Description : The unassertive and uncooperative conflict-handling orientation is: (a) collaborating. ; (b) accommodating. ; (c) avoiding. ; (d) competing.
Last Answer : (c) avoiding. ;
Description : The conflict-handling orientation that is based on a process of give-and-take and an emphasis on “splitting the difference” is: (a) avoiding. ; (b) collaborating. ; (c) accommodating. ; (d) compromising.
Last Answer : (d) compromising.
Description : Trying to make someone else accept blame for a problem is an example of which conflict-handling orientation? (a) competing ; (b) avoiding ; (c) accommodating ; (d) compromising
Last Answer : (a) competing ;
Description : Which one of the following conflict-handling orientations represents an attempt to find a win-win solution? (a) avoiding ; (b) collaborating ; (c) accommodating ; (d) compromising
Last Answer : ; (b) collaborating ;
Description : Which type of conflict-handling intention results in a person‟s withdrawing from conflict? (a) competing ; (b) avoiding ; (c) accommodating ; (d) compromising
Last Answer : Avoiding
Description : Which is not one of the five conflict-handling intentions? (a) Cooperating ; (b) competing ; (c) accommodating ; (d) avoiding
Last Answer : (a) Cooperating ;
Description : Attempting to find a win-win solution that allows both parties‟ goals to be completely achieved and seeking a conclusion that incorporates the valid insights of both parties is an example of which conflicthandling intention? (a) collaborating ; (b) accommodating ; (c) avoiding ; (d) competing
Last Answer : (a) collaborating ;
Description : _____ is when one party is willing to be self-sacrificing in order that the relationship can be maintained. (a) Competing ; (b) Accommodating ; (c) Collaborating ; (d) Compromising
Last Answer : (b) Accommodating ;
Description : Collaborating is the preferred conflict-handling orientation: (a) to build social credits for later issues. ; (b) in emergencies. ; (c) to gain consensus and commitment. ; (d) when an issue is trivial.
Last Answer : (c) to gain consensus and commitment. ;
Description : A willingness to accept a raise of $2 an hour rather than $3, to acknowledge partial agreement with a specific viewpoint, and to take a partial blame for an infraction are examples of: (a) avoiding. (b) collaborating. (c) accommodating. (d) compromising.
Description : Do it because I said to” is the mantra for project managers who use _____ as the default approach to resolve conflict. Select one: a. collaborating b. compromising c. accommodating d. forcing e. avoiding
Last Answer : d. forcing
Description : The two dimensions of conflict-handling orientations are: (a) awareness and assertiveness. ; (b) reliability and awareness. (c) cooperativeness and assertiveness. ; (d) independence and interdependence.
Last Answer : (c) cooperativeness and assertiveness. ;
Description : The dimension of the conflict-handling intention labeled assertiveness is: (a) the degree to which one party attempts to satisfy his/her own concerns. (b) the degree to which one party attempts to ... party attempts to satisfy everyone's concerns. (d) the degree to which one party is competitive.
Last Answer : (a) the degree to which one party attempts to satisfy his/her own concerns.
Description : There are two dimensions to conflict-handling intentions, cooperativeness, and assertiveness. Cooperativeness is the degree to which: (a) one party attempts to satisfy the other party's concerns. (b) one party ... . (c) both parties work toward a common goal. (d) there is an absence of conflict
Last Answer : (a) one party attempts to satisfy the other party’s concerns.
Description : How does Hofstede view Masculinity in a given society? A. As a representation of achievement, assertiveness and material reward for success. B. As a preference for cooperation, modesty, and quality ... of individualism and personal free will. D. As a preference for virtue and moral standard.
Last Answer : As a representation of achievement, assertiveness and material reward for success
Description : What is conflict management? (a) achieving the desired conflict level ; (b) stopping all conflict ; (c) stimulating conflict (d) avoiding conflict
Last Answer : (a) achieving the desired conflict level ;
Description : Conflict-handling behaviors are initiated in _____, in which there is a dynamic process of interaction. (a) Stage II of the conflict process ; (b) Stage III of the conflict process (c) Stage IV of the conflict process ; (d) Stage V of the conflict process
Last Answer : (b) Stage III of the conflict process
Description : Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets ... the similarities and differences in bases of segmentation D. All of these options apply
Last Answer : All of these options apply
Description : Which one of the following is NOT included in the Porter’s Five Forces model: A. Potential development of substitute products B. Bargaining power of suppliers C. Rivalry among stockholders D. Rivalry among competing firms
Last Answer : Rivalry among stockholders
Description : Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets, ... the similarities and differences in bases of segmentation D. All of these options apply.
Last Answer : All of these options apply.
Description : The amount of profit a channel member expects depends on A)the amount of discounts for large orders provided by the producers. B)the number of support activities provided by the producers. C) ... make if it were handling a competing product instead. D)the number of distribution channels involved.
Last Answer : C)what the intermediary could make if it were handling a competing product instead.
Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... are occasionally created well beyond existing industry boundaries. D. All the above options are valid
Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries.
Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... occasionally created well beyond existing industry boundaries. D. All the above options are valid
Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries
Description : What kind of organizational structure combines a vertical chain of command with horizontal reporting requirements? (a) Line authority ; (b) Matrix ; (c) Functional ; (d) Line-and-staff
Last Answer : (b) Matrix ;
Description : The matrix structure combines which two forms of departmentalization? (a) Simple And functional ; (b) Functional and product ; (c) Virtual and team ; (d) Product and organic
Last Answer : b
Description : Maureen is assessing a patient who doesn't feel comfortable in medical settings and prefers home remedies over prescribed medications. Which comment demonstrates Maureen's client-centered approach to avoiding conflict?
Last Answer : "You must be frustrated. What remedies have you used so far to treat your illness?"
Description : What three broad factors determine global strategy of multinational firms? a) Local globalizing drivers, industry globalizing drivers, internal globalizing drivers b) Cultural globalizing ... orientation d) Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers
Last Answer : Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers
Description : An important factor of the preplanning stage in group dynamics is determining what the group is to accomplish; this is known as………………… (a) Goal setting ; (b) Cohesion ; (c) Clarity of purpose ; (d) Group orientation
Last Answer : (c) Clarity of purpose ;
Description : Division of labor, authority hierarchy, formal selection, formal rules and regulations, impersonality, and career orientation are all features of: (a) Weber's ideal type bureaucracy. ; (b) General administrative theory. (c) Fayol's principles of management. ; (d) Taylor's principles of management.
Last Answer : (a) Weber's ideal type bureaucracy. ;
Description : In which stage of the conflict process does conflict become visible? (a) Illumination ; (b) Intentions ; (c) Behaviour ; (d) Cognition
Last Answer : (c) Behaviour ;
Description : Behaviour, power, and conflict are central areas of study for _____________. (a) Sociologist ; (b) Anthropologists ; (c) Social psychologists ; (d) Operations analysts
Last Answer : (a) Sociologist ;
Description : Which of the following is / are not direct method to solve intergroup conflicts (a) Problem solving ; (b) Domination by the management ; (c) Removing key figures in conflict (d) Persuasion
Last Answer : (d) Persuasion
Description : If a solution to a particular problem is not vital to the functioning of an organization and management is willing to overlook the causes of the conflict, managers may choose to use which type of conflict resolution? (a) Confrontation ; (b) Avoidance ; (c) Dominance ; (d) Compromise
Last Answer : (b) Avoidance ;
Description : Role _________________ is a conflict between the role an individual has outside the group and the role he or she is expected to have in the group. (a) Collision ; (b) Transition ; (c) Confusion ; (d) Incompatibility
Last Answer : (a) Collision ;
Description : Members within a group that share similar experiences and feelings are known to have…………. (a) Process ; (b) Universal ; (c) Content ; (d) Conflict
Last Answer : (b) Universal ;
Description : Conflict: (a) can be positively related to productivity. ; (b) is always dysfunctional. (c) can arise from diversity. ; (d) all of the above
Last Answer : (b) is always dysfunctional.
Description : Last month, Jennifer‟s department experienced constructive conflict during a meeting. Which of the following is not an outcome of this functional conflict? (a) improved quality of decisions ; (b) creativity and innovation are stimulated (c) tensions are released ; (d) communication is retarded
Last Answer : (d) communication is retarded
Description : You have decided to allow the conflict to exist so long as it doesn‟t hinder group performance. You will try to eliminate _____ conflict. (a) functional ; (b) dysfunctional (c) task ; (d) individualized
Last Answer : (b) dysfunctional
Description : When the group disagrees, it is usually over how the work should get done. The type of conflict experienced by your group is: (a) task conflict. (b) relationship conflict. ; (c) process conflict. ; (d)traditional conflict.
Last Answer : ; (c) process conflict. ;
Description : You decide to do more research on the view that conflict should be encouraged as a means to achieve change and innovation. This view is termed: (a) the traditional view. ; (b) the human relations view. ; (c) the interactionist view. (d) the acceptance view.
Last Answer : ; (c) the interactionist view.
Description : You have decided to accept conflict as a natural occurrence and deal with it. You are supporting: (a) the traditional view. ; (b) the human relations view. ; (c) the interactionist view. (d) the behavior modification view.
Last Answer : (b) the human relations view. ;
Description : If you support the idea that conflict is bad and should be eliminated, you are supporting: (a) the traditional view. ; (b) the human relations view. ; (c) the interactionist view. ; (d) the moderated acceptance view.
Last Answer : (a) the traditional view. ;
Description : A common ingredient in organizations that successfully create functional conflict is that they: (a) reward dissent and punish conflict avoiders. (b) shoot the messenger. (c) formally assign devil’s advocates. ; (d) avoid risky situations.
Last Answer : (a) reward dissent and punish conflict avoiders.
Description : Conflict is dysfunctional when it: (a) provides a medium to release tension. ; (b) reduces group cohesiveness. (c) fosters an environment of self-evaluation and change. (d) provides a means for releasing tensions.
Last Answer : (b) reduces group cohesiveness.
Description : Which one of the following might not be a functional outcome of the conflict process? (a) stimulates creativity ; (b) avoids risk ; (c) fosters environment of self-evaluation (d) relieves tensions
Last Answer : (b) avoids risk ;
Description : Conflict is constructive when: (a) it improves the quality of decisions. ; (b) it stimulates creativity and innovation. (c) it fosters an environment of self-evaluation and change. ; (d) all of the above
Last Answer : (d) all of the above
Description : Which of the following is a conflict stimulation technique? (a) expansion of resources ; (b) compromise ; (c) bringing in outsiders ; (d) authoritative command
Last Answer : (c) bringing in outsiders ;
Description : Conflict management techniques can: (a) resolve conflict. ; (b) stimulate conflict. ; (c) both resolve and stimulate conflict. (d) none of the above
Last Answer : (c) both resolve and stimulate conflict.
Description : Which of the following is not a conflict resolution technique? (a) superordinate goals ; (b) appointing a devil’s advocate ; (c) avoidance ; (d) authoritative command
Last Answer : (b) appointing a devil’s advocate ;