Conflict Management
Textbook Exam Questions
Course Introduction
Conflict Management explores the theories, strategies, and practical skills necessary to effectively understand, address, and resolve disputes in various contexts, such as the workplace, communities, and international settings. The course examines the sources and types of conflict, negotiation and mediation techniques, and the impact of communication styles and cultural differences on conflict resolution. Students will develop analytical abilities to assess conflicts and enhance their interpersonal skills through case studies, role-playing, and collaborative exercises, preparing them to manage and transform conflict constructively in their professional and personal lives.
Recommended Textbook
Organizational Behavior Managing People and Organizations 12th Edition by
Ricky W. Griffin
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16 Chapters
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Page 2
Chapter 1: An Overview of Organizational Behavior
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Q1) Scientific management achieved which of the following?
A) it decreased the monotony of work
B) it was eagerly accepted by workers
C) it gave workers control over their jobs
D) it increased productivity
E) it saw wide use for over a century
Answer: D
Q2) Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organizational itself.
A)True
B)False
Answer: True
Q3) In organizations, most situations and outcomes are contingent; that is, the precise relationship between any two variables is likely to be dependent on other variables.
A)True
B)False
Answer: True
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Chapter 2: The Changing Environment of Organizations
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Q1) Which of the following terms refers to the ability to interact effectively with people of different cultures?
A) tolerance
B) racial knowledge
C) egalitarianism
D) ethnocentrism
E) cultural competence
Answer: E
Q2) In Mexico, people prefer to be in a situation in which authority is not emphasized and lines of authority are overlooked or deemphasized.
A)True
B)False
Answer: False
Q3) ____________________ orientation is tied to values that are oriented toward the past and the present and include respect for traditions and social obligations.
Answer: Short-term
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Chapter 3: Individual Differences
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Sample Questions
Q1) Jane is relatively calm, poised, and secure.Jane's boss is more excitable, insecure, and reactive.Jane and her boss differ in their level of which personality trait described in the Big Five personality framework?
A) Self-efficacy
B) Agreeableness
C) Locus of control
D) Neuroticism
E) Openness
Answer: D
Q2) How many personality types are there according to the Myers-Briggs Type Indicator?
A) 2
B) 4
C) 8
D) 16
E) 32
Answer: D
Q3) According to research, a plurality of Americans are ___________ learners. Answer: visual
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Page 5
Chapter 4: Individual Values, Perceptions, and Reactions
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Q1) Which of the following is a way to resolve cognitive dissonance?
A) change your behavior
B) change your attitude
C) reason about the situation
D) search for additional information
E) all of these
Q2) Smoking and alcohol abuse are ____ consequences of too much stress at work.
A) psychological
B) medical
C) behavioral
D) physiological
E) cognitive
Q3) Explain the basic process involved in the general adaptation syndrome.
Q4) How people explain the causes of their own as well as other people's behaviors and achievements is called ___________.
A) projection
B) stereotyping
C) attribution
D) selective perception
E) indiscriminate perception
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Chapter 5: Motivating Behavior
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Sample Questions
Q1) Arrange the needs of Maslow's hierarchy from most to least basic.
A)physiological
B)esteem
C)belongingness
D)self-actualization
E)security
Q2) The basic expectancy framework suggests that for motivated behavior to occur,
A) the performance-to-outcome expectancies should approach zero.
B) the sum of all the valences for the relevant potential outcomes must be negative.
C) none of the valences for the relevant potential outcomes should be negative.
D) the effort-to-performance ratio should be well above 10.
E) the positive valences should outweigh the negative valences of potential outcomes.
Q3) Hygiene factors include the quality of supervision, working conditions, and interpersonal relationships.
A)True
B)False
Q4) ____________________ is the belief that a person is being treated fairly in relation to others.
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Chapter 6: Motivating Behavior with Work and Rewards
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Q1) ____ is the degree to which a job requires completion of a whole and identifiable piece of work.
A) Task identity
B) Task meaningfulness
C) Task visibility
D) Task recognition
E) Task significance
Q2) The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on
A) age and sex.
B) race and national origin.
C) industry standards.
D) job-related criteria.
E) competitive benchmarks.
Q3) Edwin Locke's expanded model of goal-setting theory assumes that goal-directed behavior is a function of four goal attributes: goal difficulty, goal specificity, goal acceptance, and goal commitment.Define these attributes and discuss how they relate to motivated work behaviors.
Q4) Describe, discuss, and give examples of and the pros and cons of job rotation.
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Chapter 7: Groups and Teams
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Q1) During the ____ phase of team implementation, a team's internal focus can become detrimental to other teams and to the organization as a whole.
A) start-up
B) reality and unrest
C) tightly formed teams
D) leader-center teams
E) self-managing teams
Q2) A team is characterized by all of the following except A) complementary skills.
B) profit motive.
C) mutual accountability.
D) small number of people.
E) commitment to a common purpose.
Q3) Group norms are developed in the control and organization stage of group development.
A)True
B)False
Q4) Describe the costs associated with moving to a team-based organization.
Q5) Informal groups consist of friendship and ____________________ groups.
Page 9
Q6) Describe, discuss, and give examples of the various stages of group development.
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Chapter 8: Decision Making and Problem Solving
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Q1) Which of the following statements about nonprogrammed decisions is FALSE?
A) The decisions are poorly structured.
B) The problem situation is nonroutine.
C) The consequences of decision making are far reaching.
D) The decisions are rarely a responsibility of top management.
E) Goals are often vague.
Q2) According to research, the common attributes of creative individuals include which of the following?
A) Being forced to work at a very young age
B) Living in a highly developed country
C) Changing basic personality attributes as a teenager
D) Being raised in an environment that nurtured creativity
E) Having fewer brothers and sisters
Q3) According to prospect theory, people are more motivated by
A) the threat of losing something than by the prospect of gaining something.
B) the prospect of gaining something than by the threat of losing something.
C) internal values than by external rewards.
D) external rewards than by internal values.
E) none of these
Q4) ____________________ is knowingly accepting less than the best possible outcome.
Page 10
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Chapter 9: Communication
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Q1) _________ communication is neither spoken nor written yet has meaning to others.
A) Decoded
B) Encoded
C) Noisy
D) Verbal
E) Nonverbal
Q2) Poor encoding and decoding can be a result of channel ____________, which is anything that interferes with the communication process.
Q3) The communication process starts when a sender translates information into words, _________, or pictures and passes it to the receiver through some medium.
Q4) Which technology began as an informal communication channel but has since evolved into a primary and formal means of business correspondence for many organizations?
A) voice mail
B) email
C) instant messaging
D) videoconferencing
E) Post-It Notes
Q5) Compare and contrast formal and informal communication.Use examples.
Page 11
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Chapter 10: Managing Conflict and Negotiating
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Q1) Superordinate goals can result in decreased levels of conflict.
A)True
B)False
Q2) Which of the following is NOT a recommended conflict resolution behavior?
A) expressing emotions
B) meeting separately with the people in the conflict
C) smoothing
D) documenting
E) reaching out
Q3) Acts of vengeance fall under which category of ineffective conflict resolution behaviors?
A) displaying anger
B) winning at all costs
C) retaliation
D) avoiding the conflict
E) demeaning the other party
Q4) The competing conflict management style usually involves friendly interactions.
A)True
B)False
Q5) Thoroughly explain Glasl's nine stage model of conflict escalation.
Page 12
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Chapter 11: Traditional Leadership Approaches
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Q1) Compare and discuss the Ohio State and University of Michigan leadership studies.
Q2) According to Vroom, a manager who makes the decision alone and then announces or "sells" it to the group is using a ____ style of subordinate participation.
A) delegate
B) consult (group)
C) consult (individually)
D) facilitate
E) decide
Q3) The degree of task or relationship motivation is measured by the Least Preferred Coworker (LPC) scale.
A)True
B)False
Q4) In Vroom's decision tree approach, there are five basic decision styles that correspond to five levels of subordinate participation in decision making.
A)True
B)False
Q5) Vroom's model of leadership is based on a(n) ____________________ tree.
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Page 13
Chapter 12: Contemporary Views of Leadership in Organizations
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Q1) Which concept explores how managers function in a virtual world?
A) Transformational leadership
B) Charismatic leadership
C) Strategic leadership
D) Transactional leadership
E) Virtual leadership
Q2) According to Project GLOBE, which style of leadership emphasizes creating a sense of common purpose andincludes being collaborative, diplomatic, and administratively competent?
A) participative
B) self-protective
C) humane-oriented
D) team-oriented
E) autonomous
Q3) According to the leader-member exchange model (LMX) of leadership, the in-group of subordinates may receive more responsibility and autonomy.
A)True
B)False
Q4) Compare and contrast transactional and transformational leadership styles.
Page 14
Q5) ____________________ leadership is most similar to management.
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Chapter 13: Power, Influence, and Politics
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Q1) Influence attempts are often unsuccessful on the first try.
A)True
B)False
Q2) Offering incentives that are desirable to workers is an example of how to effectively use ____ power.
A) referent
B) legitimate
C) reward
D) expert
E) coercive
Q3) A manager's ability to control the information his or her subordinates have access to is called referent power.
A)True
B)False
Q4) Making resources more scarce causes power differences across subunits to become
A) irrelevant.
B) reduced.
C) magnified.
D) efficient.
E) inefficient.
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Chapter 14: Organizational Structure and Design
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Q1) Which type of organizational structure providesthe founder the most control over the organization's decisions and growth?
A) matrix structure
B) functional structure
C) bureaucratic structure
D) prebureaucratic structure
E) lattice structure
Q2) ____________________ means decision making occurs throughout the organizational hierarchy.
Q3) A ___________ is a permanent task force created to address specific problems or recurring needs.
Q4) ____________________ is the transfer to others of authority to make decisions and use organizational resources.
Q5) Large organizations tend to be _________ than small organizations.
A) more flexible
B) less centralized
C) less bureaucratic
D) more bureaucratic
E) none of these
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Chapter 15: Organizational Culture
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Q1) A dominating conflict culture is passive and disagreeable.
A)True
B)False
Q2) Culture resists change for all of the following reasons EXCEPT
A) it is typically communicated through stories and symbols.
B) it embodies the basic values in the firm.
C) it changes so frequently that employees begin to resist further change.
D) it is often taken for granted.
E) it involves changing basic assumptions.
Q3) _________ is the process of creating and doing new things that are introduced into the marketplace as products, processes, or services.
A) Organizational culture
B) Intrapreneurship
C) Entrepreneurship
D) Innovation
E) Strategy
Q4) The values that make up an organization's culture are often taken for granted.
A)True
B)False
Q5) Identify and thoroughly explain the four levels of organizational culture.
Page 17
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Chapter 16: Organization Change and Change Management
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Q1) unfreezing
A)After spending a lot of money training your employees to use the new software for writing TPR reports, you want to make sure that they don't just go back to using the old software after training ends.
B)Your most senior employee is not willing to change the software she uses to writes her TPR report because she thinks the software that she's using now is better.
C)You implement a new policy for writing TPR reports, which will now be created with different software.
Q2) A major problem of training programs is
A) identifying actual training needs.
B) finding the time and funding for the training effort.
C) motivating employees to want to learn.
D) transferring employee training to the workplace.
E) finding "role model" trainers.
Q3) The third stage of the survey feedback process, ___________________________________, involves examining group decision making and communication.
Q4) The last step in Lewin's change process is ____________________.
Q5) Explain how organizations can simultaneously promote and resist change.
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