Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

MGMT 331 > Chapter 7 - Managing Conflict > Flashcards

Chapter 7 - Managing Conflict Flashcards

1
Q

What is one of the leading causes of business failure among major corporations?

A

Too much conflict p306

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

The lack of tension among between competing perspective can foster a climate of what?

A

Complacency p306

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

When is the problem of complacency compounded?

A

When the board of directors fail to play an aggressive oversight role. p306

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

The reality of lack of conflict as a sign of good leadership is what?

A

A leading indicator of being out of touch with significant changes in the marketplace p306

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

Conflict is essential. True or False?

A

True p306

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

What type of conflicts generally produce dysfunctional outcomes?

A

Personality conflicts and arguments over things that cant be changed p306

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

According to whom do people value conflict and competition?

A

Abraham Maslow p307

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

What book best illustrates, according to our text, the importance of conflict?

A

Moneyball p307

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

What are the key “rules of engagement” for effective conflict management?

A
  1. Work with more, rather than less, information
  2. Focus on the facts
  3. Develop multiple alternatives to enrich the level of debate
  4. Share commonly agreed-upon goals
  5. Inject humor into the decision process
  6. Maintain a balanced power structure
  7. Resolve issues without forcing consensus
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Is interpersonal conflict inevitable? True or False

A

True

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

Conflict that focuses on issues or facts can actually enhance decision making? True or False

A

True

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

There is a widespread tendency to create conflict? True or False

A

False

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

The key to increasing comfort with conflict is to become proficient in particular skills? True or False

A

True

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

What is the first the first conflict related skill essential for managers?

A

Must be able to accurately diaagnose the type of conflict, including their causes. ex: managrs need to understnad how cultural differences and other forms of demographic diversity can spark conflicts in organizations

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

What is the second of the conflict related skill essential for managers?

A

Managers must be able to select an appropriate conflict management strategy.

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

What is the third of he conflict related skills essential for managers?

A

Skillful managers must develop the skills to resolve interpersonal disputes effectively while maintaining working relationships between disputants

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

What are the two identifying characteristics of diagnosing type of conflict?

A

Focus and source

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

What do you gain by understanding the focus of a conflict?

A

gain an appreciation for the substance of the dispute

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

What do we gain by learning about the source of the conflict?

A

A better understanding of how things got started

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

What can we categorize conflicts as primarily?

A

People or Issues

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

What is people-focused conflict?

A

“in your face” kind of confrontations in which emotions run high and people feel moral indignation

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

About how much time is estimated to be wasted in people conflict?

A

18%

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

What is issue-focused conflict?

A

rational negotiations where people represent the interest of their department

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

What are personal differences?

A

Perceptions and xpectations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
What are the four sources of conflict in contrast to the personality-defect theory?
1. Personal differences 2. Informational deficiencies 3. role incompatibility 4. Environmental stress
26
What is informational deficiencies?
Misinformation and misrepresentation
27
What is role incompatibility?
Goals and responsibilities
28
What is environmental stress?
Resource scarcity and uncertaity
29
What are the five categories to interpersonal confrontations?
1. Forcing 2. Accomodating 3. Avoiding 4. Compromising 5. Collaborating
30
What do the five approaches to conflict reflect?
Different degrees of cooperativeness and assertiveness
31
What dimension is the forcing response?
Assertive and Uncooperatve
32
What is the forcing response?
an attempt to satisfy on's own needs at the expense of the needs of the other individual
33
How do you implement the forcing response?
Formal authority, physical threats, manipulation ploys, or by ignoring the claims of the other party
34
What is the problem with the repeated use of the forcing response?
It breeds hostility and resentment
35
What dimension is the accommodating approach?
Cooperative and unassertive
36
What is the accommodating approach?
it satisfies the other party's concerns while neglecting one's own
37
What is the problem with the use of accommodating approach?
it emphasizes preserving a friendly relationship at the expense of critically appraising issues
38
What dimension is the avoiding response?
uncooperative and unassertive
39
What is the avoiding response?
neglecting the interests of both parties by sidestepping the conflict or postponing a solution
40
What is the problem with avoiding response?
it causes frustration for others because issues never seem to get resolved and the really tough problems are consistently avoided
41
What dimension is the compromising response?
It occupies the intermediate space between high and low levels of both assertiveness and coooperativeness
42
What is compromising response?
An attempt to obtain partial satisfaction for both parties
43
What is a common mistake made in compromising?
It can be counterproductive due to employees thinking the manager only wants to resolve disputes than solving problems
44
What dimension is the collaborating approach?
cooperative and assertive
45
What is collaborating approach?
it is an attempt to address the concerns of both parties. Is referred to as the problem solving mode
46
What is the bennefit of using collaboration approach?
It has the most beneficial effect on the involved parties
47
What is the objective of forcing?
Getting your way
48
What is the objective of avoiding?
Avoiding conflict
49
What is the objective of compromising?
Reach an agreement quickly
50
What is the objective of accommodating?
Don't upset the other person
51
What is the objective of collaborating?
solve the problem together
52
What is the point of view of forcing?
i know what right, dont question my judgment or authority
53
What is the point of view of avoiding?
I'm neutral on that issue, let me think about it, that's someone else's problem
54
What is the point of view of compromising?
let's search for a solution we can both live with so we can get on with our work
55
What is the point of view of accommodating?
How can i help you feel good about this encounter, my position isn't so important that it is worth risking bad feelings between us
56
What is the point of view of collaborating?
this is my position what is yours, i'm committed to finding the best possible solution, what do the facts suggest.
57
What is the supporting rationale of forcing?
It is better to risk caausing a few hard feeligns than to abandon an issue you are committed to
58
What is the supporting rationale of avoiding?
disagreements are inherently bad because they create tension
59
What is the supporting rationale of compromising?
prolonged conflicts distract people from their work and engender bitter feeelings
60
What is the supporting rationale of accommodating?
maintaining harmonious relationships should be our top priorty
61
What is the supporting rationale of collaborating?
the positions of both parties are equally important, equal emphasis should be placed on the quality of the outcome nd the fairness of the decision-making process
62
What is the likely outcome of forcing?
You feel vindicated but other party feels defeated and possibly humiliated
63
What is the likely outcome of avoiding?
interpersonal problems don't get resolved, causing long-term frustration manifested in a variety of waays
64
What is the likely outcome of compromising?
participants become conditioned to seek expedient, rather than effective, sollutions
65
What is the likely outcome of accommodating?
the other person is likely to take advaantage of you
66
What is the likely outcome of collaborating?
The problem is most likely to be resolved, also, both parties are committed to the solution and satisfied that they have been treated fairly
67
What are the two negotiation strategies?
distributive or integrative
68
What is distributive bargaining?
negotiations focused on dividing up the limited or scarce resources
69
What is the intergrative perspective?
Searching for collaborative ways of expanding the limited or scarce resources, by avoiding fixed, incompatible positions
70
How do you choose which management style to implement?
personal preference
71
What is the general framework for collaborative problem solving?
1. establish overarching goals 2. Seperate the people from the problem 3. Focus on interest, no positions 4. Invent options for mutual gains 5. use objective criteria for evaluating alternaives 6. Define success in terms of real gains, not imaginary losses
72
What does establish overarching goals mean?
Both parties must share what they have in common and clarifying mutual
73
What does separate the people from the problem mean?
To depersonalize their disagreement and suppress their desires for revenge
74
What does focus on interest, no positions mean?
Positions are demands or assertions; interests constitute the reasons behind the demands
75
What does invent options for mutual gain mean?
creative solutions
76
What does use objective criteria for evaluating alternatives mean?
Determine what is fair, and examine how fairness should be judged. "what makes the most sense"
77
What does define success in terms of real gains, not imaginary losses mean?
real gains are what is actually gained, imaginary losses are a negative way to think about some imaginary gains lossed
78
What is the four phases of collaborative problem solving?
1. problem identification 2. solution generation 3. action plan formulation and agreement 4. implementation and follow-up
79
What are the two roles of a dispute?
Initiator and responder
80
What is a mediator?
a third party used to cool down the dispute, reestablish constructive communication, and help the parties reconcile their differences
81
What is the initiator-problem identification?
1. maintain personal ownership of the problem 2. succinctly describe your problem in terms of behaviors, consequences, and feelings 3. avoid drawing evaluative conclusions and attributing motives to the respondent 4. persist until understood 5. Encourage two-way discussion 6. Manage the Agenda - approach multiple for complex problems incrementally
82
What is the initiator-solution generation?
Focus on Commonalities as the basis for requesting a change
83
What is respondent-problem identification?
1. Establish a climate for joint problem solving by showing genuine interest and concern 2. seek additional, clarifying information about the problem b asking questions 3. agree with some aspect of the complaint
84
What is respondent solution generation?
Ask for suggestions of acceptable alternatives
85
What is mediator problem identification?
1. acknowledge that a conflict exists and propose a problem-solving approach for resolving it 2. while seeking out the perspective of both parties, maintain a neutral posture regarding the disputants 3. serve as facilitator; not as a judge 4. manage the discussion to ensure fairness - keep the discussion issue oriented, not personality oriented 5. Make sure all parties fully understand and support he solution agreed upon, and establish follow up procedures

MGMT 331 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions