Q&A Hero

Q: Gillian is increasingly detached from her coworkers. She's doubting her career choice and has begun to wear a negative attitude like a coat. She's complaining a great deal. She can barely get out of the bed in the morning. Gillian is probably suffering from a. burnout. b. ergonomics. c. technostress. d. multi-tasking.

Q: Working the steps and attending meetings are two key elements of a. twelve-step programs. b. employee assistance programs. c. group therapy. d. stress reduction counseling.

Q: Companies use ____ as a resource for employees dealing with personal problems, substance abuse, etc., to keep minor problems from becoming major ones. a. the relaxation response b. Medicare c. employee assistance programs d. mandatory sabbaticals

Q: Your friend Gina has been downsized from the company. You care about her and decide you should ask her to consider seeking help for depression when, a. two weeks later, she is still grieving over her job loss. b. several months later, she has given up looking for work and lost interest in doing things with you and others that she once enjoyed. c. two months later, she still worries incessantly about finding another job. d. two months later, she hasn't found work and occasionally mentions missing her old job; however, she seems to be enjoying spending more time with her family and friends.

Q: ____ is often required for the unconscious to process and unravel problems. a. Social interaction b. Exercise c. Solitude d. A good diet

Q: When Sean finds himself in a stressful situation, he determines which aspects of his situation are in his control and he adjusts them accordingly. This is an example of a. acceptance. b. self-determination. c. manipulation. d. resilience.

Q: Humor relieves stress by a. helping you make jokes of difficult situations. b. being a gentle exercise, a form of inner jogging. c. slowing your heart rate. d. helping you sleep at night.

Q: The brain is reoriented from a stressful fight-or-flight mode to one of acceptance during the activity of a. laughing. b. exercising. c. meditating. d. sleeping.

Q: Which of the following is nottrue about exercise? a. Exercise can act as a buffer against stress, so stressful events have less of a negative impact on your health. b. About 70 percent of Americans do not exercise regularly, and approximately 40 percent are not active at all. c. Many people do not take advantage of the physical and mental benefits of exercise. d. Exercise must be strenuous in order to be effective against stress.

Q: When Alexia meditates, she presses her abdominal muscles out and down as she inhales. When she exhales, she pulls the abdominal muscles up and in, emptying the lungs from the bottom up. What type of deep breathing is she using? a. Complete cycle breathing b. Abdominal breathing c. Suspended breathing d. Reverse cycle breathing

Q: Ruminating over personal and work-related problems a. manages stress by putting the problems into perspective. b. is a positive stressor as it promotes self-awareness and growth. c. is a coping mechanism that exacerbates stress. d. achieves the same results as meditating.

Q: Sleep is an effective stress management technique a. because it allows you to avoid the circumstances that create stress for a period of time. b. when you get at least six hours of rest per night. c. only when combined with exercise and a proper diet. d. because it allows your body's restoration processes to work.

Q: Warning signals of stress a. are generally physical, not psychological symptoms. b. may factor into about 90% of illnesses. c. only surface in rare and extreme conditions. d. can only be detected by a qualified medical professional, such as your doctor.

Q: The work area pollutant that most affects people in the work place is a. noise. b. air. c. lighting. d. ergonomically incorrect furniture.

Q: An unintended consequence of today's heightened reliance on technology is that a. workers have become better able to focus and complete tasks. b. we are less confident that our messages will receive a response. c. the boundaries between work and home are more clearly delineated. d. multi-tasking has increased to the point of inefficiency.

Q: Guillermo feels compelled to alternate between emailing, updating his Twitter status, and using his cell phone to conduct work. He often feels an adrenaline rush and his muscles tense when he is notified of incoming messages or calls. Concentration feels more difficult than in the past. Guillermo's stress is likely a result of a. long and irregular hours. b. work transitions. c. technological multi-tasking d. workstation ergonomics

Q: The secret to dealing with change is to a. try to prevent the change from occurring. b. keep your opinions about the change to yourself. c. continuously meet with your supervisor to discuss the change. d. surrender to change.

Q: In the beginning of Chapter 14, the term "electronic overtime" is described as: a. companies trying to get more production out of their workers b. being accessible to your supervisor through a smartphone the company provided. c. the extra work we feel do when our jobs are not secure. d. adapting to the increased demands on technical knowledge.

Q: It is easy to blame stress on a particular person or event. However, a great deal of stress is caused by a. our biological processes. b. rationalization. c. negative thinking and faulty reasoning. d. our work in general.

Q: Working in a windowless cubicle, in a polluted oil field, or in a crowded retail store are all examples of a. ergonomics problems. b. environmental stress. c. mental incompetence. d. physical stress.

Q: In the weekly team meetings, Ted is always bringing up minor problems that distract the group from making progress. Swathi, the team leader, often thanks Ted for contributing and asks if they can talk about it later. Swathi is using the conflict management style of a. avoidance. b. accommodating. c. compromising. d. problem-solving.

Q: A problem-solving style can be described using dimensions of a. structure and consideration. b. structure and cooperation. c. dominance and sociability. d. assertiveness and cooperation.

Q: Which style of conflict management is a cooperative/nonassertive style? a. Avoidance b. Accommodating c. Compromising d. Problem-solving

Q: When dealing with a bully, the best strategy is to a. listen and write down their main points. b. keep your cool and ask the bully to fully explain what he or she is trying to say or do. c. suggest taking time to cool down. d. acknowledge their expertise.

Q: A lose/lose conflict management strategy a. is never appropriate and should be avoided at all costs. b. results from a manager imposing his or her will on the "combatants." c. may be an appropriate arbitration solution. d. seeks to provide a long-term rather than a short-term solution.

Q: A manager could apply a win/win strategy by a. concentrating on common interests, not differences. b. using a neutral third-party arbitrator to make a decision. c. citing company rules and policies. d. imposing his/her own decision on all participants in the conflict.

Q: Which of the following statements is an example of someone demonstrating aggressive behavior in a group meeting situation? a. "Are you crazy? You will never get anywhere if you try to negotiate with management." b. "I hear what you are saying. That is a good idea. I think we might also try to negotiate with management." c. "I think we should gather more information before we take any further steps." d. "Would you mind explaining your plan again? I want to make sure I understand."

Q: Colleen frequently expresses her political views at work, at times triggering conflict with between several coworkers and herself. In this example, political expression a. is a destructive conflict trigger and should be curbed by management. b. is a meaningful conflict trigger that opens people to different perspectives and should be allowed to continue. c. can be a destructive conflict trigger, but should be allowed to continue for the sake of personal expressionism. d. does not introduce conflict that could disrupt the work environment and should be allowed to continue.

Q: Assertive behavior a. tends to violate the rights of others. b. is a way of making a point without upsetting others. c. always helps you achieve what you want. d. is the equivalent of aggressive behavior.

Q: During his conference with Lynn, Michael listens carefully to Lynn's complaints about anything and everything, identifies and writes down specific problems, and finally tells Lynn that they will talk again when Lynn is ready to discuss solutions. Judging by his handling of Lynn, Michael believes that Lynn is a a. bully. b. backstabber. c. whiner. d. know-it-all.

Q: Chris is a Theory X manager who spends most of his time scrutinizing how his subordinates do their jobs. The employees often call their union representative to complain about him. Chris's behavior is an example of how ____ can cause conflict within an organization. a. organizational change b. value and culture clashes c. poor communication skills d. adversarial management

Q: The opening Chapter 13 vignette highlighted a situation that shows a. adversarial management embraces conflict. b. conflict isn"t always stressful. c. conflict is necessary and may not be a bad all the time. d. difficult people are hard to talk to.

Q: Kyle is known for his ____ behavior. He talks fast, ignores others, and uses sarcasm to maintain control of the conversation. a. assertive b. nonassertive c. aggressive d. nonaggresive

Q: Candace owns a small business that is financially struggling. In order to respond to economic pressures, Candace is now obligated to lay off an employee, close operations on Sundays, and cut budget costs in a few other ways that will affect employees and how they do business. If conflict arises, the root cause will likely be a. adversarial management. b. organizational change or competition over resources. c. ineffective communication of new work practices. d. value and personality clashes

Q: Conflict in organizations a. can serve as opportunities for growth. b. often has negative consequences, and therefore must be managed carefully. c. can clarify relationships and provide new ways to think about issues. d. can result in all of these.

Q: Conflicts within collective bargaining may be resolved in one of three ways. Name these three resolution strategies, describing each.

Q: Identify the five behavioral styles for conflict situations and the degree of cooperation and assertiveness that accompany each style.

Q: At first, Bill and Ted were in conflict because Bill felt Ted was too micromanaging. Ted now is less scrutinizing of Bill's daily progress and empowers him to make more of his own decisions. Interpolate how you believe Bill and Ted may have resolved their conflict through the five step resolution process.

Q: What are three ways to approach negotiations, and what are they used for?

Q: How would you assess if you're an assertive, aggressive, or nonassertive person? Outline a comparison of these behavioral styles. How can you become more assertive?

Q: Name three categories of difficult people and identify an effective strategy for dealing with them.

Q: Create a unique short scenario that illustrates an example of conflict that could result from work policies and practices. What solutions would you suggest for resolving the conflict?

Q: When the government gets involved in a management-labor dispute, the conflict management strategy is called ____________________.

Q: Malik's boss, Lina, told the staff "We need to improve customer service." Malik later told Lina that he felt bothered by her statement since he feels he is exceptionally attentive to the customers' needs. Lina didn't mean to imply Malik's performance was subpar, but rather phrased her statement so as not to draw attention to any one person in the room. Malik and Lina experienced a(n) ____________________.

Q: When in the middle of settling a dispute and the conversation is becoming heated, it is important to create _____________________ so the parties can continue to be open and honest.

Q: The majority of employment contracts are settled through ____________________, a process that defines the rights and privileges of both sides involved in the conflict.

Q: A(n) ____________________ is an appropriate conflict management style when resolving the conflict is not worth the potential damage to the relationship.

Q: When both sides of a conflict look for a solution, negotiate to fix the problem, agree not to assign blame, and engage in dialogue where each side attempts to get the other side to understand its concerns, you may end up with a(n) ____________________ strategy.

Q: If it wasn't for their monthly open-table brainstorming sessions, Ming's employees would have never engaged in disagreement that resulted in implementing a better customer service plan. The monthly brainstorming session is an example of positive ____________________.

Q: Chen wants to take on greater responsibilities at work. At his next meeting with his boss, he says, "Would you mind if I manage the Henderson account?" Chen has used a(n) ____________________ approach to communicating his desire.

Q: When dealing with a(n) ____________________, the best strategy is to acknowledge their expertise but be prepared with your facts.

Q: Oftentimes ____________________ is perceived as a negative experience in our society when, in reality, it can serve as an opportunity for personal growth.

Q: The more crucial the conversation the more likely people are to handle it well.

Q: Voluntary arbitration indicates that both sides of the conflict have voluntarily agreed to have the government decide the issue and that neither side is bound by the decision.

Q: In general, strikes are examples of win/lose situations.

Q: When you have a crucial conversation, it is prudent to be reserved and listen to the other person. That is more important than using "I" statements.

Q: After a solution is made and agreed upon, conflict is resolved without danger of resurfacing.

Q: Tom is trying to problem solve with some other Little League coaches. He's trying to see the situation as they do and understand their position. Tom is in the problem definition and fact gathering stage.

Q: In general, the fewer alternatives you present, the better a negotiating position you'll be in.

Q: Compromising is a key component of the problem-solving behavioral style.

Q: The accommodating style of conflict management seeks to uncover the underlying issues that are the root of the problem and fix them.

Q: It is sometimes necessary to use aggressive behaviors when negotiating or resolving conflict.

Q: A lose/lose conflict management strategy takes longer to achieve, but each party has given up something.

Q: The win/lose strategy means that you give in and let your opponent win in a conflicteven though you losein order to keep the peace or in matters relatively unimportant to you.

Q: Because many companies have organized workers into teams, the team leader must assume primary responsibility for effectively negotiating resolution to conflicts.

Q: Using phrases such as "Would you mind if I..." are effective and assertive ways to resolve conflict.

Q: An excellent way to build one's assertiveness skills is to focus on the problem rather than the other person's personality traits.

Q: Conflict is necessary for effective problem solving and for effective interpersonal relationships.

Q: Rashida feels upset that, while her project teammates readily offer ideas and requests, the majority of the work that must be completed falls under her responsibility. The conflict that is likely to result stems from value and culture clash.

Q: Professionals advocate that it is best to go directly to the person with whom you disagree and calmly discuss the issues because people are always comfortable with honesty.

Q: Too much agreement in an organization can be as harmful as too much conflict.

Q: Conflict triggers of all kinds are constructive and should be allowed to persist in a work environment.

Q: Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. If the company doesn't do something with Andy, it runs the risk of ____. a. losing valuable employees b. a reduction in productivity c. employees unionizing d. all of these

Q: Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. Jane has a(n) ____ conflict management style. a. problem-solving b. win/lose c. compromising d. accommodating

Q: Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. By presenting the substance of their concerns, Malcolm is engaging in which step of the conflict resolution process? a. Deciding between a misunderstanding or a disagreement b. Defining the problem c. Clarifying perceptions d. Generating options for mutual gain

Q: Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. Andy's boss is demonstrating ____ behavior. a. assertive b. nonassertive c. aggressive d. noncompliance

Q: Case 13.1 There is a major conflict going on in Andy's department. Workers do not trust Andy. They resent his authoritarian style, and they resist his instructions and suggestions. Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially, Andy's manager tells the workers to "put up with it" and to "get back to work." He refuses to listen to their complaints and imposes his instructions with a threat of discipline. A group of employees discusses the problem. Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves. Refer to Case 13.1. The basic cause of this conflict is a. cultural clashes. b. misunderstanding. c. work policies and practices. d. adversarial management.

Q: Voluntary arbitrationmeans a. the involvement of government and an imposition of the government's decision by the courts. b. that those involved in the dispute submit their dispute to a neutral third party. c. voluntary acceptance of the arbitrator's decision by either side. d. neither side will have to compromise and compliance is voluntary.

Q: When management-labor union disputes cannot be resolved, they may try other tactics, such as: a. mediation. b. compulsory arbitration. c. voluntary arbitration. d. all of these.

Q: During a negotiation, listen to the other person. If you hear or feel they are becoming defensive, you should realize that this is not unusual. It happens when a. there are negotiations. b. both of you are trying to avoid personal issues. c. they realize you are in a hurry to finish. d. that person feels they are not being respected or recognized.