Overview
C11 Key
1. (p. 310-311) Conflict is neither inherently good nor bad, although it is inevitable.
TRUE
Difficulty: Medium
Ivancevich – Chapter 11 #1
2. (p. 311) Too little conflict leads to apathy and lethargy, and provides little or no impetus for change and innovation.
TRUE
Difficulty: Easy
Ivancevich – Chapter 11 #2
3. (p. 311) Evidence suggests that conflict can improve the quality of decision making and employee relations.
TRUE
Difficulty: Medium
Ivancevich – Chapter 11 #3
4. (p. 311) Even dysfunctional conflict can enhance and benefit an organization’s performance.
FALSE
Functional conflict can enhance and benefit an organization; dysfunctional conflict harms the organization or hinders the achievement of organizational goals.
Difficulty: Medium
Ivancevich – Chapter 11 #4
5. (p. 311) Beneficial conflicts seldom degrade into harmful ones.
FALSE
Beneficial conflicts often turn into harmful ones.
Difficulty: Medium
Ivancevich – Chapter 11 #5
6. (p. 311) The same level of stress and conflict that creates a healthy and positive movement toward goals in one group may prove disruptive and dysfunctional in another.
TRUE
Difficulty: Easy
Ivancevich – Chapter 11 #6
7. (p. 312) Every organization has an optimal level of conflict that helps generate positive performance.
TRUE
Difficulty: Medium
Ivancevich – Chapter 11 #7
8. (p. 313) Perceived conflict always leads to felt conflict.
FALSE
Perceived conflict may or may not lead to felt conflict; the parties involved may be able to resolve the conflict before group members become emotionally involved with the issue.
Difficulty: Medium
Ivancevich – Chapter 11 #8
9. (p. 313) Typically, all parties to a conflict need to experience both perceived and felt conflict to be sufficiently motivated to attempt resolution.
TRUE
Difficulty: Medium
Ivancevich – Chapter 11 #9
10. (p. 313) Every conflict situation leaves an aftermath that affects the way both groups perceive and act upon subsequent conflicts.
TRUE
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