Ob Exam3

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  • 1/40 vprašanj

    The ability to _____ is a description of impression management. 

    • Induce liking
    • Accurately perceive the emotions of others
    • Change others' attitudes in desired directions
    • Feel comfortable in a wide range of social situations
    • Perceive the intentions of others
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Ob Exam3 - Quiz

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  • 2. 

    The purpose of a(n) _____ group is to help the organization accomplish its goals, whereas the purpose of a(n) _____ is getting together in friendship. 

    • Organizational; liking

    • Formal; informal

    • Maintenance; task

    • Task; maintenance

    • High-ability; low-ability

    Correct Answer
    A. Formal; informal
    Explanation
    The purpose of a formal group is to help the organization accomplish its goals, whereas the purpose of an informal group is getting together in friendship.

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  • 3. 

    Which of the following is an example of an organizational function of a formal group? 

    • Reduce anxieties and feelings of insecurity

    • Satisfy the individual's need for affiliation

    • Socialize and train newcomers

    • Give individuals an opportunity to test and share their perceptions of social reality

    • Provide a problem-solving mechanism for interperonal problems

    Correct Answer
    A. Socialize and train newcomers
    Explanation
    The correct answer is socialize and train newcomers. This is an example of an organizational function of a formal group because it involves the process of introducing new members to the group's norms, values, and expectations, as well as providing them with the necessary training and guidance to perform their roles effectively within the organization. This function helps to integrate newcomers into the group and ensure they understand their responsibilities and the group's culture.

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  • 4. 

    According to Tuckman's five-stage theory of group development, members tend to be uncertain and anxious about their roles, who's in charge and the group's goals in the _____ stage

    • Storming

    • Norming

    • Forming

    • Adjourning

    • Performing

    Correct Answer
    A. Forming
    Explanation
    According to Tuckman's five-stage theory of group development, the stage where members tend to be uncertain and anxious about their roles, who's in charge, and the group's goals is the forming stage. In this stage, group members are just getting to know each other and are trying to understand the purpose and structure of the group. They may be hesitant to voice their opinions or take on specific roles until they feel more comfortable and secure within the group.

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  • 5. 

    According to Tuckman's five-stage theory of group development, the _____ stage is a time of testing the leader's policies and assumptions. 

    • Storming

    • Norming

    • Forming

    • Adjourning

    • Performing

    Correct Answer
    A. Storming
    Explanation
    In Tuckman's five-stage theory of group development, the storming stage is a time when group members start to express their ideas and opinions, which may lead to conflicts and power struggles. During this stage, the group tests the leader's policies and assumptions by challenging them and questioning their effectiveness. This stage is crucial for the group to establish its hierarchy and resolve any conflicts or disagreements before moving on to the next stage of norming, where they start to develop shared norms and values.

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  • 6. 

    According to Tuckman's five-stage theory of group development, the _____ stage is when it's time to move on to other things. 

    • Storming

    • Norming

    • Forming

    • Adjourning

    • Performing

    Correct Answer
    A. Adjourning
    Explanation
    According to Tuckman's five-stage theory of group development, the adjourning stage is when it's time to move on to other things. This stage occurs after the group has completed their task or project and is ready to disband. During this stage, members reflect on their accomplishments, celebrate successes, and say goodbye to each other. It is a time of closure and transition as individuals go their separate ways and the group officially ends.

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  • 7. 

    The web update committee consists of seven members and was formed six months ago. Its purpose is to create a web site profiling the activities and personnel of the engineering department of a large telecommunications organization. The personnel profiles are completed, but the committee has been unable to decide upon a format for the web site. Three members strongly prefer one format, whereas the other four members strongly prefer a different format. These different preferences have generated the existence of two sub-groups within the committee, with each subgroup fighting for its chosen alternative. As the subgroups battle for control, the committee is in danger of falling apart. Which stage of group decay best typifies the web update committee? 

    • De-storming

    • De-norming

    • De-forming

    • De-adjourning

    • De-performing

    Correct Answer
    A. De-forming
    Explanation
    The web update committee is experiencing conflict and division within the group due to the strong preferences for different formats for the website. This has led to the formation of two sub-groups within the committee, each fighting for their chosen alternative. The committee is in danger of falling apart as the sub-groups battle for control. This situation best typifies the stage of group decay known as "De-forming," where the group starts to disintegrate due to internal conflicts and lack of cohesion.

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  • 8. 

    Leadership behavior seems to have favorable results in the group's early history. 

    • Supportive

    • Directive

    • Decentralized

    • Democratic

    • Participative

    Correct Answer
    A. Directive
    Explanation
    Directive leadership behavior is characterized by leaders who provide clear instructions, set goals, and closely supervise their followers. This style of leadership is often effective in the early stages of a group's history because it helps establish structure, clarify roles, and ensure that tasks are completed efficiently. In the early stages, group members may need more guidance and direction, and a directive leader can provide the necessary support and guidance to get the group off to a strong start.

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  • 9. 

    _____ leadership behavior seems to have favorable results in the group's late history

    • Supportive

    • Task-oriented

    • Active

    • Aggressive

    • Structured

    Correct Answer
    A. Supportive
    Explanation
    Supportive leadership behavior is likely to have favorable results in the group's late history. This type of leader is empathetic, understanding, and provides encouragement and assistance to group members. By offering support and creating a positive work environment, the leader can foster trust, collaboration, and motivation among the group members. This can lead to increased productivity, satisfaction, and cohesion within the group, which ultimately contributes to favorable outcomes in the group's late history.

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  • 10. 

    Which of the following is true regarding conformity and the Asch effect? 

    • Conformity, as demonstrated in the Asch effect, facilitates functional conflict.

    • Individualistic countries produced higher levels of conformity than collectivist countries.

    • The Asch effect is unique to the US, and has not been replicated in other countries.

    • There has been a decline in conformity among Americans since the 1950s.

    • There has been an increase in conformity among Americans since the 1950s.

    Correct Answer
    A. There has been a decline in conformity among Americans since the 1950s.
    Explanation
    The correct answer is that there has been a decline in conformity among Americans since the 1950s. This is supported by research studies that have shown a decrease in conformity over time, particularly in individualistic cultures like the United States. This decline in conformity can be attributed to various factors such as increased individualism, changing social norms, and a greater emphasis on personal autonomy and independence.

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  • 11. 

    One way to prevent groupthink is to ___. 

    • Assign only challenging and important tasks

    • Assign each member of the group the role of critical evaluator

    • Hold each member personally accountable for identifiable portions of the task

    • Use the stepladder technique

    • Encourage group cohesiveness

    Correct Answer
    A. Assign each member of the group the role of critical evaluator
    Explanation
    Assigning each member of the group the role of critical evaluator helps prevent groupthink by ensuring that different perspectives and opinions are considered. By assigning this role, each member is encouraged to voice their concerns, question assumptions, and provide alternative viewpoints. This helps to challenge the consensus and encourages open discussion, leading to better decision-making and reducing the risk of groupthink.

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  • 12. 

    One way to counteract social loafing is to ___. 

    • Assign only simple tasks

    • Encourage all members to voice objections and doubts

    • Hold individual members accountable for certain tasks

    • Encourage subgroup debate

    • Train group members to be assertive and analytical

    Correct Answer
    A. Hold individual members accountable for certain tasks
    Explanation
    Holding individual members accountable for certain tasks can counteract social loafing by ensuring that each member has a specific responsibility and is held responsible for completing it. This creates a sense of individual ownership and motivation to contribute to the group effort, reducing the likelihood of free-riding or relying on others to do the work. By assigning specific tasks and holding individuals accountable, it promotes a sense of responsibility and encourages active participation from all members.

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  • 13. 

    _____ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. 

    • A team

    • Socio-emotional cohesiveness

    • A group

    • Instrumental cohesiveness

    • Cross-functionalism

    Correct Answer
    A. A team
    Explanation
    A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. This means that a team consists of individuals who work together towards a shared objective, have different skills that complement each other, and are accountable for their own performance as well as the team's overall success.

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  • 14. 

    Which is not an indication that a group has become a team? 

    • Leadership is given to one individual.

    • Accountability shifts from strictly individual to both individual and collective.

    • The group develops its own purpose.

    • Problem solving because it is a way of life.

    • Effectiveness is measured by the group's collective outcomes and products.

    Correct Answer
    A. Leadership is given to one individual.
    Explanation
    The indication that a group has become a team is when accountability shifts from strictly individual to both individual and collective, the group develops its own purpose, problem solving becomes a way of life, and effectiveness is measured by the group's collective outcomes and products. Leadership being given to one individual does not necessarily indicate that a group has become a team, as teams can have shared or distributed leadership.

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  • 15. 

    Don is a member of the Compensation Advisory Council. The Advisory Council contains 10 members from a variety of areas across the university. It is charged with providing recommendations to the Human Resources Board regarding suggested compensation systems for a particular class of employees (Associate and Professional) at a large university. The responsibility of selecting from among the suggested alternatives and ultimately implementing the new compensation plan rests with the President's Council and the Human Resources Board (not with the Compensation Advisory Council). However, at any point the President's Council and Human Resources Board are free to proceed without the input of the Compensation Advisory Council. Don is a member of a _____ team. 

    • Project

    • Advice

    • Production

    • Functional

    • Action

    Correct Answer
    A. Advice
    Explanation
    Don is a member of the Compensation Advisory Council, which is responsible for providing recommendations to the Human Resources Board regarding suggested compensation systems. The council's role is to offer advice and suggestions, but the final decision-making authority lies with the President's Council and the Human Resources Board. Therefore, Don is a member of an advisory team that provides guidance and recommendations.

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  • 16. 

    Ann is the anesthesiologist on an operating room surgical team. Ann and other members of the surgical team have trained years to master the skills necessary for their jobs. Her role on the team consists of carefully balancing the needs of the surgeons and the patient. Too little anesthesia and the surgeons can't do their job, too much and the patient dies. The success of the operation depends, in part, on the appropriate administration of the proper amount of anesthesia. Ann is a member of a(n) _____ team. 

    • Project

    • Advice

    • Production

    • Functional

    • Action

    Correct Answer
    A. Action
    Explanation
    The given scenario describes Ann's role as an anesthesiologist on a surgical team, where she carefully administers anesthesia to ensure the success of the operation. This indicates that Ann is a member of an "action" team, as she actively participates in the surgical procedure and takes necessary actions to balance the needs of the surgeons and the patient.

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  • 17. 

    _____ reflects team member satisfaction and continued willingness to contribute to the team. 

    • Self-management leadership

    • Team building

    • Team viability

    • A cognitive leap

    • Propensity to trust

    Correct Answer
    A. Team viability
    Explanation
    Team viability refers to the ability of a team to function effectively and sustainably over time. It reflects team member satisfaction and their willingness to continue contributing to the team. When a team is viable, team members are motivated, engaged, and feel a sense of belonging and fulfillment within the team. They are more likely to stay committed and dedicated to achieving team goals, resulting in increased productivity and success. Therefore, team viability is crucial for maintaining a positive team dynamic and ensuring long-term team success.

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  • 18. 

    The key components of effective teamwork are ____. 

    • Trust, coordination, and cohesiveness

    • Coordination, collaboration, and trust

    • Cohesiveness, cooperation, and coordination

    • Cooperation, coordination, and trust

    • Cooperation, trust, and cohesiveness

    Correct Answer
    A. Cooperation, trust, and cohesiveness
    Explanation
    Effective teamwork requires cooperation, trust, and cohesiveness among team members. Cooperation is essential as it involves working together towards a common goal, sharing responsibilities, and supporting each other. Trust is crucial for team members to rely on each other, be open and honest, and have confidence in each other's abilities. Cohesiveness refers to the sense of unity and camaraderie within the team, where members feel connected, committed, and motivated to work together. These key components create a positive team dynamic, enhance communication, and contribute to the overall success of the team.

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  • 19. 

    _____ is a sense of "we-ness" that helps groups stay together. 

    • Reciprocity

    • Collaboration

    • Cooperation

    • Cohesiveness

    • Viability

    Correct Answer
    A. Cohesiveness
    Explanation
    Cohesiveness refers to the sense of "we-ness" that helps groups stay together. It is the degree to which group members feel connected, loyal, and committed to each other and the group's goals. A cohesive group is more likely to work together effectively, communicate openly, and support one another, leading to increased productivity and satisfaction within the group.

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  • 20. 

    Nancy, Janice, Kim, Kristine, and Laura all work for different organizations. They get together once a week for lunch. Together they discuss work, kids, and almost everything else. What holds this group together? 

    • Organizational culture.

    • Managerial directives

    • Instrumental cohesiveness.

    • Socio-emotional cohesiveness

    • Self-management KSAs.

    Correct Answer
    A. Socio-emotional cohesiveness
    Explanation
    Socio-emotional cohesiveness holds this group together because it refers to the emotional bond and social connections that exist among group members. In this case, Nancy, Janice, Kim, Kristine, and Laura have formed a strong bond based on their shared interests, such as discussing work and kids, and their ability to connect on an emotional level. This emotional connection and social interaction help to create a sense of unity and togetherness within the group, making them feel connected and supportive of each other.

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  • 21. 

    _____ is a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group's goals by acting separately. 

    • Reciprocity

    • Instrumental cohesiveness

    • Propensity to trust

    • Self-management leadership

    • Socio-emotional cohesiveness

    Correct Answer
    A. Instrumental cohesiveness
    Explanation
    Instrumental cohesiveness refers to a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group's goals by acting separately. This means that the group members recognize the importance of working together and understand that their individual efforts alone would not be sufficient to achieve the desired outcomes. They rely on each other's contributions and support to accomplish the group's objectives.

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  • 22. 

    One way managers can enhance socio-emotional cohesiveness is by _____. 

    • Regularly updating and clarifying the group's goals

    • Giving every member a vital "piece of the action"

    • Keeping the group relatively small

    • Channeling each member's special talents toward the common goal

    • Equitably reinforcing every member's contributions

    Correct Answer
    A. Keeping the group relatively small
    Explanation
    Keeping the group relatively small can enhance socio-emotional cohesiveness because it allows for better communication, cooperation, and bonding among group members. In a smaller group, individuals have more opportunities to interact with each other, build relationships, and develop a sense of trust and camaraderie. This can lead to increased understanding, support, and empathy among members, fostering a stronger sense of unity and cohesion within the group.

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  • 23. 

    One way managers can enhance instrumental cohesiveness is by ____. 

    • Regularly updating and clarifying the group's goals

    • Emphasizing members' common characteristics

    • Keeping the group relatively small

    • Encourage interaction and cooperation

    • Building a favorable public image of the group

    Correct Answer
    A. Regularly updating and clarifying the group's goals
    Explanation
    Regularly updating and clarifying the group's goals can enhance instrumental cohesiveness because it helps to ensure that all members are on the same page and working towards a common objective. By regularly communicating and reinforcing the group's goals, managers can keep everyone focused and motivated, leading to increased cooperation and collaboration among members. It also helps to prevent misunderstandings and conflicts that can arise when goals are unclear or outdated.

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  • 24. 

    Which of the following is an advantage of virtual teams relative to face-to-face teams? 

    • Increased flexibility.

    • Increased trust.

    • Increased socio-emotional cohesiveness.

    • Decreased efficiency.

    • Decreased creativity.

    Correct Answer
    A. Increased flexibility.
    Explanation
    Virtual teams have the advantage of increased flexibility compared to face-to-face teams. This is because virtual teams can work from different locations and time zones, allowing for greater scheduling flexibility. They are not bound by physical proximity and can collaborate and communicate remotely, using technology to bridge the distance. This flexibility enables virtual teams to adapt to changing circumstances and work across different time zones, leading to increased productivity and responsiveness.

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  • 25. 

    Sarah and Bill were recently hired at the local manufacturing plant. Before being hired, they were interviewed by the team members with whom they will be working. The team contains members from various areas of the manufacturing process. As part of the training process, Sarah and Bill learned how to perform several administrative tasks, including scheduling work assignments for the team. What label best describes Sarah and Bill's new team? 

    • Project team

    • Advice team

    • Virtual team

    • Self-managed team

    • Quality circle

    Correct Answer
    A. Self-managed team
    Explanation
    Sarah and Bill's new team can be described as a self-managed team because they have been trained to perform administrative tasks, including scheduling work assignments for the team. This suggests that the team members have the autonomy and responsibility to manage their own work and make decisions collectively without direct supervision.

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  • 26. 

    When implementing self-managed teams, ____. 

    • Workers are left with no managerial supervision

    • Teams should be responsible for the hiring and firing of team members

    • Managers may see self-managed teams as a threat to their job security

    • Only the most senior employees should be members of self-managed teams

    • Changes in management philosophy are unnecessary

    Correct Answer
    A. Managers may see self-managed teams as a threat to their job security
    Explanation
    Managers may see self-managed teams as a threat to their job security because when teams are given the autonomy to make decisions and manage themselves, it reduces the need for traditional managerial roles. This can make managers feel that their position and authority may become obsolete, leading to resistance or reluctance in implementing self-managed teams.

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  • 27. 

    Which of the following is a typical mistake made by management that leads to team failure? 

    • Personality conflicts among team members.

    • Vague or conflicting team assignments.

    • Poor interpersonal skills.

    • Resistance to doing things differently.

    • The team tries to do too much too soon.

    Correct Answer
    A. Vague or conflicting team assignments.
    Explanation
    Vague or conflicting team assignments can be a typical mistake made by management that leads to team failure. When team members are unsure about their roles and responsibilities, or if there is a lack of clarity or conflicting instructions, it can result in confusion, frustration, and a lack of productivity. Without clear assignments, team members may not know what tasks they need to focus on, leading to inefficiency and a decrease in overall team performance.

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  • 28. 

    Which of the following is true? 

    • Organizational conflict is inevitable.

    • Greater employee diversity leads to decreased organizational conflict.

    • Greater amounts of face-to-face communication lead to increased organizational conflict.

    • Increased cross-cultural interactions lead to decreasing amounts of organizational conflict.

    • Conflict is to be avoided whenever possible.

    Correct Answer
    A. Organizational conflict is inevitable.
    Explanation
    Organizational conflict is inevitable because in any organization, there are bound to be differences in opinions, goals, and interests among individuals. These differences can lead to conflicts, whether they are interpersonal, intergroup, or organizational in nature. Conflict is a natural part of human interactions and can arise from various factors such as competition for resources, differences in values, and power struggles. Therefore, it is important for organizations to recognize and manage conflicts effectively to promote healthy communication, collaboration, and problem-solving.

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  • 29. 

    Which of the following is true? 

    • Today's OB experts believe that conflict threatens managerial authority and should be avoided.

    • Scientific management experts such as F.W. Taylor believed that organizations can suffer from too little conflict.

    • Current OB experts believe that conflict has both positive and negative outcomes, depending on its nature and intensity.

    • Excessive conflict can lead to apathy and indecision.

    • Insufficient conflict can lead to optimal organizational performance.

    Correct Answer
    A. Current OB experts believe that conflict has both positive and negative outcomes, depending on its nature and intensity.
    Explanation
    Current OB experts believe that conflict has both positive and negative outcomes, depending on its nature and intensity. This means that conflict can be beneficial in certain situations as it can lead to innovation, creativity, and improved decision-making. However, excessive conflict can also have negative consequences such as decreased productivity, increased stress, and damaged relationships. Therefore, it is important for managers to understand the nature of the conflict and manage it effectively to maximize the positive outcomes and minimize the negative ones.

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  • 30. 

    Functional conflict ____. 

    • Is decreased by the devil's advocacy technique

    • Is decreased by the dialectic method

    • Serves the interests of the organization

    • Is a method of alternative dispute resolution

    • Threatens the organization's interests

    Correct Answer
    A. Serves the interests of the organization
    Explanation
    Functional conflict refers to a type of conflict that is constructive and beneficial for the organization. It involves healthy disagreements and differing opinions that can lead to improved decision-making, innovation, and problem-solving. By allowing different perspectives to be heard and considered, functional conflict can help identify and address potential issues or weaknesses in the organization. This ultimately serves the interests of the organization by promoting growth, creativity, and effective teamwork.

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  • 31. 

    Conflict is dysfunctional when it ____. 

    • Serves organizational interests

    • Gets in the way of organizational performance

    • Leads to mutuality of interests

    • Promotes debate

    • Is based on differing value systems

    Correct Answer
    A. Gets in the way of organizational performance
    Explanation
    Conflict is considered dysfunctional when it gets in the way of organizational performance. This means that when conflict hinders the smooth functioning of an organization and negatively impacts its ability to achieve its goals and objectives, it is seen as detrimental. In such cases, conflict can lead to decreased productivity, increased employee dissatisfaction, and a breakdown in communication and collaboration, all of which can impede the overall performance and success of the organization.

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  • 32. 

    _____ foster(s) organizational conflict. 

    • Ample resources

    • Clear job boundaries

    • Independent tasks

    • Organizational simplicity

    • Unreasonable deadlines

    Correct Answer
    A. Unreasonable deadlines
    Explanation
    Unreasonable deadlines foster organizational conflict because they put excessive pressure on individuals or teams to meet unrealistic time constraints. This can lead to stress, frustration, and a lack of cooperation among employees. When deadlines are unattainable, it can create a competitive and hostile work environment where individuals may resort to unethical practices or sacrifice quality in order to meet the deadline. This can ultimately harm the overall productivity and effectiveness of the organization.

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  • 33. 

    Agreement, stronger relationships, and learning are ____. 

    • Antecedents of conflict

    • Sources of functional conflict

    • Types of cross-cultural conflict

    • Styles of handling dysfunctional conflict

    • Desired outcomes of conflict

    Correct Answer
    A. Desired outcomes of conflict
    Explanation
    Agreement, stronger relationships, and learning are desired outcomes of conflict because conflict can lead to positive outcomes such as increased understanding, improved communication, and innovation. When individuals engage in conflict in a constructive manner, it can help them find common ground, build stronger relationships, and learn from each other's perspectives. Conflict can also stimulate creativity and problem-solving, leading to better outcomes and growth. Therefore, agreement, stronger relationships, and learning are all desired outcomes that can result from effectively managing and resolving conflicts.

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  • 34. 

    Among her coworkers, Denise has a reputation for never refilling the office coffee pot after pouring the last cup of coffee. Although it seems like a small issue, her coworkers are becoming increasingly irritated at her behavior. Denise is ____. 

    • Stimulating functional conflict

    • Demonstrating workplace incivility

    • Stimulating intergroup conflict

    • Using an integrating conflict handling style

    • Using a dominating conflict handling style

    Correct Answer
    A. Demonstrating workplace incivility
    Explanation
    Denise's behavior of not refilling the office coffee pot after pouring the last cup of coffee is causing irritation among her coworkers. This behavior is considered workplace incivility because it goes against the norms of office etiquette and shows a lack of consideration for others. Workplace incivility refers to disrespectful or rude behavior that disrupts the harmonious functioning of a work environment.

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  • 35. 

    Laura is head of R&D and must decide how to allocate a fixed amount of funds. There are two top projects that Laura believes hold the most promise. She decides to arrange a structured debate for the two top proposals. Importantly, the assumptions of each proposal are identified, and a conflicting counterproposal is generated based on a different set of assumptions. Advocates of each position present and debate the merits of their proposal before Laura makes her decision. Which technique is Laura using to help her make a better decision? 

    • Values clarification

    • Devil's advocacy

    • The stepladder technique

    • Dialectical inquiry

    • Negotiation

    Correct Answer
    A. Dialectical inquiry
    Explanation
    Laura is using the technique of dialectical inquiry to help her make a better decision. Dialectical inquiry involves presenting conflicting proposals or viewpoints based on different assumptions. Advocates of each position then debate the merits of their proposal. This technique allows Laura to consider different perspectives and challenge assumptions, leading to a more informed and well-rounded decision-making process.

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  • 36. 

    Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it's time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal, looking for every possible flaw. Which technique is Jim using to help him make a better decision? 

    • Values clarification.

    • Devil's advocacy.

    • The stepladder technique.

    • The Dialectic method.

    • Negotiation.

    Correct Answer
    A. Devil's advocacy.
    Explanation
    Jim is using the technique of Devil's advocacy to make a better decision. By assigning Clara to thoroughly criticize the proposal and look for every possible flaw, Jim is seeking a different perspective and trying to identify any weaknesses or potential problems with Project B. This technique allows Jim to consider alternative viewpoints and make a more informed decision by considering both the strengths and weaknesses of each project.

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  • 37. 

    In the _____ style of handling conflict, a high concern for one's self and a low concern for others fosters "I win-you lose" tactics. The other party's needs are largely ignored. 

    • Integrating.

    • Obliging

    • Dominating

    • Avoiding

    • Compromising

    Correct Answer
    A. Dominating
    Explanation
    In the dominating style of handling conflict, individuals prioritize their own needs and goals over those of others. They tend to use aggressive and competitive tactics to win the conflict, often disregarding the needs and concerns of the other party involved. This approach creates a "I win-you lose" dynamic, where one party dominates and the other party's needs are largely ignored.

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  • 38. 

    In the _____ style of handling conflict, the individual uses a give-and-take approach involving moderate concern for both self and others. This style is appropriate when parties have opposite goals or possess equal power. 

    • Integrating

    • Obliging

    • Dominating

    • Avoiding

    • Compromising

    Correct Answer
    A. Compromising
    Explanation
    The compromising style of handling conflict involves a give-and-take approach where there is moderate concern for both self and others. This style is suitable when parties have opposite goals or possess equal power. It suggests that individuals are willing to find a middle ground and make concessions in order to reach a mutually acceptable solution.

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  • 39. 

    _____ is an alternative dispute resolution technique where the disputing parties agree ahead of time to accept the decision of a neutral third party in a formal court-like setting, often complete with evidence and witnesses. Participation is voluntary, and statements are confidential. Decisions are based on legal merits. 

    • Ombudsman

    • Peer review

    • Conciliation

    • Mediation

    • Arbitration

    Correct Answer
    A. Arbitration
    Explanation
    Arbitration is an alternative dispute resolution technique where the disputing parties agree ahead of time to accept the decision of a neutral third party in a formal court-like setting. This process often includes the presentation of evidence and witnesses. Participation in arbitration is voluntary, and statements made during the process are confidential. The decisions made in arbitration are based on legal merits.

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  • 40. 

    According to research evidence on conflict, ____. 

    • Challenging and clear goals foster conflict

    • Men prefer to use a dominating conflict-handling style

    • Women prefer to use a compromising conflict-handling style

    • Employees from different cultures preferred the same conflict resolution techniques

    • Higher levels of conflict tend to reduce internal work motivation

    Correct Answer
    A. Higher levels of conflict tend to reduce internal work motivation
    Explanation
    Higher levels of conflict tend to reduce internal work motivation because when there is a high level of conflict within a team or organization, it creates a negative and hostile work environment. This can lead to decreased job satisfaction, lower morale, and increased stress among employees. As a result, employees may become less motivated to perform well and may be more likely to disengage from their work. Conflict can also create distractions and hinder effective communication and collaboration, further reducing motivation and productivity.

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  • Dec 13, 2010
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