more individuals in opposition to each other,and may be either substantive or emotional or both.Ans: True Page: 339 Type: Factual

32.Two persons debating each other aggressively on the merits of two different proposed advertising campaigns is an example of emotional interpersonal conflict.Ans: False Page: 339 Type: Applied

33.Two persons continually in disagreement over each other's work attire is an example of substantive interpersonal conflict.Ans: False Page: 339-340 Type: Applied

34.Intergroup conflict occurs among members of different teams or groups.Ans: True Page: 340 Type: Factual

35.Conflict between functional departments such as marketing and manufacturing is a common example of intragroup conflict.Ans: False Page: 340 Type: Applied


36.The use of cross-functional teams and task forces is one way of trying to minimize intergroup conflict and promote more creative and efficient operations.Ans: True Page: 340 Type: Applied

37.Interorganizational conflict is most commonly thought of in terms of the competition and rivalry that characterizes firms operating in the same markets.Ans: True Page: 340 Type: Factual

38.The classical example of interorganizational conflict is conflict among functional groups or departments, such as marketing and manufacturing, in organizations.Ans: False Page: 340 Type: Applied

39.An example of interorganizational conflict is the disagreements between unions and the organizations employing the union members.Ans: True Page: 340 Type: Applied

40.An example of interorganizational conflict is the disagreements between government regulatory agencies and the organizations subject to their surveillance.Ans: True Page: 340 Type: Applied

41.An example of interorganizational conflict is the battle between U.S. businesses and their global rivals.Ans: True Page: 340 Type: Applied

42.An example of interorganizational conflict is the disagreements that occur with members of another work team.Ans: False Page: 340 Type: Applied

43.An example of interorganizational conflict is the disagreements between organizations and those who supply them with raw materials.Ans: True Page: 340 Type: Applied

44.Conflict in organizations can be upsetting both to the individual directly involved and to others affected by its occurrence.Ans: True Page: 341 Type: Factual

45.Functional conflict results in positive benefits to individuals, the group, or the organization.Ans: True Page: 341 Type: Factual

46.Functional conflict can bring important problems to the surface so they can be addressed.Ans: True Page: 341 Type: Applied

47.Functional conflict can cause decisions to be considered carefully or to be reconsidered toensure that the right course of action is being followed.


Ans: True Page: 341 Type: Applied

48.Functional conflict can decrease the amount of information used for decision making.Ans: False Page: 341 Type: Applied

49.Functional conflict can offer opportunities for creativity that can improve individual, team, or organizational performance.Ans: True Page: 341 Type: Applied

50.Dysfunctional conflict works to the individual's, group's, or organization's disadvantage.Ans: True Page: 341 Type: Factual

51.Dysfunctional conflict diverts energies, hurts group cohesion, promotes interpersonal hostilities, and overall creates a negative environment for workers.Ans: True Page: 341 Type: Factual

52.Functional conflict is known as destructive conflict and dysfunctional conflict is known as constructive conflict.Ans: False Page: 341 Type: Factual

53.Time orientation, individualism-collectivism, and power distance are cultural differences that can have a substantial impact on conflict.Ans: True Page: 342 Type: Factual

54.When persons from short-term cultures try to work with persons from long-term cultures,the likelihood of conflict developing is very low.Ans: False Page: 342 Type: Applied

55.Conflict is likely to be high when individualists work with collectivists or when persons from low power distance cultures work with those from high power distance cultures.Ans: True Page: 342 Type: Applied

56.By approaching a cross-cultural work situation with sensitivity and respect, one can find ways to work together without great difficulty and even with the advantages that constructive conflict may offer.Ans: True Page: 342 Type: Applied

57.Individuals who are not able to recognize and respect the impact of culture on behavior may contribute to the emergence of functional conflict.Ans: False Page: 342 Type: Applied

58.The disadvantages of constructive conflict may result from approaching a cross-cultural work situation with sensitivity and respect.Ans: False Page: 342 Type: Applied

59.Conflict resolution occurs when the reasons for a destructive conflict are eliminated.


Ans: True Page: 342 Type: Factual

60.The conflict resolution process begins with a good understanding of its causes and recognition of the stage to which it has developed.Ans: True Page: 342-343 Type: Factual

61.Conflict antecedents establish the conditions from which conflicts are likely to develop.Ans: True Page: 343 Type: Factual

62.When the antecedent conditions become the basis for substantive or emotional differences between people or groups, the stage of felt conflict exists.Ans: False Page: 343 Type: Factual

63.In the context of the stages of conflict, when the antecedent conditions become the basis for substantive or emotional differences between people or groups, the stage of perceived conflict exists.Ans: True Page: 343 Type: Factual

64.Perceived conflict is experienced as tension that motivates the person to take action to reduce feelings of discomfort.Ans: False Page: 343 Type: Factual

65.Conflict that is experienced as tension and motivates a person to take action to reduce feelings of discomfort is called felt conflict.Ans: True Page: 343 Type: Factual

66.When conflict is expressed openly in behavior, it is said to be manifest conflict.Ans: True Page: 343 Type: Factual

67.Manifest conflict may be resolved by removing or correcting its antecedents.Ans: True Page: 343 Type: Applied

68.Suppression is a superficial and often temporary form of conflict resolution.Ans: True Page: 343 Type: Factual

69.Unresolved substantive conflicts can result in sustained emotional discomfort and escalate into dysfunctional emotional conflict between individuals.Ans: True Page: 344 Type: Factual

70.Any manager should be sensitive to the influence of the conflict aftermath on future conflict episodes.Ans: True Page: 344 Type: Factual

71.Horizontal conflict occurs between hierarchical levels. It commonly involves supervisor-subordinate disagreements over resources, goals, deadlines, or performance results.Ans: False Page: 344 Type: Factual


72.Vertical conflict occurs between persons or groups at the same hierarchical level. It commonly involves goal incompatibilities, resource scarcities, or purely interpersonal factors.Ans: False Page: 344 Type: Factual

73.A common variation of horizontal conflict is line-staff conflict. It often involves disagreements over who has authority and control over certain matters such as personnel selection and termination practices.Ans: True Page: 344 Type: Applied

74.Role conflicts occur when the communication of task expectations proves inadequate or upsetting.Ans: True Page: 344 Type: Factual

75.Disputes and open disagreements may erupt among units and people when workflow independence is high.Ans: False Page: 344 Type: Factual

76.Disputes and open disagreements may erupt among units and people when workflow interdependence is high.Ans: True Page: 344 Type: Factual

77.Domain ambiguities involve misunderstandings over such things as customer jurisdiction or scope of authority.Ans: True Page: 344 Type: Applied

78.Actual or perceived resource scarcity can foster destructive competition in organizations.Ans: True Page: 344 Type: Factual

79.Resource scarcity is a likely cause of conflict in organizations that are experiencing downsizing or financial difficulties.Ans: True Page: 344 Type: Applied

80.Conflict can be created by the power or value asymmetries that exist when interdependent people or groups differ substantially from one another in status and influence or in values.Ans: True Page: 344 Type: Applied

81.Indirect conflict management approaches share the common ground of avoiding direct dealings with personalities.Ans: True Page: 345 Type: Factual

82.Indirect conflict management approaches include: reduced interdependence, appeals to common goals, hierarchical referral, and alterations in the use of mythology and scripts.Ans: True Page: 345 Type: Factual


83.When workflow conflicts exist, managers can adjust the level of interdependency among units or individuals.Ans: True Page: 345 Type: Factual

84.Decoupling, buffering, and assigning people to be formal linking pins are three common ways of reducing interdependency among units or individuals.Ans: True Page: 345 Type: Factual

85.Linking-pin roles reduce workflow interdependence by taking action to eliminate or reduce the required contact between conflicting parties.Ans: False Page: 345 Type: Factual

86.Decoupling by building inventory is a commonly used indirect conflict management approach to reduce interdependence when the outputs of one group are the inputs of another group.Ans: False Page: 345 Type: Applied

87.People working in roles such as project liaison can serve as linking pins to reduce interdependence between groups, such as engineering and sales, that are prone to conflict.Ans: True Page: 345 Type: Applied

88.An appeal to common goals can focus the attention of potentially conflicting parties on one mutually desirable conclusion.Ans: True Page: 345 Type: Factual

89.Resolving conflict through appeals to common goals is easy to achieve when prior performance is poor and individuals or groups disagree over how to improve performance.Ans: False Page: 345 Type: Applied

90.Lateral referral makes use of the chain of command for conflict resolution.Ans: False Page: 345 Type: Factual

91.Hierarchical referral makes use of the chain of command for conflict resolution.Ans: True Page: 345 Type: Factual

92.Hierarchical referral works very effectively when managers who are removed from day-to-day affairs fail to diagnose the real causes of the conflict.Ans: False Page: 346 Type: Applied

93.Hierarchical referral may not work effectively because busy managers may consider mostconflicts to be the result of poor interpersonal relations and may consequently act quicklyto replace a person with a perceived personality problem.Ans: True Page: 346 Type: Applied


94.In some situations, conflict is superficially managed by scripts, which are behavioral routines that become part of the organization's culture.Ans: True Page: 346 Type: Factual

95.Scripts are behavioral routines for resolving conflict that become part of the organization's culture.Ans: True Page: 346 Type: Factual

96.An example of the indirect conflict management approach of using scripts is a monthly meeting of departments heads which is held presumably for purposes of coordination andproblem solving but actually becomes a polite forum for superficial agreement.Ans: True Page: 346 Type: Applied

97.Direct conflict management approaches reflect a specific combination of assertiveness and cooperativeness.Ans: True Page: 346 Type: Factual

98.In assessing conflict management styles, assertiveness refers to the desire to satisfy another party's needs and concerns.Ans: False Page: 347 Type: Factual

99.In assessing conflict management styles, cooperativeness refers to the desire to satisfy one's own needs and concerns.Ans: False Page: 347 Type: Factual

100.Collaboration and problem solving is preferred to gain true conflict resolution when time and cost permit.Ans: True Page: 346 Type: Applied

101.Accommodation may be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective.Ans: False Page: 346 Type: Applied

102.Authoritative command may be used when quick and decisive action is vital or when unpopular actions must be taken.Ans: True Page: 346 Type: Applied

103.Compromise may be used when issues are more important to others than to yourself or when you want to build “credits” for use in later disagreements.Ans: False Page: 346 Type: Applied

104.Accommodation .may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.Ans: False Page: 346 Type: Applied

105.Lose-lose conflict occurs when nobody really gets what he or she wants, while the


underlying reasons for the conflict remain unaffected and a similar conflict is likely to occur in the future.Ans: True Page: 346 Type: Factual

106.Avoidance is an extreme form of inattention; everyone simply pretends that the conflict does not really exist and hopes that it will go away.Ans: True Page: 346 Type: Factual

107.The conflict management style of avoidance involves being uncooperative and unassertive. This style is characterized by downplaying disagreement, withdrawing from the situation, and/or staying neutral at all costs.Ans: True Page: 346-347 Type: Factual

108.A manager who responds to a disagreement between subordinates by saying “I don't wantto get in the middle of your personal disputes” is using accommodation.Ans: False Page: 346-347 Type: Applied

109.The conflict management style of compromise involves being cooperative and unassertive. This style is characterized by letting the wishes of others rule, and smoothingover or overlooking differences to maintain harmony.Ans: False Page: 346-347 Type: Factual

110.Smoothing is another label for the direct conflict management approach of accommodation.Ans: True Page: 346 Type: Factual

111.Ken tries to smooth over employees' differences but it only produces a false sense of harmony. Ken is using the conflict management style of accommodation.Ans: True Page: 346-347 Type: Applied

112.The conflict management style of compromise involves being moderately cooperative and assertive. This style is characterized by bargaining for “acceptable” solutions where each party wins a bit and loses a bit.Ans: True Page: 346-347 Type: Factual

113.Whenever he is involved in a disagreement, Harry tries to partially satisfy both his concerns and the other party's concerns through bargaining and appropriate trade-offs. Harry is using collaboration style of conflict managementAns: False Page: 346-347 Type: Applied

114.In win-lose conflict, one part achieves its desires at the expense and to the exclusion of the other party's desires.Ans: True Page: 347 Type: Factual

115.The conflict management style of competition involves being uncooperative and assertive. This style is characterized by working against the wishes of the other party,


engaging in win-lose competition, and/or forcing through the exercise of authority.Ans: True Page: 347 Type: Factual

116.Authoritative command occurs when one party achieves a victory through force, superior skill, or domination.Ans: True Page: 347 Type: Factual

117.Authoritative command occurs when a formal authority simply dictates a solution and specifies what is gained and what is lost by whom.Ans: True Page: 347 Type: Factual

118.Sheila is assertive and uncooperative in dealing with others during conflict. Since she goes against the wishes of others and uses her authority to gain compliance, she is using the avoidance style of conflict management.Ans: False Page: 347 Type: Applied

119.Win-win conflict is achieved by a blend of both high cooperativeness and high assertiveness.Ans: True Page: 347 Type: Factual

120.Collaboration or problem solving involves recognition that something is wrong and needsattention through problem solving.Ans: True Page: 347 Type: Factual

121.The conflict management style of collaboration involves being both cooperative and assertive. This style is characterized by trying to fully satisfy everyone's concerns by working through differences and finding and solving problems so that everyone gains.Ans: True Page: 347 Type: Factual

122.Collaboration involves recognition that something is wrong and needs attention through problem solving.Ans: True Page: 347 Type: Factual

123.Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len is using the collaboration style of conflict management style.Ans: True Page: 347 Type: Applied

124.To achieve a win-win solution, the solution should achieve both parties' goals.Ans: True Page: 347 Type: Applied

125.To achieve a lose-lose solution, the solution should be acceptable to both parties.Ans: False Page: 347 Type: Applied

126.To achieve a win-lose solution, the solution should establish a process whereby all parties


are responsible for being open and honest about facts and feelings.Ans: False Page: 347 Type: Applied

127.Negotiation is the process of making joint decisions when the parties involved have different preferences.Ans: True Page: 348 Type: Factual

128.In work settings, negotiations rarely take place over disagreements concerning wage rates, task objectives, performance evaluations, job assignments, work schedules, and/or work locations.Ans: False Page: 348 Type: Applied

129.Negotiation is especially useful in work settings as a method of resolving a variety of disagreements.Ans: True Page: 348 Type: Factual

130.Two important goals must be considered in negotiation. These are direct goals and emotional goals.Ans: False Page: 348 Type: Factual

131.Two important goals must be considered in negotiation. These goals are substance goals and relationship goals.Ans: True Page: 348 Type: Factual

132.Substance goals deal with outcomes that relate to the content issues under negotiation.Ans: True Page: 348 Type: Factual

133.An example of a substance goal is the ability of union members and management representatives to work together effectively after a contract dispute has been settled.Ans: False Page: 348 Type: Applied

134.Relationship goals deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded.Ans: True Page: 348 Type: Factual

135.The dollar amount of a wage agreement in a collective bargaining situation is an example of a relationship goal.Ans: False Page: 348 Type: Applied

136.Effective negotiation occurs when relationship issues are resolved and substance issues are maintained.Ans: False Page: 348 Type: Factual

137.Effective negotiation occurs when substance issues are resolved and working relationships are maintained or even improved.



138.To maintain good working relationships in negotiations, managers and other involved parties should strive for high ethical standards but this goal may be side tracked by too much emphasis on self-interests.Ans: True Page: 349 Type: Factual

139.Once some people have behaved unethically in one setting, they may become entrapped by such behavior and be prone to display it again in the future.Ans: True Page: 349 Type: Factual

140.Pursuing ethical standards in negotiations may be side tracked by an overemphasis on stewardship and social responsibility.Ans: False Page: 349 Type: Factual

141.Negotiating parties seldom try to rationalize questionable ethics as unavoidable, harmless, or justified.Ans: False Page: 349 Type: Applied

142.The rationalizations that negotiating parties have for questionable ethics rarely have long-run negative consequences.Ans: False Page: 349 Type: Applied

143.An important consequence of unethical negotiations is that the unethical negotiating partymay become a target of revenge.Ans: True Page: 349 Type: Applied

144.An important consequence of unethical negotiations is that the unethical negotiating actions may become habitual.Ans: True Page: 349 Type: Applied

145.In two-party negotiation, the manager negotiates directly with one other person.Ans: True Page: 349 Type: Factual

146.In group negotiation, the manager is involved in negotiation with other persons, with each party representing a broader constituency.Ans: False Page: 349 Type: Factual

147.In group negotiation, the manager is part of a team or group whose members are negotiating to arrive at a common decision.Ans: True Page: 349 Type: Factual

148.In intergroup negotiation, the manager is part of a team or group whose members are negotiating to arrive at a common decision.Ans: False Page: 349 Type: Factual


149.In intergroup negotiation, the manager is part of a group that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both.Ans: True Page: 349 Type: Factual

150.In constituency negotiation, the manager is part of a group that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both.Ans: False Page: 349 Type: Factual

151.In constituency negotiation, the manger is involved in negotiation with other persons, with each party representing a broader constituency.Ans: True Page: 349 Type: Factual

152.The existence of cultural differences in time orientation, individualism-collectivism, and power distance can have a substantial impact on negotiation.Ans: True Page: 350 Type: Factual

153.When American businesses try to negotiate quickly with their Chinese counterparts, they often do so with the goal of getting definitive agreements that will govern a working relationship.Ans: True Page: 350 Type: Applied

154.A typical Chinese approach to negotiation might move quite slowly and require the development of good interpersonal relationships prior to reaching any agreement.Ans: True Page: 350 Type: Applied

155.Distributive negotiation focuses on the merits of the issues, and the parties involved try toenlarge the available pie rather than stake claims to certain portions of it.Ans: False Page: 350 Type: Factual

156.Distributive negotiation focuses on positions staked out or declared by the parties involved who are each trying to claim certain portions of the available pie.Ans: True Page: 350 Type: Factual

157.Integrative negotiation focuses on positions staked out or declared by the parties involvedwho are each trying to claim certain portions of the available pie.Ans: False Page: 350 Type: Factual

158.Integrative negotiation focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it.Ans: True Page: 350 Type: Factual

159.Principled negotiation is another name for integrative negotiation.Ans: True Page: 350 Type: Factual

160.In the distributive negotiation approach, the participants ask the question: “Who is going to get this resource?”


Ans: True Page: 350 Type: Applied

161.Hard distributive negotiation takes place when one party is willing to make concessions to the other to get things over with.Ans: False Page: 350 Type: Factual

162.Soft distributive negotiation takes place when each party holds out to get its own way.Ans: False Page: 350 Type: Factual

163.In a two-party negotiation, the minimum reservation point refers to the smallest outcome that one party is willing to accept and the maximum reservation point refers to the largest outcome that the other party is prepared to eventually offer.Ans: True Page: 351 Type: Factual

164.The bargaining zone is the range between one party's minimum reservation point and the other party's maximum reservation point in a negotiating situation.Ans: True Page: 351 Type: Factual

165.A key task for any negotiator is to discover the other party's reservation point.Ans: True Page: 351 Type: Applied

166.A positive bargaining zone exists when the reservation points of the two bargaining parties do not overlap.Ans: False Page: 351 Type: Applied

167.When a positive bargaining zone exists, there is room for true negotiation.Ans: True Page: 351 Type: Applied

168.A negative bargaining zone exists whenever the reservation points of the two bargaining parties overlap.Ans: False Page: 351 Type: Applied

169.Negotiations can proceed effectively when a negative bargaining zone exists.Ans: False Page: 351 Type: Applied

170.In the integrative negotiation approach, the participants ask the question: “How can the resource best be utilized?”Ans: True Page: 351 Type: Applied

171.Distributive negotiation permits a broader range of alternatives to be considered and creates more of a win-win orientation.Ans: False Page: 351 Type: Applied

172.Integrative negotiation involves compromise or true collaboration but not selective avoidance.Ans: False Page: 351 Type: Factual


173.Integrative negotiation may involve selective avoidance, in which both parties realize thatthere are more important things on which to focus their time and attention.Ans: True Page: 351 Type: Factual

174.Compromise can play a role in integrative negotiation when each party gives up something of perceived lesser value to gain something of greater value.Ans: True Page: 351 Type: Factual

175.Integrative negotiation can involve true collaboration, in which the negotiating parties engage in problem solving to arrive at a mutual agreement that maximizes benefits to each.Ans: True Page: 351-352 Type: Factual

176.Supportive attitudes, constructive behaviors, and good information provide the foundations for gaining distributive agreements.Ans: False Page: 352 Type: Factual

177.The attitudinal foundations of distributive agreements include a willingness to trust the other party, a willingness to share information with the other party, and a willingness to ask questions of the other party.Ans: False Page: 352 Type: Factual

178.An important behavioral foundation for gaining integrative agreements is the ability to separate the people from the problem in order to prevent emotional considerations from affecting the negotiations.Ans: True Page: 352 Type: Factual

179.An important behavioral foundation for gaining integrative agreements is the ability to focus on positions rather than interests.Ans: False Page: 353 Type: Factual

180.An important behavioral foundation for gaining integrative agreements is the ability to avoid making premature judgments.Ans: True Page: 353 Type: Factual

181.An important behavioral foundation for gaining integrative agreements is the ability to integrate the acts of alternative creation and evaluation of alternatives.Ans: False Page: 353 Type: Factual

182.An important behavioral foundation for gaining integrative agreements is the ability to judge possible agreements on highly subjective criteria or standards.Ans: False Page: 353 Type: Factual

183.The best alternative to a negotiated agreement (BANTA) requires that each party to the negotiation know what he or she will do if an agreement cannot be reached.



184.A negotiator's personal best alternative to a negotiated agreement (BATNA).addresses thequestion: “What will I do if an agreement cannot be reached?”Ans: True Page: 353 Type: Factual

185.The myth of the fixed pie refers to the tendency for a negotiator to stake out his or her position based on the assumption that in order to achieve his/her way something must be subtracted from the other party's way.Ans: True Page: 353 Type: Factual

186.A common negotiation pitfall is the escalation of commitment to initial extreme demands.Ans: True Page: 353 Type: Factual

187.The negotiating pitfall of the selling problem occurs when people become committed to their demands and are reluctant to back down once the demands have been stated.Ans: False Page: 353 Type: Factual

188.A common negotiation pitfall is that negotiators often develop overconfidence that their positions are the only correct ones.Ans: True Page: 353 Type: Factual

189.Negotiations can break down because of a selling problem, wherein the parties don't really talk to one another, at least not in the sense of making themselves truly understood.Ans: False Page: 353 Type: Factual

190.Negotiations can break down because of a telling problem, wherein the parties are unwilling or unable to listen well enough to understand what each other is saying.Ans: False Page: 353 Type: Factual

191.In alternative dispute resolution, a neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes.Ans: True Page: 354 Type: Factual

192.Alternative dispute resolution can be implemented through arbitration and mediation.Ans: True Page: 354 Type: Factual

193.In mediation, a neutral third party acts as a judge with the power to issue a decision that is binding on all parties.Ans: False Page: 354 Type: Factual

194.In arbitration, a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument.Ans: False Page: 354 Type: Factual

195.In the feature at the beginning of Chapter 15, what type of business did Whitney Johns


Martin start specifically to serve women-owned businesses?A) A temporary employee service.B) A copy center.C) An information systems outsourcing firm.D) A retail clothing store.E) An investment capital firm.

Ans: E Page: 338 Type: Factual

196.In the feature at the beginning of Chapter 15, all of the following are mentioned as implications for contemporary organizations EXCEPT:

A) The work of people in organizations is intensely based on communications and interpersonal relationships.

B) Everyone must have interpersonal skills to work well with others.C) Conflict arising from organizational politics is destructive of employee motivation

and productivity.D) Communication and interpersonal relationships frequently open the door for

differences and disagreements that can create difficulties.E) Today's high-performance organizations require a good understanding of conflict

and negotiation.Ans: C Page: 338 Type: Factual

197.__________ occurs when disagreements exist in a social situation over issues of substance or when emotional antagonisms create friction between individuals or groups.A) Opposition. B) Hostility. C) Disharmony. D) Conflict. E) Strife.Ans: D Page: 338 Type: Factual

198.Which of the following statements about conflict is incorrect?A) Managers and team leaders can spend considerable time dealing with conflicts.B) The manager or team leader may act as a mediator to resolve conflicts between

other people.C) Managers and team leaders are usually uncomfortable with interpersonal conflict.D) Managers and team leaders should be able to recognize situations that have the

potential for conflict.E) Managers and team leaders should be able to deal with conflict situations in ways

that will best serve the needs of both the organization and the people involved.Ans: C Page: 338 Type: Applied

199.Conflict as it is experienced in the daily workplace involves at least two basic forms. These are __________.

A) Rational conflict and irrational conflict.B) Sanctioned conflict and ad-hoc conflict.C) Substantive conflict and emotional conflict.D) Bureaucratic conflict and personal conflict.E) Institutional conflict and rational conflict.

Ans: C Page: 339 Type: Factual


200.__________ involves a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.

A) Emotional conflict. D) Rational conflict.B) Institutional conflict. E) Statutory conflict.C) Substantive conflict.


201.A dispute with one's boss over a plan of action to be followed, such as a marketing strategy for a new product, is an example of __________.

A) Emotional conflict. D) Rational conflict.B) Institutional conflict. E) Substantive conflict.C) Systematic conflict.

Ans: E Page: 339 Type: Applied

202.__________ involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like.

A) Substantive conflict. D) Rational conflict.B) Emotional conflict. E) Impulsive conflict.C) Indigenous conflict.

Ans: B Page: 339 Type: Factual

203.__________ can drain the energies of people and distract them from important work priorities.

A) Indigenous conflict. D) Emotional conflict.B) Rational conflict. E) Impulsive conflict.C) Substantive conflict.

Ans: D Page: 339 Type: Applied

204.Emotional conflict is commonly known as a __________.A) Clash of dispositions. D) Clash of impulses.B) Clash of wills. E) Clash of personalities.C) Clash of personal priorities.


205.__________ occurs within the individual because of actual or perceived pressures from incompatible goals or expectations.

A) Intrapersonal conflict. D) Domestic conflict.B) Interpersonal conflict. E) Local conflict.C) Self-serving conflict.

Ans: A Page: 339 Type: Factual

206.Approach-approach conflict, avoidance-avoidance conflict, and approach-avoidance conflict are different types of __________.

A) Interpersonal conflict. D) Intersender conflict.B) Intrapersonal conflict. E) Interorganizational conflict.C) Intergroup conflict.



207.__________ occurs when a person must choose between two positive and equally attractive alternatives.

A) Retreat-advance conflict. D) Avoidance-approach conflict.B) Avoidance-avoidance conflict. E) Approach-approach conflict.C) Advance-retreat conflict.


208.Choosing between a valued promotion in the organization or a desirable new job with another firm is an example of __________.

A) Retreat-advance conflict. D) Avoidance-approach conflict.B) Avoidance-avoidance conflict. E) Approach-approach conflict.C) Advance-retreat conflict.


209.__________ occurs when a person must choose between two negative and equally unattractive alternatives.

A) Avoidance-avoidance conflict. D) Avoidance-approach conflict.B) Approach-approach conflict. E) Approach-avoidance conflict.C) Retreat-retreat conflict.


210.An example of __________ is being asked to accept a job transfer to another town in an undesirable location or to have one's employment with an organization terminated.

A) Avoidance-avoidance conflict. D) Avoidance-approach conflict.B) Approach-approach conflict. E) Approach-avoidance conflict.C) Retreat-retreat conflict.

Ans: A Page: 339 Type: Applied

211.__________ conflict occurs when a person must decide to do something that has both positive and negative consequences.

A) Avoidance-avoidance conflict. D) Retreat-retreat conflict.B) Approach-approach conflict. E) Avoidance-approach conflict.C) Approach-avoidance conflict.


212.Being offered a higher paying job whose responsibilities entail unwanted demands on one's personal time is an example of __________.

A) Avoidance-avoidance conflict. D) Retreat-retreat conflict.B) Approach-approach conflict. E) Avoidance-approach conflict.C) Approach-avoidance conflict.

Ans: C Page: 339 Type: Applied

213.__________ occurs between two or more individuals in opposition to each other.A) Self-serving conflict. D) Domestic conflict.


B) Interpersonal conflict. E) Intrapersonal conflict.C) Local conflict.


214.Two persons debating each other aggressively on the merits of two different proposed advertising campaigns is an example of __________.

A) Substantive intrapersonal conflict. D) Substantive interpersonal conflict.B) Substantive group conflict. E) Emotional intrapersonal conflict.C) Emotional interpersonal conflict.


215.Two persons continually in disagreement over each other's work attire is an example of __________.

A) Substantive intrapersonal conflict. D) Substantive interpersonal conflict.B) Substantive group conflict. E) Emotional intrapersonal conflict.C) Emotional interpersonal conflict.

Ans: C Page: 339-340 Type: Applied

216.__________ occurs among members of different teams or groups.A) Interpersonal conflict. D) Interorganizational conflict.B) Intergroup conflict. E) Extra-organizational conflict.C) Intragroup conflict.


217.Conflict between functional departments such as marketing and manufacturing is a common example of __________.

A) Interpersonal conflict. D) Interorganizational conflict.B) Intergroup conflict. E) Extra-organizational conflict.C) Intragroup conflict.

Ans: B Page: 340 Type: Applied

218.Use of cross-functional teams and task forces is one way of trying to minimize __________ and promote more creative and efficient operations.

A) Interpersonal conflict. D) Interorganizational conflict.B) Intragroup conflict. E) Extra-organizational conflict.C) Intergroup conflict.


219.__________ most commonly occurs in the context of the competition and rivalry that characterize firms operating the same markets.

A) Shared organizational conflict. D) Interorganizational conflict.B) Intraorganizational conflict. E) Extra-organizational conflictC) Cross-organizational conflict

Ans: D Page: 340 Type: Factual

220.All of the following are examples of interorganizational conflict EXCEPT:


A) Disagreements between unions and the organizations employing the union members.

B) Disagreements between government regulatory agencies and the organizations subject to their surveillance.

C) The battle between U.S. businesses and their global rivals.D) Disagreements with members of another work team.E) Disagreements between organizations and those who supply them with raw

materials.Ans: D Page: 340 Type: Applied

221.__________ results in positive benefits to individuals, the group, or the organization.A) Functional conflict. D) Natural conflict.B) Dysfunctional conflict. E) Process conflict.C) Practical conflict.


222.Functional conflict is also called __________.A) Practical conflict. D) Natural conflict.B) Efficient conflict. E) Effective conflict.C) Constructive conflict.


223.Which of the following is not a benefit of functional conflict?A) Functional conflict can bring important problems to the surface so they can be

addressed.B) Functional conflict can cause decisions to be considered carefully.C) Functional conflict can cause decisions to be reconsidered to ensure that the right

course of action is being followed.D) Functional conflict can decrease the amount of information used for decision

making.E) Functional conflict can offer opportunities for creativity that can improve

individual, team, or organizational performance.Ans: D Page: 341 Type: Applied

224.__________ works to the individual's, group's, or organization's disadvantage.A) Inappropriate conflict. D) Opposing conflict.B) Functional conflict. E) Contradictory conflict.C) Dysfunctional conflict.


225.Dysfunctional conflict is also called __________.A) Impractical conflict. D) Unnatural conflict.B) Inefficient conflict. E) Ineffective conflict.C) Destructive conflict.



226.The type of conflict that diverts energies, hurts group cohesion, promotes interpersonal hostilities, and overall creates a negative environment for workers is called __________.

A) Inappropriate conflict. D) Dysfunctional conflict.B) Inconsistent conflict. E) Contradictory conflict.C) Functional conflict.


227.Which of the following cultural differences can have a substantial impact on conflict?A) Time orientation. D) B and C.B) Individualism-collectivism. E) A, B, and C.C) Power distance.


228.Individuals who are not able to recognize and respect the impact of culture on behavior may contribute to the emergence of __________.

A) Constructive conflict. D) Appropriate conflict.B) Functional conflict. E) Useful conflict.C) Dysfunctional conflict.


229.The __________ may result from approaching a cross-cultural work situation with sensitivity and respect.

A) Advantages of constructive conflict.B) Disadvantages of constructive conflict.C) Disadvantages of functional conflict.D) Advantages of destructive conflict.E) Disadvantages of destructive conflict.


230.__________ occurs when the underlying reasons for a destructive conflict are eliminated.A) Conflict fortitude. D) Conflict judgment.B) Conflict reconciliation. E) Conflict determination.C) Conflict resolution.


231.The __________ process begins with a good understanding of the causes of conflict and recognition of the stage to which conflict has developed.

A) Conflict fortitude. D) Conflict judgment.B) Conflict reconciliation. E) Conflict determination.C) Conflict resolution.

Ans: C Page: 342-343 Type: Factual

232.__________ establish the conditions from which conflicts are likely to develop.A) Conflict antecedents. D) Felt conflicts.B) Perceived conflicts. E) Distinct conflicts.C) Manifest conflicts.



233.In the context of the stages of conflict, when the antecedent conditions become the basis for substantive or emotional differences between people or groups, the stage of __________ exists.

A) Felt conflict. D) Perceived conflict.B) Distinct conflict. E) Apparent conflict.C) Manifest conflict.


234.Conflict that is experienced as tension and motivates a person to take action to reduce feelings of discomfort is called __________.

A) Perceived conflict. D) Manifest conflict.B) Felt conflict. E) Apparent conflict.C) Distinct conflict.


235.When conflict is expressed openly in behavior, it is said to be __________.A) Felt conflict. D) Distinct conflict.B) Perceived conflict. E) Manifest conflict.C) Apparent conflict.


236.__________ is a superficial and often temporary form of conflict resolution.A) Leniency. B) Suppression. C) Neglect. D) Avoidance. E) Tolerance.Ans: B Page: 343 Type: Factual

237.Any manager should be sensitive to the influence of the __________ on future conflict episodes.

A) Perceived conflict. D) Manifest conflict.B) Felt conflict. E) Apparent conflict.C) Conflict aftermath.


238.Vertical conflict occurs between __________.A) Divisional levels. D) Hierarchical levels.B) Functional levels. E) Occupational levels.C) Work-group levels.


239.__________ commonly involves supervisor-subordinate disagreements over resources, goals, deadlines, or performance results.

A) Line-staff conflict. D) Horizontal conflict.B) Upright conflict. E) Vertical conflict.C) Bureaucratic conflict.



240.__________ occurs between persons or groups at the same hierarchical level.A) Horizontal conflict. D) Line-staff conflict.B) Role conflict. E) Bureaucratic conflict.C) Vertical conflict.


241.__________ commonly involve goal incompatibilities, resource scarcities, or purely interpersonal factors.

A) Bureaucratic conflicts. D) Hierarchical conflicts.B) Cross-diagonal conflicts. E) Vertical conflicts.C) Horizontal conflicts.


242.__________, a common variation of horizontal conflict, often involves disagreements over who has authority and control over certain matters such as personnel selection and termination patterns.

A) Role conflict. D) Bureaucratic conflict.B) Vertical conflict. E) Cross-diagonal conflict.C) Line-staff conflict.


243.__________ occur when the communication of task expectations proves to be inadequate or upsetting.

A) Vertical conflicts. D) Role conflicts.B) Horizontal conflicts. E) Bureaucratic conflicts.C) Hierarchical conflicts.


244.Disputes and open disagreements may erupt among units and people when __________ ishigh.

A) Workflow independence. D) Realm clarity.B) Workflow interdependence. E) Domain dominance.C) Workflow clarity.


245.__________ involve misunderstandings over such things as customer jurisdiction or scope of authority.

A) Domain ambiguities. D) Realm uncertainties.B) Field uncertainties. E) Specialty ambiguities.C) Area ambiguities.


246.__________ is a likely cause of conflict in organizations that are experiencing downsizing or financial difficulties.

A) Resource abundance. D) Power asymmetries.


B) Resource asymmetries. E) Value asymmetries.C) Resource scarcity.


247.__________ in work relationships exist when interdependent people or groups differ substantially from one another in status and influence or in values.

A) Ethical conundrums. D) Power or value asymmetries.B) Desirability asymmetries. E) Usefulness uncertainties.C) Advantage asymmetries.


248.Indirect conflict management approaches, which share the common ground of avoiding direct dealings with personalities, include all of the following EXCEPT:

A) Reduced interdependence.B) Appeals to common goals.C) Hierarchical referral.D) Alterations in the use of mythology and scripts.E) Interpersonal engagement.


249.__________ reduces workflow interdependence by taking action to eliminate or reduce the required contact between conflicting parties.

A) Coupling. D) Avoidance.B) Disenfranchising. E) Decoupling.C) Disentangling.


250.__________ by building inventory is a commonly used indirect conflict management approach to reduce interdependence when the outputs of one group are the inputs of another group.

A) Hoarding. D) Unlinking.B) Conservation. E) Asset management.C) Buffering.


251.People working in roles such as project liaison can serve as __________ to reduce interdependence between groups such as engineering and sales that are prone to conflict.

A) People connectors. D) Buffering agents.B) Linking pins. E) Accommodators.C) Conflict dialoguers.


252.The indirect conflict management technique of __________ can focus the attention of potentially conflicting parties on one mutually desirable conclusion.

A) Reduced interdependence.B) Appeals to common goals.


C) Hierarchical referral.D) Alterations in the use of mythology and scripts.E) Interpersonal avoidance.


253.Resolving conflict through __________ can be difficult to achieve when prior performance is poor and individuals or groups disagree over how to improve performance.

A) Reduced interdependence.B) Hierarchical referral.C) Alterations in the use of mythology and scripts.D) Appeals to common goals.E) Interpersonal avoidance.


254.__________ makes use of the chain of command for conflict resolution.A) Bureaucratic referral. D) Hierarchical referral.B) Administrative referral. E) Managerial referral.C) Organizational referral.


255.__________ may not work effectively when managers who are removed from day-to-dayaffairs fail to diagnose the real causes of the conflict.

A) Reduced interdependence.B) Hierarchical referral.C) Alterations in the use of mythology and scripts.D) Appeals to common goals.E) Interpersonal avoidance.


256.__________ may not work effectively because busy managers may consider most conflicts to be the result of poor interpersonal relations and may consequently act quicklyto replace a person with a perceived personality problem.

A) Reduced interdependence.B) Alterations in the use of mythology and scripts.C) Appeals to common goals.D) Interpersonal avoidance.E) Hierarchical referral.


257.__________ are behavioral routines for resolving conflict that become part of the organization's culture.A) Scripts. B) Metaphors. C) Analogies. D) Dramas. E) Rites.Ans: A Page: 346 Type: Factual

258.An example of __________ is a monthly meeting of departments heads which is held


presumably for purposes of coordination and problem solving but actually becomes a polite forum for superficial agreement.A) Metaphors. B) Analogies. C) Scripts. D) Dramas. E) Rites.Ans: C Page: 346 Type: Applied

259.Direct conflict management approaches are determined on the basis of the conflicting parties' relative emphasis on __________ and __________ in the relationship.

A) Satisficing … optimizing. D) Formality…informality.B) Cooperativeness … assertiveness. E) Task needs … maintenance needs.C) Command … control.


260.In assessing conflict management styles, __________ refers to the desire to satisfy another party's needs and concerns.

A) Assertiveness.B) Best alternative to a negotiated agreement.C) Cooperativeness.D) Alternative dispute resolution.E) Intensity of conflict.


261.In assessing conflict management styles, __________ refers to the desire to satisfy one's own needs and concerns.

A) Assertiveness.B) Best alternative to a negotiated agreement.C) Cooperativeness.D) Alternative dispute resolution.E) Intensity of conflict.


262.__________ is preferred to gain true conflict resolution when time and cost permit.A) Collaboration and problem solving. D) Accommodation.B) Avoidance. E) Compromise.C) Authoritative command.


263.__________ may be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective.

A) Collaboration and problem solving. D) Accommodation.B) Avoidance. E) Compromise.C) Authoritative command.


264.__________ may be used when quick and decisive action is vital or when unpopular actions must be taken.

A) Collaboration and problem solving. D) Accommodation.B) Avoidance. E) Compromise.


C) Authoritative command.Ans: C Page: 346 Type: Applied

265.__________ may be used when issues are more important to others than to yourself or when you want to build “credits” for use in later disagreements.



266.__________ may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.



267.__________ conflict occurs when no one gets what he/she wants, while the underlying reasons for conflict remain unaffected and a similar conflict is likely to occur in the future.A) Lose-lose. B) Win-lose. C) Win-win. D) Satisficing. E) Optimizing.Ans: A Page: 346 Type: Factual

268.The conflict management style of __________ involves being uncooperative and unassertive. This style is characterized by downplaying disagreement, withdrawing from the situation, and/or staying neutral at all costs.

A) Avoidance. D) Compromise.B) Accommodation. E) Collaboration.C) Competition.

Ans: A Page: 346-347 Type: Factual

269.Suppose that a manager responds to a disagreement between subordinates by saying: “I don't want to get in the middle of your personal disputes.” This manager is using which conflict management style?

A) Avoidance. D) Collaboration.B) Authoritative command. E) Unassertive.C) Accommodation.

Ans: A Page: 346-347 Type: Applied

270.The conflict management style of __________ involves being cooperative and unassertive. This style is characterized by letting the wishes of others rule, and smoothingover or overlooking differences to maintain harmony.


Ans: B Page: 346-347 Type: Factual


271.Smoothing is another label for the direct conflict management approach of __________.A) Avoidance. D) Compromise.B) Competition. E) Collaboration.C) Accommodation.


272.Ken is being cooperative but unassertive with his employees during a conflict situation. He tries to smooth over their differences but it only produces a false sense of harmony among them. Ken is using which conflict management style?

A) Avoidance. D) Compromise.B) Competition. E) Collaboration.C) Accommodation.

Ans: C Page: 346-347 Type: Applied

273.The conflict management style of __________ involves being moderately cooperative and assertive. This style is characterized by bargaining for “acceptable” solutions where each party wins a bit and loses a bit.


Ans: D Page: 346-347 Type: Factual

274.Whenever he is involved in a disagreement, Harry tries to partially satisfy both his concerns and the other party's concerns through bargaining and appropriate trade-offs. Harry uses which conflict management style?

A) Avoidance. D) Compromise.B) Competition. E) Collaboration.C) Accommodation.

Ans: D Page: 346-347 Type: Applied

275.When conflict management results in one party achieving its desires and the other party not achieving its desires, a __________ conflict will occur.A) Win-win. B) Win-lose. C) Satisficing. D) Lose-lose. E) Neutral.Ans: B Page: 347 Type: Factual

276.The conflict management style of __________ involves being uncooperative and assertive. This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing through the exercise of authority.



277.__________ occurs when one party achieves a victory through force, superior skill, or domination.


A) Competition. D) Authoritative command.B) Avoidance. E) Compromise.C) Collaboration.


278.__________ occurs when a formal authority simply dictates a solution and specifies whatis gained and what is lost by whom.

A) Competition. D) Authoritative command.B) Avoidance. E) Compromise.C) Collaboration.


279.Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style?

A) Competition. D) Accommodation.B) Avoidance. E) Compromise.C) Collaboration.


280.When conflict is resolved through a blend of both high cooperativeness and high assertiveness, it is called a(n) __________ conflict resolution.A) Win-lose. B) Win-win. C) Neutral. D) Lose-lose. E) Optimizing.Ans: B Page: 347 Type: Factual

281.The conflict management style of __________ involves being both cooperative and assertive. This style is characterized by trying to fully satisfy everyone's concerns by working through differences and finding and solving problems so that everyone gains.



282.__________ involves recognition that something is wrong and needs attention through __________.

A) Avoidance … performance review. D) Compromise … role reversal.B) Accommodation … negotiation. E) Collaboration … problem solving.C) Competition … problem solving.


283.Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict managementstyle?

A) Competition. D) Accommodation.B) Avoidance. E) Compromise.


C) Collaboration.Ans: C Page: 347 Type: Applied

284.Which of the following outcomes should be achieved by a win-win solution?A) The solution should achieve both parties' goals.B) The solution should be acceptable to both parties.C) The solution should establish a process whereby all parties are responsible for

being open and honest about facts and feelings.D) A and B.E) A, B, and C.


285.__________ is the process of making joint decisions when the parties involved have different preferences.

A) Mediation. D) Intervention.B) Consideration. E) Arbitration.C) Negotiation.


286.__________ is especially useful in work settings as a method of resolving a variety of disagreements.

A) Negotiation. D) Meditation.B) Forcing. E) Friendliness.C) Intervention.


287.Two important goals must be considered in negotiation. These goals are __________.A) Substantive goals and emotional goals.B) Statutory goals and discretionary goals.C) Interpersonal goals and intrapersonal goals.D) Substance goals and relationship goals.E) Direct goals and indirect goals.


288.__________ deal with outcomes that relate to the “content” issues under negotiation.A) Relationship goals. D) Discretionary goals.B) Substance goals. E) Material goals.C) Object goals.


289.The dollar amount of a wage agreement in a collective bargaining situation is an example of a(n) __________.

A) Emotional goal. D) Substance goal.B) Discretionary goal. E) Article goal.C) Relationship goal.



290.__________ deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process in concluded.

A) Process goals. D) Collaborative goals.B) Substance goals. E) Statutory goals.C) Relationship goals.


291.An example of a(n) __________ is the ability of union members and management representatives to work together effectively after a contract dispute has been settled.

A) Emotional goal. D) Substance goal.B) Discretionary goal. E) Article goal.C) Relationship goal.


292.__________ negotiation occurs when substance issues are resolved and working relationships are maintained or even improved.A) Effective. B) Decisive. C) Collaborative. D) Conclusive. E) Efficient.Ans: A Page: 348 Type: Factual

293.To maintain good working relationships in negotiations, managers and other involved parties should strive for __________.

A) Self-interested outcomes. D) The threshold of legal acceptability.B) Community acceptance. E) Social legitimacy.C) High ethical standards.


294.Pursuing ethical standards in negotiations may be side tracked by an overemphasis on __________.

A) Stewardship. D) Community interests.B) Self-interests. E) Social responsibility.C) Organizational interests.


295.Which of the following statements regarding ethical negotiations is accurate?A) The negotiating parties often try to rationalize questionable ethics as unavoidable,

harmless, or justified, but these rationalizations are offset by long-run negative consequences.

B) The unethical negotiating party may become a target of revenge.C) Unethical negotiating actions may become habitual.D) B and C.E) A, B, and C.


296.The manager negotiates directly with one other person in __________.


A) Intergroup negotiation. D) Group negotiation.B) Constituency negotiation. E) Intragroup negotiation.C) Two-party negotiation.


297.In __________, the manager is part of a team or group whose members are negotiating toarrive at a common decision.

A) Group negotiation. D) Intergroup negotiation.B) Two-party negotiation. E) Constituency negotiation.C) Intragroup negotiation.


298.In __________, the manager is part of a group that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both.

A) Group negotiation. D) Intergroup negotiation.B) Two-party negotiation. E) Constituency negotiation.C) Intragroup negotiation.


299.In __________, the manger is involved in negotiation with other persons, with each partyrepresenting a broader constituency.

A) Intergroup negotiation. D) Group negotiation.B) Constituency negotiation. E) Intragroup negotiation.C) Two-party negotiation.


300.Which of the following cultural differences can have a substantial impact on negotiations?

A) Time orientation. D) All of the above.B) Individualism-collectivism. E) None of the above.C) Power distance.


301.Which of the following statements about American and Chinese cultural differences in negotiation is accurate?

A) When American businesses try to negotiate quickly with their Chinese counterparts, they often do so with the goal of getting definitive agreements that will govern a working relationship.

B) The Chinese approach to negotiation typically displays reluctance to commit everything to writing and anticipates that any agreement reached will be subject to modification as future circumstances may require.

C) A typical Chinese approach to negotiation might move quite slowly and require the development of good interpersonal relationships prior to reaching any agreement.

D) A and C.E) A, B, and C.



302.__________ focuses on positions staked out or declared by the parties involved who are each trying to claim certain portions of the available pie.

A) Integrative negotiation. D) Consolidating negotiation.B) Distributive negotiation. E) Process negotiation.C) Good-faith negotiation.


303.__________ focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it.

A) Integrative negotiation. D) Consolidating negotiation.B) Distributive negotiation. E) Process negotiation.C) Good-faith negotiation.


304.Principled negotiation is another name for __________.A) Process negotiation. D) Good-faith negotiation.B) Distributive negotiation. E) Consolidated negotiation.C) Integrative negotiation.


305.In the __________ approach to negotiation, participants would ask: “Who is going to get this resource?”A) Integrative. B) Distributive. C) Common. D) Ethical. E) Collaborative.Ans: B Page: 350 Type: Applied

306.__________ distributive negotiation takes place when each party holds out to get its own way.A) Soft. B) Hard. C) Direct. D) Indirect. E) Integrative.Ans: B Page: 350 Type: Factual

307.__________ distributive negotiation takes place when one party is willing to make concessions to the other to get things over with.A) Indirect. B) Hard. C) Direct. D) Integrative. E) Soft.Ans: E Page: 350 Type: Factual

308.In a two-party negotiation, the __________ refers to the smallest outcome that one party is willing to accept and the __________ refers to the largest outcome that the other party is prepared to eventually offer.

A) Minimum reservation point … maximum reservation point.B) Maximum reservation point … minimum reservation point.C) Adequate reservation point … maximum reservation point.D) Minimum reservation point … adequate reservation point.E) Minimum reservation point … reservation break point.



309.The __________ is the range between one party's minimum reservation point and the other party's maximum reservation point in a negotiating situation.

A) Consolidating zone. D) Determination zone.B) Bargaining zone. E) Transaction zone.C) Indifference zone.


310.Which of the following characteristics does NOT correctly describe the conduct of a classic two-party negotiation?

A) A minimum reservation point is one negotiator's minimum acceptable outcome.B) A maximum reservation point is the other negotiator's maximum acceptable

outcome.C) A key task for any negotiator is to discover the other party's reservation point.D) The bargaining zone is the difference between one negotiator's minimum

reservation point and the other party's maximum reservation point.E) Negotiations can proceed effectively when a negative bargaining zone exists.


311.All but one of the following statements about the bargaining zone in a classic two-party negotiation are accurate. Which statement is NOT accurate?

A) A positive bargaining zone exists whenever the reservation points of the two bargaining parties overlap.

B) A negative bargaining zone exists whenever the reservation points of the two bargaining parties do not overlap.

C) When a positive bargaining zone exists, there is room for true negotiation.D) When a negative bargaining zone exists, there is room for true negotiation.E) A key task for any negotiator is to discover the other party's reservation point.


312.In the __________ approach to negotiation, participants would ask: “How can the resource be best utilized?”A) Integrative. B) Distributive. C) Common. D) Ethical. E) Collaborative.Ans: A Page: 351 Type: Applied

313.__________ may involve selective avoidance, in which both parties realize that there are more important things on which to focus their time and attention.

A) Integrative negotiation. D) Ethical negotiation.B) Distributive negotiation. E) Collaborative negotiation.C) Common negotiation.


314.__________ can play a role in integrative negotiation when each party gives up something of perceived lesser value to gain something of greater value.

A) Avoidance. D) Competing.B) Accommodation E) Collaboration.C) Compromise.



315.Integrative negotiation can involve true __________, in which the negotiating parties engage in problem solving to arrive a mutual agreement that maximizes benefits to each.

A) Avoidance. D) Competing.B) Accommodation E) Collaboration.C) Compromise.

Ans: E Page: 351-352 Type: Factual

316.Gaining truly integrative agreements rests on which set of factors?A) Friendly interpersonal relationships, constructive task roles, and good information.B) Supportive attitudes, constructive behaviors, and good information.C) Supportive attitudes and values.D) Constructive plans and cooperative behaviors.E) Good information, ethical values, and effective maintenance roles.


317.In capitalizing on attitudinal foundations to gain a truly integrative agreement, each party to the negotiation must __________.

A) Approach the negotiation with a willingness to trust the other party.B) Convey a willingness to share information with the other party.C) Show a willingness to ask concrete questions of the other party.D) A and B above.E) A, B, and C above.


318.All of the following are important behavioral foundations for gaining integrative agreements EXCEPT:

A) The ability to separate the people from the problem in order to prevent emotional considerations from affecting the negotiations.

B) The ability to focus on positions rather than interests.C) The ability to avoid making premature judgments.D) The ability to keep the acts of alternative creation separate from their evaluation.E) The ability to judge possible agreements on an objective set of criteria or standards.

Ans: B Page: 352-353 Type: Factual

319.Which of the following attitudinal and informational foundations are essential to achieving an integrative agreement?

A) Each negotiating party should be willing to trust, share information with, and ask reasonable questions of the other party.

B) Each party should know what is really important to them and should find out what is really important to the other party.

C) Each party should be willing to sacrifice and compromise.D) Alternatives A and B are correct.E) Alternatives B and C are correct.

Ans: D Page: 352-353 Type: Factual


320.The best alternative to a negotiated agreement (BANTA) requires that each party to the negotiation know __________.

A) How to place the responsibility for failure on a third party.B) What he or she will do to receive personal credit for rescuing the situation.C) What he or she will do if an agreement cannot be reached.D) How to manipulate the other party's statements.E) How to create a confusing atmosphere.


321.A negotiator's personal __________ addresses the question: “What will I do if an agreement cannot be reached?”

A) Plea for negotiated mercy (PNM)B) Plan for political compromise (PPC)C) Best method of saving face (BMSF).D) Best alternative to a negotiated agreement (BATNA).E) Loss prevention plan (LPP).


322.__________ is the tendency in negotiations to stake out your position based on the assumption that in order to gain your way, something must be subtracted from the other party's way.

A) The myth of the fixed pie. D) The telling problem.B) Escalating commitment. E) The selling problem.C) Overconfidence.


323.The negotiating pitfall of __________ occurs when people become committed to their demands and are reluctant to back down once the demands have been stated.



324.The negotiation pitfall of __________ occurs when negotiators believe that their positions are the only correct ones.



325.Negotiations can break down because of a __________, wherein the parties don't really talk to one another, at least not in the sense of making themselves truly understood.

A) Telling problem. D) Hearing problem.B) Selling problem. E) Cognitive problem.C) Perceptual problem.



326.Negotiations can break down because of a __________, wherein the parties are unwillingor unable to listen well enough to understand what each other is saying.

A) Telling problem. D) Hearing problem.B) Selling problem. E) Cognitive problem.C) Perceptual problem.


327.In __________, a neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes.

A) Compromise. D) Collaboration.B) Hierarchical referral. E) Goal displacement.C) Alternative dispute resolution.


328.Alternative dispute resolution can be implemented through __________ and __________.A) Arbitration … facilitation. D) Consideration … mediation.B) Arbitration … mediation. E) Accommodation … arbitration.C) Facilitation … mediation.


329.In __________, a neutral third party acts as a judge with the power to issue a decision that is binding on all parties.

A) Negotiation. D) Facilitation.B) Mediation. E) Consideration.C) Arbitration.


330.In __________, a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument.

A) Consideration. D) Negotiation.B) Facilitation. E) Mediation.C) Arbitration.


331.What is conflict? In what ways are managers involved with conflict?Ans: Conflict occurs whenever disagreements exist in a social situation over issues of

substance or whenever emotional antagonisms create frictions between individuals or groups. Managers can spend considerable time dealing with conflict, including conflicts in which the manager or leader is directly involved as one of the principal actors. In other situations, the manger may act as a mediator, or third party, whose job it is to resolve conflicts between other people. In all cases, a manager must be comfortable with the interpersonal conflict. This includes being able to: (a) recognize situations that have the potential for conflict, and (b) deal with them in ways that will best serve the needs of both the organization and the people


involved.

332.What is the difference between functional conflict and dysfunctional conflict?Ans: Functional conflict results in positive benefits to individuals, the group, or the

organization. Functional conflict can bring important problems to the surface so they can be addressed. It can cause decisions to be considered carefully and perhaps reconsidered to ensure that the right course of action is being followed. It can increase the amount of information used for decision making. Functional conflict also offers opportunities for creativity that can improve individual, team, ororganizational performance. Dysfunctional conflict works to the individual's, the group's, or the organization's disadvantage. It diverts energies, hurts group cohesion, promotes interpersonal hostilities, and creates a negative environment forworkers.

333.In the context of direct conflict management approaches, what are assertiveness and cooperativeness? How are assertiveness and cooperativeness related to each of the five basic direct conflict management approaches?

Ans: The five basic conflict management approaches are a function of different combinations of assertiveness and cooperativeness. Assertiveness involves the attempt to satisfy one's own concerns; it is typically characterized at two levels –– unassertive and assertive. Cooperativeness involves the attempt to satisfy the other party's concerns, and is typically described in terms of uncooperative versus cooperative. The five basic direct conflict management approaches and their relationships to assertiveness and cooperativeness are:• Avoidance –– unassertive and uncooperative.• Accommodation or smoothing –– unassertive and cooperative.• Compromise –– moderate assertiveness and moderate cooperativeness.• Competition and authoritative command –– assertive and uncooperative.• Collaboration and problem solving –– assertive and cooperative.

334.What is negotiation? What are the two primary goals in the negotiation process? Provide an example of each type of goal. In the context of these goals, when is negotiation effective?

Ans: Negotiation is the process of making joint decisions when the parties involved havedifferent preferences. The two primary goals in the negotiation process are substance goals and relationship goals. Substance goals deal with outcomes that relate to the “content” issues under negotiation. A dollar amount of a wage agreement in a collective bargaining situation is an example of a substance goal. Relationship goals deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded. An example of a relationship goal is the ability of union members and management representatives to work together effectively after a contract dispute has been settled. Effective negotiation occurs when substance issues are resolved and working relationships are maintained or even improved.


335.Explain the basic nature and likely results of distributive negotiation and integrative negotiation?

Ans: In distributive negotiation, the participants are wrestling with the question: “Who isgoing to get this resource?” Distributive negotiation is usually “hard” or “soft” –– and neither one yields optimal results. “Hard” distributive negotiation takes place when each party holds out to get its own way. “Hard” distributive negotiation leads to competition, thereby resulting in attempts at dominance and the pursuit of self-interests. “Soft” distributive negotiation takes place when one party is willing to make concessions to the other party in order to conclude the negotiations. The “soft” approach leads to accommodation or compromise, with the potential for some latent dissatisfaction developing.In integrative negotiation, participants would ask: “How can the resource best be utilized? Integrative negotiation is less confrontational than distributive negotiationand seeks to achieve a win-win solution. At one extreme, integrative negotiation may involve selective avoidance, wherein both participants realize that there are more important things on which to focus their time and attention. Integrative negotiation may also involve compromise with each participant giving up something of perceived lesser value to gain something of greater value. At the opposite extreme, integrative negotiation may involve true collaboration in which the negotiating parties engage in problem solving to arrive at a mutual agreement that maximizes benefits to each.

chapter 15- conflict and negotiation

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