Chapter 25

Question 1

Conflict:

Answer 1

occurs when one party perceives that its interests are being
opposed or negatively affected by another party.

Question 2

Initially, experts believed all conflict was

Answer 2

bad. Conflict
had to be avoided or quickly resolved

Question 3

conflict is

Answer 3

nevitable and
managers need to learn to live with it

Question 4

Functional Conflict

Answer 4

Constructive or cooperative conflict characterized by
consultative interactions, a focus on the issues, mutual respect and
useful give and take

Question 5

Dysfunctional conflict

Answer 5

Conflict that is detrimental to organizational goals
and objectives and threatens an organization’s interests.

Question 6

The less conflict there is, the better it is for the organization.

Answer 6

X

Question 7

All conflicts are dysfunctional.

Answer 7

X

Question 8

Organizations can suffer from too little conflict.

Answer 8

O

Question 9

Too much conflict can be negative for organizational
performance.

Answer 9

O

Question 10

Integrating: Win-Win

Answer 10

People confront the issue and cooperatively
identify the problem, generate and evaluate
alternatives, and select a solution
- Appropriate for
- complex issues;
- when time and resources are available for
problem solving;
- when resources possessed by both parties
are needed to solve the problem
- Strength: deals with underlying problem
- Weakness: time consuming; resource needed
Win-Win

Question 11

Avoiding: Lose-Lose

Answer 11

• Passive withdrawal from problem or active
  suppression of the issue
• Appropriate:
• for trivial issues;
• when costs of confrontation outweigh
  benefits of resolving conflict;
• when cooling-off period is needed
• Strength: buys time
• Weakness: temporary fix and sidesteps
  underlying problem

Question 12

Obliging: Lose-Win

Answer 12

Low concern for the self and a great concern for
others
- Appropriate:
- when you think you may be wrong;
- when the issue is more important to the other
party;
- when you are willing to give up something in
exchange for something else;
- when preserving relationship is important
- Strength: enhances cooperation
- Weakness: temporary fix; may not fix underlying
problem
Lose-Win

Question 13

Dominating: Win-Lose

Answer 13

“I win, you lose” tactics.
- Often called forcing
- Often relies on formal authority to
force compliance.
- Appropriate:
- when a deadline is near;
- when an unpopular solution must
be implemented;
- when the other party lacks
expertise to make decisions
- Strength: speed
- Weakness: breeds resentment

Question 14

Compromising

Answer 14

Compromising
- A moderate concern for both self and others
- Appropriate:
- when opposing parties have opposite goals or equal power;
- when consensus cannot be reached;
- temporary solution to a complex problem is needed
- Strength: everyone gets something
- Weakness: temporary fix that can stifle problem solving

Question 15

Integrating strategy in handling conflicts
* It is appropriate for complex issues

Answer 15

O

Question 16

Integrating strategy in handling conflicts:
It is appropriate when time is available for problem solving.

Answer 16

true

Question 17

Integrating strategy in handling conflicts:

It is appropriate when resources possessed by both parties are
needed to solve the problem

Answer 17

True

Question 18

The ____ conflict handling strategy is characterized by high
concern for others and high concern for self.
o Integrating
o Obliging
o Avoiding
o Dominating

Answer 18

Integrating

Question 19

The avoiding conflict handling style is characterized by:
o High concern for self and low concern for others
o High concern for others and low concern for self
o Low concern for others and low concern for self
o Moderate concern for self and others
Test your Knowledge

Answer 19

o Low concern for others and low concern for self

Question 20

Nate is a manager at a small appliance store. He is
working with an unhappy customer who is yelling at him.
Nate’s policy on handling customer complaints is to give
the customer what they want even at a cost to the
company. This represents the _________ handling style.
o integrating
o obliging
o avoiding
o dominating
Test your Knowledge

Answer 20

Obliging

Question 21

Intragroup Conflict: Process Conflict

Answer 21

• How to process task (“how”)
• Duty assignment, responsibility to each member
• Hinder effective performance if continued

+how to do this, how we’re achieving this, who will be responsible for what, think group projects

Question 22

Intragroup Conflict: Task Conflict

Answer 22

• Different viewpoints in task content and goals (“what”)
• No interpersonal negative emotions
• Beneficial to performance, benefit from different opinions, improve
  decision quality

+different thoughts on the task, what the goal is, think elphaba and Glinda

Question 23

Intragroup Conflict: Relationship Conflict

Answer 23

• Interpersonal incompatibilities
• Interpersonal negative emotions (friction, dislike, annoyance,
  irritation)
• Detrimental to performance, less effective work, suboptimal products

+HATRED, DISLIKE, ANNOYANCE

Question 24

Mark’s group tends to experience a great deal of
conflict regarding how to process tasks and who is
responsible for which task. According to Jehn and
Mannix (2001), this is known as __________ conflict.
o process
o task
o relationship

Answer 24

process

Question 25

Which type of conflict should be managed at a low level throughout a project to support team performance? o Relationship conflict o Task conflict o Process conflict

Answer 25

relationship conflict

Question 26

relationship conflict is always...

Answer 26

bad and kept low

Question 27

process conflict is beneficial at

Answer 27

the beginning and the end

Question 28

Negotiation

Answer 28

A process of a joint decision making made by two or more parities to resolve their conflicting interests

Question 29

Negotiation Situations

Answer 29

o Belief that conflicting interests exist. o Communication between parties is possible. o Parties often have incomplete knowledge about each other’s interests. o Parties seek to maximize their utility.

Question 30

ZOPA

Answer 30

Zone Of Possible Agreement

Question 31

case 1 explained

Answer 31

car dealership: buyer: 20k-22k seller: 21k-30k ZOPA: 21k-22k

Question 32

case 2 explained

Answer 32

Car dealership: buyer: 15k-20k seller: 21k-30k ZOPA: none

Question 33

The “Must Have’s” for successful Negotiation

Answer 33

* Target Point (Goals/Aspirations) * BATNA (Best Alternative to a Negotiated Agreement) * Reservation (Resistance) Point

Question 34

Target Point/Price (Goals/Aspirations)

Answer 34

- the outcome which constitute the “ideal” best possible situation.

Question 35

What is the Target Point of this buyer? Test your knowledge Buyer: Buy at $20K-$25K

Answer 35

$20k

Question 36

What is the Target Point of this seller? Test your knowledge Seller: Sell at $5-$10

Answer 36

$10

Question 37

BATNA (Best Alternative To a Negotiated Agreement)

Answer 37

“If your negotiation fails, what will you do?” - Your BATNA is an important source of power. - Having a good BATNA increases your negotiating power. If you know you have a good alternative, you do not need to concede as much. - Counterparts’ perceptions of your BATNA are also very important 36 The “Must Have’s” for successful Negotiation

Question 38

Reservation (Resistance) Point/Price

Answer 38

Your “bottom line” and the minimum a negotiator is willing to accept. - The point at which you are indifferent to whether you achieve a negotiated agreement or walk away – anything worse than the reservation price, and you walk away - Reservation price not equal to BATNA

Question 39

Sam has just gotten a job at Buckeye Corporation and is preparing for his salary negotiation. Sam hopes to negotiate a salary of $80,000. He has decided that, if the company offer him less than $60,000, he is walking away from the job offer and, instead, will go to work for his best friend who has mentioned that he may have a place for Sam in his company. In the above case, which is target point, BATNA, and reservation point?

Answer 39

The $80,000 in this case is Sam’s target point;  the $60,000 is his reservation point; and  the job at his friend’s company is his BATNA

Question 40

Distributive Strategy / Outcome

Answer 40

The competitive bargaining to pursue direct goal for the party A “Fixed” Pie approach (claiming a slice of the pie) * Win-Lose approach * Dividing a fixed amount of resources.

Question 40

Integrative Strategy / Outcome

Answer 40

The problem solving and creative process for better options A “Enlarging” Pie approach (creating a larger pie) * Win-Win approach * Seeks to create value and mutual gain (more collaborative) Distributive vs. Integrative Negotiation

Question 41

The distributive approach assumes that the amount of outcomes obtainable from the negotiation is fixed

Answer 41

true

Question 42

In an integrative approach, negotiators seek to create value before dividing it.

Answer 42

true

Question 43

In an integrative approach, negotiators share their interests to see if there are ways to expand the value obtainable from the negotiation.

Answer 43

true

Question 44

In an integrative approach, information shared by one party can be used by the other party to their benefit

Answer 44

true

Question 45

Conflict overview

Answer 45

 too much or too little conflict o Conflict Resolution  different approaches o Types of Conflict  relationship, task, process; when to facilitate eac