Chap011

Chap011 - Chapter 11 - Managing Conflict and Negotiations...

Info iconThis preview shows pages 1–5. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 11 - Managing Conflict and Negotiations Chapter 11 Managing Conflict and Negotiations True / False Questions 1. Conflict is neither inherently good nor bad, although it is inevitable. True False 2. Too little conflict leads to apathy and lethargy, and provides little or no impetus for change and innovation. True False 3. Evidence suggests that conflict can improve the quality of decision making and employee relations. True False 4. Even dysfunctional conflict can enhance and benefit an organization's performance. True False 5. Beneficial conflicts seldom degrade into harmful ones. True False 6. The same level of stress and conflict that creates a healthy and positive movement toward goals in one group may prove disruptive and dysfunctional in another. True False 7. Every organization has an optimal level of conflict that helps generate positive performance. True False 11-1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Chapter 11 - Managing Conflict and Negotiations 8. Perceived conflict always leads to felt conflict. True False 9. Typically, all parties to a conflict need to experience both perceived and felt conflict to be sufficiently motivated to attempt resolution. True False 10. Every conflict situation leaves an aftermath that affects the way both groups perceive and act upon subsequent conflicts. True False 11. The earlier conflicts can be resolved, the more likely the aftermath will facilitate positive future interactions between the conflicting groups. True False 12. Some groups never conflict with the other groups with which they interact. True False 13. Even groups with mutually exclusive goals can find themselves in conflict. True False 14. When limited resources must be allocated between groups, mutual dependencies decrease. True False 15. The different time horizons needed by groups to achieve their goals can be a source of conflict. True False 11-2
Background image of page 2
Chapter 11 - Managing Conflict and Negotiations 16. Conformity to group norms becomes less important in conflict situations. True False 17. It is common for groups to over-conform to group norms during conflict situations. True False 18. In major conflict situations, interaction with members of "the other group" may be completely outlawed. True False 19. In extreme conflict situations where threats are perceived, democratic methods of leadership are likely to become more popular. True False 20. When a group is in conflict, it becomes less task-oriented. True False 21. During conflicts, group members develop stronger opinions of the importance of their units. True False 22. As conflict increases and perceptions become more distorted, all negative stereotypes are reinforced. True False 23. It is common for both groups in a conflict to attempt a dominating approach to resolving their differences. True False 11-3
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Chapter 11 - Managing Conflict and Negotiations 24. Issues over which groups conflict are always of equal importance to each group.
Background image of page 4
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 11/13/2011 for the course MGMT 602 taught by Professor Smith during the Spring '11 term at FSU.

Page1 / 43

Chap011 - Chapter 11 - Managing Conflict and Negotiations...

This preview shows document pages 1 - 5. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online