Conflict Management in Organisations Practice Quiz (22 questions)

All questions and answers

1. What makes a situation a conflict within an organisation?

Parties compete for outcomes without perceiving disagreement or opposition between them.
Parties perceive their goals, interests, values, or actions as incompatible, leading to disagreement or opposition.
Parties pursue different goals while perceiving no incompatibility in their interests or actions.
Parties have different values but do not perceive those values as affecting their goals or actions.

Parties perceive their goals, interests, values, or actions as incompatible, leading to disagreement or opposition.

Explanation

Conflict involves perceived incompatibility between parties and resulting disagreement or opposition. Mere differences in goals or values do not necessarily constitute conflict when the parties do not perceive them as incompatible.

2. Which feature distinguishes conflict as a process rather than a single disagreement?

It consists of a fixed disagreement that ends once either party states its position.
It involves parties pursuing separate goals without affecting each other’s efforts.
It develops from one party’s actions without requiring another party’s perception of the situation.
It unfolds as a dynamic series of events involving dual perceptions, disagreement, and possibly deliberate interference.

It unfolds as a dynamic series of events involving dual perceptions, disagreement, and possibly deliberate interference.

Explanation

Conflict can unfold dynamically through dual perceptions and disagreement, and may include deliberate interference with another party’s efforts. A fixed disagreement misses this ongoing process and the possibility of interference.

3. Two teams seek the same contract, but neither interferes with the other’s effort to win it. How is this situation best classified?

Competition, because each team tries to win independently without directly obstructing the other.
Conflict, because pursuing a shared outcome requires the teams to block each other’s efforts.
Conflict, because seeking the same resource inherently means one team interferes with the other.
Competition, because the teams have no interest in obtaining the same resource.

Competition, because each team tries to win independently without directly obstructing the other.

Explanation

Competition involves trying to win independently, without direct interference in another party’s opportunity to acquire resources. Seeking the same contract does not itself establish conflict if neither team obstructs the other.

4. An employee feels torn between competing personal goals and finds it difficult to decide what to do. What type of conflict is this?

Interpersonal conflict, because the employee’s competing goals represent opposition between two people.
Inter-group conflict, because the employee is caught between the interests of separate departments.
Intra-individual conflict, because opposing goals within one person create mental tension and hinder decision-making.
Frustration conflict, because an external obstacle has blocked the employee’s attempt to reach a goal.

Intra-individual conflict, because opposing goals within one person create mental tension and hinder decision-making.

Explanation

Intra-individual conflict occurs within a person when competing goals or opposing feelings create tension and make decisions difficult. Frustration conflict specifically involves an obstacle blocking an attempt to achieve a goal.

5. A worker’s attempt to complete a task is blocked by a missing approval, leaving the worker stressed and angry. What best explains the conflict?

Approach–avoidance conflict, because one goal has benefits and disadvantages that pull the worker in opposite directions.
Intra-individual conflict, because competing role expectations make the worker’s decision difficult.
Avoidance–avoidance conflict, because the worker must choose between two undesirable alternatives.
Frustration conflict, because an obstacle blocks goal achievement and may produce stress or anger.

Frustration conflict, because an obstacle blocks goal achievement and may produce stress or anger.

Explanation

Frustration conflict arises when an obstacle prevents someone from achieving a goal or satisfying a need, potentially causing stress or anger. Approach–avoidance conflict instead involves mixed positive and negative aspects of a single goal.

6. A person must choose between two attractive job offers. Which type of conflict does this illustrate?

Avoidance–avoidance conflict, because the person must choose between undesirable alternatives.
Approach–approach conflict, because the person must choose between desirable alternatives.
Approach–avoidance conflict, because each option contains both benefits and disadvantages.
Frustration conflict, because an obstacle prevents the person from attaining either offer.

Approach–approach conflict, because the person must choose between desirable alternatives.

Explanation

Approach–approach conflict involves choosing between two or more attractive alternatives. Avoidance–avoidance conflict applies when the alternatives are undesirable, not when both offers appeal to the person.

7. A promotion offers higher pay but requires frequent travel that the employee dislikes. What type of conflict does the promotion create?

Approach–approach conflict, because the employee must choose between two attractive alternatives.
Approach–avoidance conflict, because one goal has both appealing benefits and discouraging disadvantages.
Frustration conflict, because an obstacle blocks the employee from obtaining the promotion.
Avoidance–avoidance conflict, because the employee must choose between two undesirable alternatives.

Approach–avoidance conflict, because one goal has both appealing benefits and discouraging disadvantages.

Explanation

Approach–avoidance conflict arises when one goal attracts someone through its benefits while discouraging them through its disadvantages. Approach–approach conflict, by contrast, concerns choosing between multiple attractive alternatives.

8. Two colleagues clash because they have different values and misinterpret each other’s intentions. What kind of conflict is this?

Vertical conflict, because it occurs between people at different hierarchical levels.
Inter-group conflict, because it occurs between departments or sections within an organisation.
Interpersonal conflict, because it occurs between individuals and can stem from value and perceptual differences.
Inter-organisational conflict, because it occurs between separate organisations or an organisation and an agency.

Interpersonal conflict, because it occurs between individuals and can stem from value and perceptual differences.

Explanation

Interpersonal conflict occurs between individuals and may arise from differences in values or perceptions. Inter-group conflict involves groups or departments rather than a clash between two colleagues as individuals.

9. A disagreement develops between the finance department and the marketing department. What type of conflict is this?

Inter-organisational conflict, because it occurs between separate organisations.
Intra-individual conflict, because it occurs within one person making a decision.
Inter-group conflict, because it occurs between departments within an organisation.
Interpersonal conflict, because it occurs between individual employees within an organisation.

Inter-group conflict, because it occurs between departments within an organisation.

Explanation

Inter-group conflict occurs between departments, groups, or sections within an organisation. Inter-organisational conflict involves distinct organisations or an organisation and a government or regulatory agency.

10. A manager and a subordinate disagree because they occupy different levels in the organisation’s hierarchy. How is this conflict classified by level?

Inter-group conflict, because it occurs between departments rather than people at different levels.
Horizontal conflict, because it occurs between employees at the same hierarchical level.
Inter-organisational conflict, because it occurs between parties in separate organisations.
Vertical conflict, because it occurs between a superior and a subordinate at different hierarchical levels.

Vertical conflict, because it occurs between a superior and a subordinate at different hierarchical levels.

Explanation

Vertical conflict occurs between superiors and subordinates at different hierarchical levels. Horizontal conflict refers to disagreements between departments or employees at the same level.

11. What is the central purpose of organisational conflict management?

To determine which group is responsible for a disagreement and impose corrective action
To prevent employees from raising disagreements that may disrupt organisational work
To identify, handle, and resolve disagreements while supporting relationships and organisational goals
To remove differences between departments by assigning them separate organisational goals

To identify, handle, and resolve disagreements while supporting relationships and organisational goals

Explanation

Organisational conflict management involves identifying, handling, and resolving disagreements in a way that maintains good relationships and helps achieve organisational goals. Assigning separate goals may increase division rather than address disagreements constructively.

12. Two departments are competing over priorities and their work is interdependent. Which organisational strategy can align their efforts?

Set common goals that connect departmental objectives to the organisation’s overall goals
Separate the departments’ objectives so each group can focus on its own priorities
Ask a common superior to settle every disagreement between the departments
Exchange employees between the departments for a specified period

Set common goals that connect departmental objectives to the organisation’s overall goals

Explanation

Common or superordinate goals align departmental objectives with organisational goals and create mutual interdependence. Referring a persistent conflict to a common superior may address an ongoing dispute, but it does not serve the same goal-aligning function.

13. How can clarity and precision in conflict-management communication help?

They can reduce misunderstandings that might trigger conflict and help maintain relationships
They can prevent disagreement by limiting discussion of sensitive issues
They can replace the need to listen to the other party’s concerns
They can ensure that both parties accept the speaker’s preferred solution

They can reduce misunderstandings that might trigger conflict and help maintain relationships

Explanation

Clear and precise communication helps avoid conflict and maintain relationships by reducing the risk of misunderstanding. It does not guarantee that others will accept a preferred solution.

14. Which set of skills supports communication aimed at avoiding or managing conflict?

Formal reporting, strict supervision, resource allocation, and departmental separation
Rapid rebuttal, persuasive pressure, unilateral decisions, and avoidance of feedback
Active listening, clear expression, assertiveness, empathy, feedback, and negotiation
Concise instructions, emotional distance, competitive bargaining, and escalation

Active listening, clear expression, assertiveness, empathy, feedback, and negotiation

Explanation

Conflict-avoidance communication skills include active listening, clear expression, assertive communication, empathy and respect, feedback and clarification, and negotiation and compromise. Persuasive pressure and avoiding feedback do not represent this constructive skill set.

15. In a problem-solving approach, what do conflicting parties do to reach a solution?

Identify the disagreement’s cause, discuss their views and needs, and seek a mutually beneficial outcome
Reduce contact between the parties until the disagreement becomes less visible
Present evidence to an arbitrator who makes a decision for the parties
Ask a mediator to propose a settlement without discussing their underlying needs

Identify the disagreement’s cause, discuss their views and needs, and seek a mutually beneficial outcome

Explanation

Problem-solving brings parties together to identify the cause of disagreement, discuss views and needs, and find a mutually beneficial solution. An arbitrator’s decision is a feature of arbitration, not a jointly developed problem-solving outcome.

16. Which sequence best describes a negotiation process for resolving a dispute?

Separate the parties, limit their interactions, and wait for the disagreement to subside
Determine objectives, prepare possible solutions, discuss the problem and interests, and seek an acceptable agreement
Present arguments to a neutral arbitrator, who evaluates the evidence and decides the dispute
Invite a neutral facilitator to suggest a solution before either party explains its interests

Determine objectives, prepare possible solutions, discuss the problem and interests, and seek an acceptable agreement

Explanation

Negotiation involves setting objectives, preparing possible solutions, discussing the problem and both parties’ interests, and reaching a mutually acceptable agreement. Having an arbitrator decide the dispute is a different resolution method.

17. What distinguishes mediation from arbitration in resolving a dispute?

A mediator decides the dispute after reviewing evidence, while an arbitrator helps the parties reach their own agreement
A mediator limits contact between the parties, while an arbitrator helps them discuss their interests
A mediator requires both parties to concede something, while an arbitrator adjusts one party’s demands
A mediator helps the parties communicate and reach agreement, while an arbitrator examines the case and decides

A mediator helps the parties communicate and reach agreement, while an arbitrator examines the case and decides

Explanation

Mediation uses a neutral third person to help parties communicate and reach agreement, whereas an arbitrator examines arguments and evidence and decides the dispute. The alternative that reverses those roles describes the distinction incorrectly.

18. A manager accepts a smaller share of resources to meet a colleague’s needs and preserve harmony. Which conflict-resolution approach does this illustrate?

Problem-solving, because both people identify the cause and jointly develop a beneficial solution
Compromise, because both people give up something to reach an acceptable solution
Accommodation, because the manager adjusts personal demands in favour of another person’s needs
Avoidance, because the manager limits interaction with the colleague about the issue

Accommodation, because the manager adjusts personal demands in favour of another person’s needs

Explanation

Accommodation involves adjusting one’s own demands in favour of another person’s needs to maintain harmony. Compromise instead requires both parties to give up something for an acceptable solution.

19. What makes a disagreement constructive rather than personally destructive?

It helps people exchange ideas and solve problems by focusing on the issue rather than blaming individuals.
It limits discussion to preserving harmony rather than examining disagreements or possible solutions.
It resolves differences by allowing the most senior participant to decide which ideas are acceptable.
It encourages people to defend their positions by identifying who is responsible for the problem.

It helps people exchange ideas and solve problems by focusing on the issue rather than blaming individuals.

Explanation

Constructive conflict supports problem-solving and improved performance by directing attention to the issue instead of blaming people. Defending positions through personal blame shifts attention away from resolving the problem.

20. A team discusses a disagreement respectfully and develops several ways to address a recurring problem. What broader benefit can this kind of conflict bring?

It can settle the immediate disagreement without encouraging interest in future discussions.
It can reduce the need for discussion by helping teammates avoid bringing problems to one another.
It can generate solutions, strengthen mutual understanding, and improve teamwork and productivity.
It can improve individual performance while weakening the team's sense of belonging and cooperation.

It can generate solutions, strengthen mutual understanding, and improve teamwork and productivity.

Explanation

Constructive conflict can generate ideas and solutions, promote mutual understanding, and support teamwork and productivity. Avoiding discussion may suppress the exchange of ideas rather than produce these benefits.

21. During a tense disagreement, what approach best supports constructive conflict management?

Address the issue calmly without blame, listen without interrupting, and focus on causes and solutions.
Speak forcefully to establish the seriousness of the issue before considering possible solutions.
Delay addressing the issue, then present a firm conclusion without inviting others to respond.
Emphasize each participant's mistakes, then ask the group to decide who should make amends.

Address the issue calmly without blame, listen without interrupting, and focus on causes and solutions.

Explanation

Constructive management involves calm, open discussion, attentive listening, attention to causes and solutions, and respect for relationships. Emphasizing participants' mistakes introduces blame rather than keeping the discussion focused on the issue.

22. Which response to disagreement is a destructive tactic that constructive conflict management aims to avoid?

Listening without interruption before asking how the underlying problem can be addressed.
Discussing the issue openly and calmly while showing respect for other participants.
Examining possible causes and solutions while maintaining a good working relationship.
Using contempt or aggressive speech while responding to another person's concern.

Using contempt or aggressive speech while responding to another person's concern.

Explanation

Contempt and aggressive speech are destructive tactics that should be avoided during conflict management. Calm listening and respectful discussion, by contrast, help keep attention on resolving the issue.

Study with flashcards

Lock in the answers with 59 flashcards on Conflict Management in Organisations.

What makes goals, interests, values, or actions conflict within an organisation?

They are perceived as incompatible with those of others, leading to disagreement or opposition.

What can conflict involve beyond dual perceptions and disagreement over goals or methods?

Deliberate interference by one party in another's efforts.

How does conflict affect another person's opportunity to acquire resources?

It involves direct interference with that opportunity.

See the flashcards →

Read the study guide

Go over the full study guide for Conflict Management in Organisations.

Read the study guide →

Related classes

The Short Run

Macroéconomie

The Short Run: Goods Market

Macroéconomie

EMS Entrepreneurship and Economy

Producer Supply Theory

Microéconomie

Foundations of Economics

Microéconomie

Short Cycle Strategy

Gestion

Make your own practice quizzes

Upload your class notes and Revizly writes a practice quiz with explained answers in about a minute.

Quiz maker