Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Behavior in Organizations > Chapter 10 - Conflict and Negotiation in the Workplace Revised > Flashcards

Chapter 10 - Conflict and Negotiation in the Workplace Revised Flashcards

1
Q

List 6 structural sources of conflict

A
  1. Goal incompatibility
  2. Differentiation
  3. High task interdependence
  4. Scarce resources
  5. Ambiguous rules
  6. Communication problems
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What occurs when the goals of one person seem to interfere with another person’s goals?

A

Goal incompatibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What occurs when there are differences among people and work units regarding their training, values, beliefs, and experiences?

A

Differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

True or False:

Differentiation occurs when 2 people agree on a common goal but they have different beliefs on how to achieve the goal

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What refers to the extent to which employees must share materials, information, or expertise to perform their jobs?

A

Task interdependence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Fill in the Blanks:

The risk of conflict _______ with the level of interdependence

A

Increases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Which type of interdependence has a higher risk of conflict?

A

Reciprocal interdependence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Which type of interdependence has a lower risk of conflict?

A

Pooled interdependence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What occurs when individuals operate independently except for reliance on common resources or authority?

A

Pooled interdependence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Why do scarce resources generate conflict?

A

People tend to undermine others who need the same resource to fulfill their goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What does ambiguous mean?

A

Unclear

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Why do ambiguous rules lead to conflict?

A

Uncertainty increases the risk that one party intends to interfere with the other party’s goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Why do communication problems lead to conflict?

A

There is a lack of opportunity, ability, or motivation to communicate effectively

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What is a process in which one party perceives that its interests are being opposed or negatively affected by another party?

A

Conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the 2 types of conflict?

A
  1. Task-related conflict

2. Relationship conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What occurs when people focus their discussion around the issue while showing respect for people with other points of views?

A

Task-related conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What does task-related conflict focus on?

A

Task issues

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What are 3 benefits of keeping task-related conflict focused on task issues?

A

It helps recognize problems, identify solutions, and understand the task better

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What does task-related conflict tend to produce?

A

Some negative emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What does task-related conflict tend to require?

A

Emotional labor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What can task-related conflict lead to if it is managed properly?

A

Constructive conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What does constructive conflict lead to?

A

Better performance and more innovative problem solving

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What does relationship conflict focus on?

A

Interpersonal differences between opponents

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What occurs when people focus on characteristics of other individuals, rather than on the issues, as the source of conflict?

A

Relationship conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What is relationship conflict viewed as?

A

A personal attack

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What does relationship conflict attempt to undermine?

A

Another person’s competence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What is threatened by relationship conflict?

A

Self-esteem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What 2 processes does relationship conflict oppose?

A

Self-enhancement and self-verification processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is often produced by relationship conflict?

A

Intense negative emotions and defense mechanisms

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

List 3 things that relationship conflict promotes

A
  1. Perceptual biases and distorted information processing
  2. A competitive orientation
  3. Less constructive and more hostile behaviors
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

What is reduced by relationship conflict?

A

Mutual trust

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Why does relationship conflict reduce mutual trust?

A

It emphasizes interpersonal differences that ruin the bonds between people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Which type of conflict escalates more easily?

A

Relationship conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Why does relationship conflict escalate more quickly than task-related conflict?

A

The adversaries become less motivated to communicate and share information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Fill in the Blank:

We should _______ task-related conflict and _______ relationship conflict

A
  1. Encourage

2. Minimize

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

List 3 attributes that minimize the level of relationship conflict

A
  1. Emotional intelligence and emotional stability
  2. Cohesive team
  3. Supportive team norms
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

When is relationship conflict less likely to occur?

A

When there is high emotional intelligence and stability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

List 3 characteristics of employees with higher emotional intelligence and stability

A
  1. They regulate their emotions better
  2. They are more empathetic
  3. They practice perspective taking
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

What is the act of perceiving a situation or understanding a concept from an alternative point of view?

A

Perspective taking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

List 2 characteristics of highly cohesive teams

A
  1. There is mutual trust and more latitude

2. They are motivated to minimize escalation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

List 3 characteristics of supportive team norms

A
  1. Constructive conflict
  2. Discourage inappropriate behaviors
  3. Positive approach v. fault-finding
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

List the 4 phases of the conflict process model

A
  1. Sources of conflict
  2. Conflict perceptions and emotions
  3. Manifest conflict
  4. Conflict outcomes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What does the conflict process model begin with?

A

The sources of conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

What do sources of conflict lead to?

A

Conflict perceptions and emotions

45
Q

What do conflict perceptions and emotions produce?

A

Manifest conflict

46
Q

What is manifest conflict?

A

The decisions and behaviors of one party towards another

47
Q

What causes manifest conflict to revert back into conflict perceptions and emotions?

A

Conflict escalation

48
Q

What do manifest conflicts produce?

A

Conflict outcomes

49
Q

List 3 behaviors that lead to manifest conflict

A
  1. Conflict-handling style
  2. Decisions
  3. Overt behaviors
50
Q

List 3 positive conflict outcomes

A
  1. Better decisions
  2. Responsive firm
  3. Team cohesion
51
Q

List 5 negative conflict outcomes

A
  1. Lower performance
  2. More stress/turnover
  3. Less coordination
  4. More politics
  5. Less team cohesion
52
Q

What may range from subtle nonverbal behaviors to warlike aggression?

A

Conflict episodes

53
Q

What is a series of conflict episodes that potentially cycle into conflict escalation?

A

The conflict process

54
Q

List 3 behaviors that lead to conflict escalation

A
  1. Inappropriate comments
  2. Misunderstandings
  3. Actions that lack diplomacy
55
Q

True or False:

Even if the first party did not intend to demonstrate conflict, the second party’s response may create that perception

A

True

56
Q

List 6 strategies to manage conflict

A
  1. Superordinate goals
  2. Reduce differentiation
  3. Reduce task interdependence
  4. Increase resources
  5. Clarify rules & procedures
  6. Improve communication
57
Q

What are goals that conflicting parties value?

A

Superordinate goals

58
Q

What 3 things does the attainment of superordinate goals require?

A

Common objectives, joint resources and effort

59
Q

What is one of the oldest recommendations for resolving conflict?

A

Emphasizing superordinate goals

60
Q

What 2 problems does superordinate goals reduce?

A

Goal incompatibility and differentiation

61
Q

How do you reduce differentiation?

A

By using practices that promote common experience, shared values, and cooperation

62
Q

List 3 ways to reduce differentiation

A
  1. Rotate employees to different jobs, departments, and locations
  2. Promote cross-functional collaboration
  3. Build and maintain a strong organizational culture
63
Q

What does the rotation of employees to different jobs, departments, and locations develop?

A

Common experiences around the entire company

64
Q

What makes improving communication and mutual understanding more difficult and risky?

A

High levels of differentiation

65
Q

List 4 ways to improve communication

A
  1. Informal gatherings
  2. Formal dialogue sessions
  3. Meaningful interaction and team-building
  4. Disclosure and feedback
66
Q

What does improving communication increase?

A

Employees understanding and appreciation of each other’s views

67
Q

List 4 ways to reduce task interdependence

A
  1. Dividing shared resources fairly
  2. Combine tasks
  3. Use buffers
  4. Use integrators
68
Q

What are integrators also known as?

A

Coordinators

69
Q

What is the benefit of increasing resources?

A

It reduces conflict costs

70
Q

List 2 ways to clarify rules and procedures

A
  1. Clarify resource distribution policies

2. Clarify roles and responsibilities

71
Q

List 5 conflict management styles

A
  1. Problem solving
  2. Forcing
  3. Avoiding
  4. Yielding
  5. Compromising
72
Q

What is problem solving also known as?

A

Win-win orientation

73
Q

What is forcing also known as?

A

Win-lose orientation

74
Q

What is the belief that conflicting parties will find a mutually beneficial solution to their disagreement?

A

Win-win orientation

75
Q

What is the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive?

A

Win-lose orientation

76
Q

What is a greater willingness to openly share information and to collaborate?

A

Trust

77
Q

Which conflict-handling style tries to find a solution that is beneficial for both parties?

A

Problem solving

78
Q

Which conflict-handling style tries to win the conflict at the other’s expense?

A

Forcing

79
Q

Which conflict-handling style tries to smooth over or evade conflict situations altogether?

A

Avoiding

80
Q

Which conflict-handling style involves giving in completely to the other side’s wishes?

A

Yielding

81
Q

Which conflict-handling style involves looking for a position in which your losses are offset by equally valued gains?

A

Compromising

82
Q

What is the motivation to satisfy one’s own interests?

A

Assertiveness

83
Q

What is the motivation to satisfy other party’s interests?

A

Cooperativeness

84
Q

What is the forcing conflict management style’s level of cooperativeness and assertiveness?

A

It has high assertiveness and low cooperativeness

85
Q

What is the problem solving conflict management style’s level of cooperativeness and assertiveness?

A

It has high assertiveness and high cooperativeness

86
Q

What is the avoiding conflict management style’s level of cooperativeness and assertiveness?

A

It has low assertiveness and low cooperativeness

87
Q

What is the yielding conflict management style’s level of cooperativeness and assertiveness?

A

It has low assertiveness and high cooperativeness

88
Q

What is the compromising conflict management style’s level of cooperativeness and assertiveness?

A

It has moderate assertiveness and moderate cooperativeness

89
Q

What is the preferred conflict-handling style?

A

Problem solving

90
Q

List 3 instances when the problem solving conflict management style is the most appropriate style to use

A
  1. Interest are not perfectly opposing
  2. Parties have trust, openness, and time to share information
  3. Issues are complex
91
Q

What is a disadvantage of the problem solving conflict management style?

A

You’re sharing information that the other party might use to their advantage

92
Q

List 3 instances when the forcing conflict management style is the most appropriate style to use

A
  1. You have a deep conviction about your position
  2. Dispute requires a quick solution
  3. Other parties would take advantage of more cooperative strategies
93
Q

List 2 disadvantages of the forcing conflict management strategy

A
  1. It has the highest risk of relationship conflict

2. It may damage long-term relations, which reduces future problem solving

94
Q

List 2 instances when the avoiding conflict management style is the most appropriate style to use

A
  1. Conflict has become too emotionally charged

2. The cost of trying to solve the problem outweighs the benefits

95
Q

List 2 disadvantages of the avoiding conflict management style

A
  1. It doesn’t usually solve the problem

2. It may increase the other party’s frustration

96
Q

List 3 instances when the yielding conflict management style is the most appropriate style to use

A
  1. The other party has substantially more power
  2. The issue is much less important to you than the other party
  3. The value and logic of your position isn’t as clear
97
Q

What is a disadvantage of the yielding conflict management style?

A

It increases the other party’s expectations in future conflict episodes

98
Q

List 3 instances when the compromising conflict management style is the most appropriate style to use

A
  1. The parties have equal power
  2. There is time pressure to solve the problem
  3. The parties lack trust/openness for problem solving
99
Q

What is a disadvantage of the compromising conflict management style?

A

It produces suboptimal solutions where only mutual gains are possible

100
Q

Emotional intelligence, emotional stability, team cohesion, and supportive team norms are:

A. attributes of teams that are used to reduce task-related conflict
B. characteristics of cooperation in the conflict handling styles model
C. characteristics of people who prefer to use the problem-solving conflict handling style
D. attributes of teams that are used to reduce relationship conflict

A

D. attributes of teams that are used to reduce relationship conflict

101
Q

The conflict escalation cycle:

A. Rarely occurs in organizational settings
B. Helps employees to shift from relationship to constructive conflict
C. Helps the conflicting parties to remove the sources of conflict
D. Includes the situation where behaviors during manifest conflict influence the perception of conflict to the other party

A

D. Includes the situation where behaviors during manifest conflict influence the perception of conflict to the other party

102
Q

Sales people at Widget Corp. complain that they lose sales bonuses when the production department is out of stock of a particular item. This sometimes causes customers to buy elsewhere rather than wait for the next production run. Meanwhile, production employees complain that sales people don’t appreciate the need to minimize inventory costs, for which production staff are rewarded. This is mainly an example of conflict due to:

A. Ambiguity of rules
B. Communication problems
C. Differentiation
D. Goal incompatibility

A

D. Goal incompatibility

103
Q

A common problem with __________ conflict is that it causes people to rely on perceptual biases about the other party.

A. Manifest
B. Relationship
C. Task-related
D. Constructive

A

B. Relationship

104
Q

Which conflict management style is characterized as having high assertiveness and high cooperativeness?

A. Problem solving
B. Forcing
C. Yielding
D. Compromising

A

A. Problem solving

105
Q

The belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive refers to:

A. Manifest conflict
B. Constructive conflict
C. Compromising
D. Win-lose orientation

A

D. Win-lose orientation

106
Q

Manifest conflict includes:

A. The outcomes of conflict
B. The behaviors of the parties towards each other
C. Conflict emotions
D. The sources of conflict

A

B. The behaviors of the parties towards each other

107
Q

True or False:

Increasing task interdependence usually leads to less conflict

A

False

108
Q

A __________ is a goal that both conflicting parties value and whose attainment is beyond the resources and effort of either party alone.

A. Superordinate goal
B. Learning goal
C. Performance goal
D. Stretch goal

A

A. Superordinate goal

109
Q

Rotating employees to different jobs or departments and promoting cross-functional collaboration are actions taken to reduce:

A. Resource interdependence
B. Goal incompatibility
C. Rule ambiguity
D. Differentiation

A

D. Differentiation

Behavior in Organizations (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions