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Management
Q:
The process through which managers regulate how efficiently and effectively an organization and its members perform the activities necessary to achieve its stated goals is called decision making.
A. True
B. False
Q:
Information from inside the organization is sufficient for managers to make effective decisions.
A. True
B. False
Q:
Management information systems came into existence during the computer age.
A. True
B. False
Q:
The methods for acquiring, organizing, storing, manipulating, and transmitting information are known as information technology.
A. True
B. False
Q:
The greater the accuracy and reliability of information, the higher is the quality of information.
A. True
B. False
Q:
Information that is relevant is useful and suits a managers particular needs and circumstances.
A. True
B. False
Q:
Information that reflects current conditions in the organization is called real-time information.
A. True
B. False
Q:
Accuracy and reliability determine the completeness of information.
A. True
B. False
Q:
Data are more useful to managers than information.
A. True
B. False
Q:
The term information refers to data that have been organized in some type of meaningful way.
A. True
B. False
Q:
The term data refers to raw, unsummarized facts.
A. True
B. False
Q:
Handling conflicts through accommodation, avoidance, or competition is ineffective from an organizational point of view because the parties do not cooperate with each other.
A. True
B. False
Q:
When conflicts are handled by accommodation, the parties to a conflict try to ignore the problem and do nothing to resolve the disagreement.
A. True
B. False
Q:
When avoidance takes place, one party to the conflict simply gives in to the demands of the other party.
A. True
B. False
Q:
When parties in conflict resolve their differences without making concessions but in a way that leaves them both better off, it is known as collaboration.
A. True
B. False
Q:
Compromise is possible when each party involved in the conflict is willing to make concessions until a reasonable resolution of the conflict is reached.
A. True
B. False
Q:
Collaboration involves engaging in a give-and-take exchange and making concessions until a reasonable resolution of the conflict is reached.
A. True
B. False
Q:
When conflict is settled by compromise or by collaboration between the parties in conflict, it is termed functional conflict resolution.
A. True
B. False
Q:
When resources are scarce, management is easy and conflict is unlikely.
A. True
B. False
Q:
The potential for conflict does not exist whenever individuals, groups, teams, or departments are interdependent.
A. True
B. False
Q:
Conflict is likely to occur when two or more managers, departments, or functions claim authority for the same activities or tasks.
A. True
B. False
Q:
Conflict in organizations usually arises from a single source.
A. True
B. False
Q:
Intergroup conflict takes place between members of the same department of an organization.
A. True
B. False
Q:
Intragroup conflict is conflict that takes place between groups or departments.
A. True
B. False
Q:
Managers should strive to eliminate all kinds of conflicts within the organization.
A. True
B. False
Q:
When an organization has a dysfunctionally high level of conflict, managers emphasize conformity at the expense of new ideas.
A. True
B. False
Q:
Lack of conflict in an organization signals that managers strive for agreement rather than effective decision making.
A. True
B. False
Q:
The level of conflict present in an organization has important implications for organizational performance.
A. True
B. False
Q:
Conflict is an inevitable part of organizational activity because the goals of different stakeholders are often incompatible.
A. True
B. False
Q:
What are the various political strategies that managers can use to exercise their power? Discuss each strategy briefly.
Q:
What are the various political strategies that managers can use to increase and maintain their power?
Q:
Define organizational politics and political strategies. Why is it important for managers to engage in organizational politics?
Q:
Discuss the five strategies that managers can use to facilitate integrative bargaining and avoid distributive negotiation.
Q:
What is integrative bargaining? Why should managers prefer integrative bargaining over distributive negotiation?
Q:
Define negotiation. Briefly explain the two major types of negotiation that managers can use within organizations to resolve conflicts.
Q:
Discuss the two conflict management strategies focused on the whole organization that managers can use to reduce conflict within organizations. Give a specific business example of how each of these strategies could be used by a manager.
Q:
Discuss the four conflict management strategies focused on individuals that managers can use to reduce conflict within organizations. Give a specific business example of how each of these strategies could be used by a manager.
Q:
Define functional conflict resolution. Describe the two strategies organizations can use to accomplish functional conflict resolution.
Q:
What are the various sources of conflict within organizations? Provide a specific business example for each source of conflict.
Q:
Differentiate between the four types of organizational conflict and provide an example for each.
Q:
Define organizational conflict. How can conflict benefit the organization?
Q:
Which of the following is true about the political strategy that focuses on making everyone a winner?
A. It causes managers to rely on objective information that supports his/her objectives.
B. It helps managers influence the alternatives that are considered.
C. It generates knowledge resources such as marketing, information technology, or engineering expertise.
D. It reduces the credibility of a managers actions and ideas.
E. It makes sure that everyone who supports a proposal benefits personally from providing that support.
Q:
Jaden, the head of the human resources department, reduces the list of candidates to be considered for a position in his department to include only those applicants who are acceptable to him. Which of the following political strategies is Jaden using in this situation?
A. Controlling the agenda
B. Being irreplaceable
C. Overlapping authority
D. Emphasizing status inconsistency
E. Relying on objective information
Q:
Kathleen, the director of Hebron International School, conducts meetings in a way that she strongly influences the alternatives considered for making important decisions. Which of the following political strategies does Kathleen use?
A. Forming alliances
B. Bringing in an outside expert
C. Controlling the agenda
D. Relying on objective information
E. Generating resources
Q:
Which of the following is true of the political strategy that emphasizes relying on objective information?
A. It causes others to believe that what the manager is proposing is the appropriate or rational thing to do.
B. It helps managers develop mutually beneficial relationships with people both inside and outside the organization.
C. It generates knowledge resources such as marketing, information technology, or engineering expertise.
D. It helps managers influence the alternatives that are considered, and each considered alternative is acceptable to them.
E. It makes sure that everyone who supports the proposal benefits personally from providing that support.
Q:
Which of the following is a political strategy for managers to exercise power unobtrusively?
A. Controlling uncertainty
B. Being irreplaceable
C. Generating resources
D. Building alliances
E. Relying on objective information
Q:
Which of the following is an advantage of managers exercising power unobtrusively?
A. It keeps other members of an organization unaware that managers are using their power to influence them.
B. It results in sharing of power between managers and employees.
C. It helps employees understand that the decisions of managers will not benefit them.
D. It helps parties in conflict to stay focused on the problem and avoid the temptation to discredit one another.
E. It helps parties in conflict to view conflict cooperatively, as a win-win situation in which both parties can gain.
Q:
A manager develops mutually beneficial relationships with other managers in order to accomplish the goals of the organization. Which of the following political strategies is the manager using in this situation?
A. Controlling uncertainty
B. Being irreplaceable
C. Being in a central position
D. Building alliances
E. Generating resources
Q:
Which of the following is true of managers using the political strategy of being in a central position?
A. The success of the organization as a whole is seen as riding on these managers.
B. Other members of the organization have control over crucial decisions.
C. They are mediocre performers and have a limited knowledge base.
D. They lose their power and influence over other employees.
E. They do not make significant contributions toward the organization.
Q:
When a manager is responsible for activities that are directly connected to the organizational goals and sources of competitive advantage, he/she is:
A. bringing in an outside expert.
B. in a central position.
C. building alliances.
D. controlling uncertainty.
E. generating resources.
Q:
Which of the following is a threat for individuals, groups, and whole organizations and can interfere with effective performance and goal attainment?
A. Legitimate power
B. Uncertainty
C. Power distance
D. Alliances
E. Integrative bargaining
Q:
Which of the following political strategies helps managers increase and maintain their power?
A. Controlling uncertainty
B. Increasing diversity
C. Focusing on demands
D. Focusing on people, not problems
E. Emphasizing distributive negotiation
Q:
Which of the following helps managers gain support for their initiatives and goals?
A. Accommodation
B. Competition
C. Organizational conflict
D. Organizational politics
E. Distributive negotiation
Q:
Which of the following is true of organizational politics?
A. Organizational politics cannot be used for personal benefits.
B. Organizational politics are used only by managers who lack merit and capabilities.
C. Organizational politics are a purely negative force.
D. Effective managers do not engage in politics to gain support for and implement needed changes.
E. Everyone engages in politics to a degreemanagers, coworkers, and subordinates, as well as people outside an organization.
Q:
Which of the following is true of organizational politics?
A. Organizational politics are activities that are carried out only by those in the top management.
B. Organizational politics cannot be used to resolve conflicts.
C. Organizational politics are a purely negative force.
D. Engaging in organizational politics can help managers overcome resistance to change and achieve their goals.
E. Effective managers engage in politics to gain personal benefits.
Q:
Which of the following is true of organizational politics?
A. Only managers can engage in organizational politics.
B. Organizational politics cannot be used to resolve conflicts.
C. Organizational politics are a purely negative force.
D. Effective managers engage in politics to gain support for and implement needed changes.
E. Engaging in organizational politics builds resistance to new ideas.
Q:
The tactics that managers use to increase their power and to use it to gain the support of others within an organization are known as:
A. negotiations.
B. political strategies.
C. status inconsistencies.
D. integrative bargains.
E. legitimate powers
Q:
The activities that managers engage in to increase their power and to use power effectively to achieve their goals are known as:
A. organizational politics.
B. superordinate goals.
C. legitimate powers.
D. integrative bargains.
E. mind games.
Q:
Which of the following is true of the integrative bargaining strategy that emphasizes focusing on what is fair?
A. It is consistent with distributive negotiation.
B. It leads the parties in conflict to take a competitive, adversarial stance.
C. It is consistent with the principle of distributive justice and focuses on the unprejudiced distribution of outcomes.
D. It helps parties in conflict to focus more on their demands rather than their interests.
E. It helps parties in conflict to perceive that they have a fixed pie of resources that they need to divide.
Q:
Focusing on what is fair is consistent with the principle of _____, which emphasizes the fair distribution of outcomes based on the meaningful contributions that people make to organizations.
A. distributive negotiation
B. distributive justice
C. interactional justice
D. valence
E. expectancy
Q:
Creating new options for joint gain occurs by focusing on a(n) _____ scenario.
A. win-win
B. win-lose
C. confrontational
D. lose-lose
E. avoidance
Q:
Two parties in conflict focusing on each other's shortcomings rather than solving the source of the conflict is an example of:
A. focusing on superordinate goals.
B. focusing on developmental goals.
C. focusing on interests instead of demands.
D. focusing on people instead of the problem.
E. focusing on what is fair.
Q:
Which of the following is true of emphasizing superordinate goals?
A. It helps parties in conflict to keep in mind that they are working together for a larger purpose despite their disagreements.
B. It is inconsistent with integrative bargaining and can easily lead both parties into a distributive negotiation mode.
C. It helps parties in conflict to focus on getting the majority share of the available resources.
E. It helps parties in conflict to take a competitive, adversarial stance.
Answer: A
Q:
Which of the following is a strategy used to encourage integrative bargaining?
A. Changing an organization's structure
B. Engaging in distributive negotiation
C. Emphasizing superordinate goals
D. Using permanent transfers
E. Increasing diversity awareness
Q:
In integrative bargaining, conflicts are handled through collaboration and _____.
A. accommodation
B. compromise
C. avoidance
D. competition
E. distributive negotiation
Q:
In which of the following types of negotiations do parties in conflict strive to get the majority share of the available resources without considering their interpersonal relationship?
A. Integrative bargaining
B. Accommodation
C. Avoidance
D. Distributive negotiation
E. Integrative negotiation
Q:
Third-party negotiators who can impose what they believe is a fair solution to a dispute that both parties are obligated to abide by are referred to as _____.
A. opinion leaders
B. arbitrators
C. mediators
D. hagglers
E. compromisers
Q:
When a third-party negotiator acts as a(n) _____, his or her role in the negotiation process is to facilitate an effective negotiation between the two parties; these negotiators do not force either party to make concessions.
A. opinion leader
B. arbitrator
C. mediator
D. haggler
E. compromiser
Q:
An impartial individual with expertise in handling conflicts and who helps parties in conflict reach an acceptable solution is called a(n):
A. task-oriented leader.
B. opinion leader.
C. mentor.
D. third-party negotiator.
E. transformational manager.
Q:
If the source of a conflict is overlapping authority, a manager should:
A. sign up employees for diversity training.
B. clarify the chain of command.
C. change the organizational culture.
D. use permanent transfers.
E. change cultural norms.
Q:
Which of the following strategies should be used to resolve conflicts that arise when individuals do not understand the work demands that others face?
A. Increasing awareness of the sources of conflict
B. Practicing job rotation
C. Increasing diversity awareness
D. Using permanent transfers
E. Dismissing employees
Q:
Why is competition ineffective as a conflict resolution strategy?
A. The parties to the conflict make concessions.
B. The parties to a conflict try to ignore the problem and do nothing to resolve the disagreement.
C. The weaker party who gives in might look for ways to get back at the stronger party in the future.
D. The two sides to a conflict are more concerned about winning the battle than cooperating.
E. It does not allow either party to achieve its goals.
Q:
Why is avoidance ineffective as a conflict resolution strategy?
A. It does not address the real source of disagreement.
B. It escalates levels of conflict as each party tries to outmaneuver the other.
C. The weaker party who gives in might look for ways to get back at the stronger party in the future.
D. The two sides to a conflict are more concerned about winning the battle than cooperating.
E. It allows only one party to achieve its goals.
Q:
Why is accommodation ineffective as a conflict resolution strategy?
A. The parties to the conflict do not make any concessions.
B. It escalates levels of conflict as each party tries to outmaneuver the other.
C. The weaker party who gives in might look for ways to get back at the stronger party in the future.
D. The two sides to a conflict are more concerned about winning the battle than cooperating.
E. It does not allow either party to achieve its goals.
Q:
Under which of the following circumstances does accommodation take place between parties involved in a conflict?
A. When the parties to a conflict try to ignore the problem and do nothing to resolve the disagreement
B. When one party has more power than the other party
C. When each party is willing to engage in a give-and-take exchange
D. When the parties to a conflict are willing to cooperate with each other
E. When the parties try to satisfy their goals without making any concessions
Q:
Which of the following is an ineffective conflict-handling approach?
A. Compromise
B. Collaboration
C. Accommodation
D. Mediation
E. Integrative bargaining
Q:
Which of the following is a functional way of resolving conflicts?
A. Competition
B. Avoidance
C. Accommodation
D. Compromise
E. Confrontation
Q:
Which of the following sources of conflict is likely to create conflict when some departments in an organization are more highly regarded than the rest?
A. Scarce resources
B. Status inconsistencies
C. Task interdependencies
D. Overlapping authority
E. Different time horizons
Q:
When the parties in conflict attempt to resolve the conflict without making concessions but, instead, attempt to resolve their differences in ways that leave all parties better off, it is known as _____.
A. compromise
B. avoidance
C. competition
D. collaboration
E. accommodation
Q:
David and Jose have been business partners for 8 years. While David wants to acquire one of their major competitors, Jose is keen on expanding operations to other states. After a few rounds of discussions, they decide on buying out two smaller firms in different states. David is happy with this decision because the acquisitions significantly enhance the prospect of acquiring major firms in the future, and Jose's interest in expanding operations to other states is also met. Which of the following conflict resolution strategies does this situation represent?
A. Compromise
B. Distributive negotiation
C. Accommodation
D. Avoidance
E. Competition