10: Managing Conflict and Negotiating
13:Power, Influence, and Politics
15:Organizational Culture
Definition
True or False
100
Avoiding conflict strategy is:
low concern for one’s own interests / low concern for the interests of the other party
high concern for one’s own interests / low concern for the interests of the other party
low concern for one’s own interests / high concern for the interests of the other party
High concern for one’s own interests / High concern for the interests of the other party
low concern for one’s own interests / low concern for the interests of the other party
high concern for one’s own interests / low concern for the interests of the other party
low concern for one’s own interests / high concern for the interests of the other party
High concern for one’s own interests / High concern for the interests of the other party
100
What is legitimate power?
Legitimate power is the formal authority the firm gives a manager to hire new employees, assign work, monitor employees’ work, and enforce organizational rules.
Subordinates comply because they believe that the managerial position gives the manager the right to make certain requests of them.
100
What is Organizational Culture?
A system of shared values, norms, and assumptions that guides organization members’ attitudes and behaviors.
100
_____ is the process through which employees learn about their organization’s culture and pass their knowledge and understanding on to others.
Organizational socialization
100
True or False. These are the four fundamental principles of integrative negotiation:
Invent options for mutual gain.
Focus on interests, not positions.
Insist on objective fairness criteria.
Separate the people from the problem.
True.
200
Which of the following is NOT a suggestion for being an effective negotiator?
a. Show the other side that you understand their position.
b. Know when to walk away.
c. Suppress your emotions.
d. Look at the deal as an either/or proposition.
e. Try to identify and use sources of leverage.
a. Show the other side that you understand their position.
b. Know when to walk away.
c. Suppress your emotions.
d. Look at the deal as an either/or proposition.
e. Try to identify and use sources of leverage.
200
Which of the following is not a type of position power?
A. Legitimate power
B. Reward power
C. Coercive power
D. Persuasive power
A. Legitimate power
B. Reward power
C. Coercive power
D. Persuasive power
200
Is it easy or difficult to change an organization's culture? Why? How might you go about it?
It is difficult to change an organization’s culture because it involves shifting deeply ingrained behaviors, values, and norms. However, it is not impossible.
To change it, you might start by leading with clear communication, modeling desired behaviors, and gradually reinforcing the new values through policies, training, and recognition. A consultant could be helpful.
200
Define Constructive Conflict
Also called functional conflicts, balance the interests of both parties to maximize mutual gains and the attainment of mutual goals.
200
True or False. Conflict culture is a culture that is characterized by a lot of disagreement.
False. Conflict culture is a shared norms for managing conflict.
300
Perceived or actual incompatibilities in beliefs about what is right or wrong can lead to
a. process conflict
b. information conflict
c. task conflict
d. relationship conflict
e. values conflict
Perceived or actual incompatibilities in beliefs about what is right or wrong can lead to
a. process conflict
b. information conflict
c. task conflict
d. relationship conflict
e. values conflict
300
To help prevent abuse of power, a manager’s power should match their___. Explain why.
a. experience.
b. expertise.
c. style of leadership.
d. responsibilities.
e. impulse control.
a. experience.
b. expertise.
c. style of leadership.
d. responsibilities.
e. impulse control.
300
Which of the following is NOT a characteristic of strong cultures?
a. Within the organization, they are flexible and adaptable to meet the needs of various scenarios.
b. They clarify appropriate behavior.
c. They can improve performance by energizing employees.
d. They are widely shared.
e. They can improve performance by coordinating employee behavior.
a. Within the organization, they are flexible and adaptable to meet the needs of various scenarios.
b. They clarify appropriate behavior.
c. They can improve performance by energizing employees.
d. They are widely shared.
e. They can improve performance by coordinating employee behavior.
300
Define an intranet. What does it have to do with organizational culture?
An intranet is a private internal network used by an organization to share information, resources, and communicate securely. (i.e. CRM, team chats, HR payroll, ect)
It supports organizational culture by fostering collaboration, transparency, and alignment with company values through accessible communication and shared knowledge.
300
True or False.
Espoused values: are those that a company publicly states, often through statements on its website or in formal documents.
Enacted values: are the values that employees actually exhibit in their daily behavior.
True.
400
Which conflict resolution behavior reflects the fact that by focusing on the outcome, the root cause of the conflict is more likely to be addressed?
a. documenting
b. perspective taking
c. smoothing
d. reaching out
e. focusing on interests rather than positions
a. documenting
b. perspective taking
c. smoothing
d. reaching out
e. focusing on interests rather than positions
400
Define centrality. Why might a production or marketing department have more power than an HR department?
A subunit’s activities are central to the extent that they influence the work of many other subunits, when their impact is more immediate (e.g., a performance decline in that unit would be felt faster by the organization as a whole), and when the subunit has a critical impact on the firm’s key product or service.
This is one reason why production and marketing departments tend to have greater power than human resource departments.
400
Which conflict cultures strive to preserve order and control and/or to maintain harmony and interpersonal relationships?
a. Avoidant
b. Collaborative
c. Passive-aggressive
d. Strategic
e. Dominating
a. Avoidant
b. Collaborative
c. Passive-aggressive
d. Strategic
e. Dominating
400
When a third party is involved in a conflict and has the power to issue a binding settlement, the process is called
What is arbitration?
400
Sonya was upset at her co-worker, Anton, because he kept bringing oranges to snack on at work. She was hesitant and did not say anything for a few weeks. Eventually, she told him that she really hated the smell of oranges. Anton said that he would not stop eating oranges everyday but offered to eat them outside. Sonya agreed that this would be fair.
True or False. Sonya used a Passive-Aggressive conflict culture
False. Anton and Sonya used a collaborative conflict culture.
500
In which stage of Glasl’s model of conflict escalation is the opponent no longer viewed as a person and slight personal damage is considered acceptable?
a. Burn the unbelievers
b. Together into the abyss
c. Threat as a strategy
d. Limited attempts to overthrow
e. Fragmentation of the enemy
a. Burn the unbelievers
b. Together into the abyss
c. Threat as a strategy
d. Limited attempts to overthrow
e. Fragmentation of the enemy
500
Define and give an example of referent power.
Referent power is when people influence others because they admire or respect them.
For example, a senior employee who is well-liked and trusted can convince colleagues to adopt a new project idea, even without formal authority.
500
The preferred values and norms explicitly stated by the organization are considered
a. formal values.
b. enacted values.
c. assumed values.
d. espoused values.
e. Artifacts.
a. formal values.
b. enacted values.
c. assumed values.
d. espoused values.
e. Artifacts.
500
This influence tactic is usually used after other tactics have failed due to the higher cost…
What is a coalition?
Explanation: Coalitions require rallying support from others to exert influence, which can be time-consuming and effortful, making it a tactic typically used when other, simpler methods have been unsuccessful.
500
True or False. In Glasl’s “Nine-Stage Model of Conflict Escalation”, Loss of Face means that the party attacks the opponent’s public face to restore their own prestige.
True