Two research teams at BioSure Pharmaceutical Inc. are in a conflict over the company’s scarce resources. Both teams share the same lab, tools, and sometimes even the personnel. The company’s finances are also proportionately distributed among the two teams. Due to some delay in one of the team’s work, both teams have been called for a mutual negotiation. In order to make the negotiation effective, the research teams should:
adopt a clear win-lose attitude.
remain objective and avoid personalizing issues.
get into emotional debates and personal attacks with each other.
criticize the working style and personality traits of each other.
Which of the following statements is true about integrative bargaining strategies?
Integrative bargaining works only when the relationship between both negotiating parties is expected to be short term.
In integrative bargaining, any one party achieves its primary objectives through skillful negotiation.
Negotiators in integrative bargaining typically take a competitive posture to dividing a fixed amount of resources.
For integrative bargaining to work, it is necessary to have a climate that supports and promotes open communication.
Which of the following is an advantage typically associated with the accommodation strategy of conflict management?
Both sides win
Energy free for other pursuits
Chance to win everything
Heightened self-assertion and possible self-esteem
Integral Inc. coaches its employees to recognize that conflict is normal and not necessarily bad. This helps them to deal effectively with differing viewpoints and approaches, which can lead to innovation. Which organizational technique for preventing conflict is Integral using?
Use of the collaborative strategy to deal with conflict
Conflict management and negotiation training
Employees’ involvement in decisions that affect them
Using an accommodation strategy to resolve a conflict can:
force people to work toward achieving their goals at all costs, even if it means sacrificing the relationships involved.
lead to a “lose-lose” scenario where goals may not be achieved, and the relationship may not progress beyond its current state.
teach people to accept that they cannot get their way at all times.
be harmful in the long term as resentment builds up over unmet needs.
The three techniques that are particularly useful for avoiding conflicts through effective communication skills are using “I” language, paying attention to nonverbal cues, and:
practicing the art of being silent.
accommodating others’ views.
using “you” language subtly.
In the compromising strategy to resolve conflicts, a manager will:
agree to give up part of his or her goal and part of the relationship involved to reach an agreement.
work to achieve his or her goals at all costs, even if it means sacrificing the relationship involved.
choose not to deal with the issues or the people involved.
arrive at a solution that brings about an “I win, you lose” situation.
Anne is perceived as a manager who alienates and discourages others from working with her. As a result, there is a possibility of potentially large scale conflicts in the future. Which conflict management strategy is being adopted by Anne?
In the storming stage of team development, the team members:
may disband permanently or take a temporary break.
will not know each other and even if they do, there is a feeling of uncertainty and tentativeness.
have a sense of belongingness and a sense of relief that everything will work out.
have feelings such as resistance to the task or approach being taken by the group and anger about roles and responsibilities.
A team set up by Zendon Inc. to design a new product in the U.S. office space consists of members from the organization’s marketing, finance, research and development, planning, and operations. The team derives its strength from diversity and ensures that all relevant points of view are considered. Such a team would best be described as a(n):
offshore ISD team.
process improvement team.
_____ takes place when members who are part of a group agree to a more unsafe course of action than any individual would have alone.
High-performance teams are characterized by:
members with only individual accountability.
members with specialty skills rather than people skills.
extensive communication mechanisms.
an optimal team size of 15 to 20.
A team member can become distracted by a work or personal problem that prevents him or her from following through on commitments made to the team. This team member is best described as a(n):
Which of the following is a defining characteristic of process improvement teams?
They are permanent and are retained even after the process being studied has been changed to the satisfaction of the management.
They operate across time, space, and organizational boundaries using means other than face-to-face meetings.
They consist of groups of employees who are responsible for a complete, self-contained package of responsibilities that relate to a final product.
They focus on specific methods, operations, or procedures and are assembled with the specific goal of enhancing a particular component being studied.