EMPR220 Exam Prep Self-Assessment Answers PDF

**TRUE OR FALSE:** - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - **MULTIPLE CHOICE...

**TRUE OR FALSE:** - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - **MULTIPLE CHOICE QUESTION & ANSWERS** All the following are important aspects of interest-based approaches to addressing conflicts except: **GAME PLAYING** Which statement is most accurate? Conflict is not bad, but: **our experiences cause us to often view conflict as bad and, therefore, avoid it.** Of the relationships and scenarios that follow, which best exemplifies a positional approach to addressing conflict? **A used car salesperson and a prospective buyer making offers and counteroffers regarding the price of a used car.** Which response to handling conflict provides the best possibility for achieving a win/win outcome? **COLLABORATE** The term positional refers to: **the mind-set that conflicts involve a contest of wills rather than collaboration.** Which of the following is an example of a trigger over roles, goals, policies, and procedures? **June is uncomfortable about a recent change requiring her and the other customer service representatives to talk no more than five minutes on the phone with a customer** All of the following are good examples of measures you can take to exercise vigilance to prevent conflict in the workplace, *except* to: **inquire into the health, financial, and emotional concerns that you believe are causing an employee's erratic behaviors** When two employees are experiencing a routine conflict but are maintaining a good relationship, you should: **let them figure it out on their own, unless the matter escalates** According to the hygiene-motivation theory, good pay will: **not motivate employees but will de-motivate them if the amount is reduced.** The following statements about evolving conflicts are true, *except* that: **they require more monitoring than routine daily events but generally do not require intervention** Compromising will not be effective in which of the following situations? **The parties have worked together for years and compromise seems to work most of the time [&] The issue is important to both parties, but maintaining a positive working relationship is equally or more important \*\*ANSWER IS G)** Which of the following is the best example of a power-based approach used by an employee? **Andrew tells his boss he will talk with his attorney if she continues to evaluate his performance negatively.** The traditional Thomas-Kilmann Conflict Mode Instrument identifies five conflict modes based on a consideration of which two variables? **degree of cooperativeness and degree of assertiveness** Tabitha filed a grievance with her company's human resources department, claiming that she has been unfairly disciplined. Wendy, the human resources representative, contacted Tabitha's boss, Leon, to inquire about the issue. Leon said he didn't really want to discipline her but thought he had no choice because "nothing else seems to get through to her." Believing that the issue involves a communication problem rather than a discipline problem, Wendy asks the parties to meet with her to talk about the situation. Wendy's request is an example of: **an attempt to explore the parties' mutual interests** Chanda has decided not to approach her coworker Gary about a disagreement she is having with him because she believes he needs time to cool down and may reconsider his viewpoint once he does. The mode Chanda is most closely exhibiting is: **avoiding** Kendra wants to encourage two employees to talk through an incident in which one employee allegedly made a sexist remark to another employee. However, Kendra believes the remark was misinterpreted and that the speaker didn't intend to offend the employee. She hopes that she can get the employees to come to some sort of agreement so that a formal complaint can be avoided. If possible, she would like them to return to their prior cordial relationship. Of the possible modes she might encourage them to adopt, which are most consistent with her desired outcome? **Compromising or collaborating** Competing is generally not a good idea when you are managing employees, except when: **you have to make a decision quickly and must require a dissenting employee to comply** Rights-based approaches to resolving conflict are common in the following contexts, except: **labor strike protesting unfair labor practices** If you are "claiming value" in a negotiation, you are: **trying to gain as much as possible for yourself and to give as little as possible to the other party** The negotiator's dilemma refers to: **deciding how much information to share concerning your position in order to explore mutual interests without jeopardizing that position.** Having feelings, expressing them, hearing them, and responding to them are included in the meaning of which of the following words? **EMPATHY** Which of the following is not one of the three channels of communication? **ABSTRACT CONCEPTUALIZATION** The most abstract "step" on the ladder of abstraction is: **A WORD** Through which channel do we communicate most of our feelings? **NONVERBAL CHANNEL** Our language is in a circular relationship with: **ALL OF THE ABOVE** Hearing feelings is communicating at which level of communication? **LEVEL III** An empathic response is: **THE MOST POWERFUL COMMUNICATION TOOL AVAILABLE** The three parts of a message are: **content, feelings, and relationship.** When you are sending an important message orally to another person, it is advisable to ask for: **A PARAPHRASE** Is it appropriate to give an empathic response when: **ALL OF THE ABOVE** Saying, "You'll get over it" is an example of a: **SOLUTION** Descriptive responses: **INFORM THROUGH SPECIFICITY** Absolute responses are: **SELDOM ACCURATE** Asking "How long has this problem been going on?" is an example of a(n): **PROBLEM INQUIRY** A supervisor who gives solutions may: **ALL OF THE ABOVE** If your self score on the conflict capability questionnaire is 17 points or higher you are: **most likely capable of negotiating an effective resolution to your conflict.** Upper management generally expects that conflicts be resolved: **at the lowest level in the management hierarchy.** During conflict negotiation, you can expect an opportunist-level employee to: **view any gain for the other side as a loss to herself whether it is or not.** If your total perceived score for the other party is 9 points different from your own personal score (higher or lower), consider: **hiring a professional mediator.** During a conflict negotiation, you can expect a goal-level employee to: **engage in goal setting and problem solving.** Self-reflection leads to which of the following? **CRITICAL REASONING** Which of the following statements best describes how to determine problem ownership? **Whoever is bothered by someone's behavior or by a situation owns the problem.** Which statement best describes an I-message? **It is an honest statement that discloses how you genuinely feel.** Which of the following is not a part of the three alternatives rule? **Ignore the problem.** The first step to resolving a conflict is to: **identify problem ownership.** The first step in the collaboration model outlined in this chapter is to analyze the situation. You would do this for all the following reasons except to: **prepare an argument to persuade the other party to agree with you.** Henry said, "I have to work late every night this week. I hate this." Which of the following statements is not an effective paraphrase of Henry's statement?: **"You're complaining about working late every night."** Which of the following questions is least likely to help an individual open up about a situation that concerns him and clarify his feelings?: **Why do you feel that way?** In some cases, after implementing and monitoring an agreement for a while, the parties may realize that it is necessary to start from the beginning with the collaborative process because: **A, AND C, BUT NOT B (they did not properly define the problem, so they must come to an agreement on what the true problem is. [&] they did not fully explore all possible options that might resolve the problem, and the option they selected is not working.)** The process of brainstorming involves all but one of the following activities: **evaluating the options identified by the parties.** Jeff is being placed on a Performance Improvement Plan (PIP). He is negotiating with his supervisor, Margo, the terms of this plan, such as specific tasks and expectations he must fulfill and timelines for completion. To determine whether these terms are fair and reasonable, they should consider all of the following criteria, except: **current performance indicators for above-average performers in Jeff's position.** All of the following are examples of positional statements, except: **\"I need you to understand the time constraints and pressures I\'m under right now.\"** In salary negotiations, Ezra wants \$68,195 in salary but will accept no less than \$63,725. The employer believes that a fair salary for the position is \$59,185 but is willing to pay up to \$65,950. The settlement range is: **\$2,225 \[\$65, 950 - \$63,725 = \$2,225\]** The BATNA is useful to a negotiator for all the following reasons, except that it: **helps the negotiator assess his or her capability in using tactical maneuvers to outwit his or her opponent.** To encourage a party with whom you are negotiating to accept your proposal, the least effective approach is to: **make clear to her the actions you will be forced to take if she does not agree to the proposal.** Of the following examples, the least questionable negotiating tactic is: **a party says he needs time to think about a proposal and promises to get back to you early the next day.** Of these statements, the one that most closely describes impasse is that a party is: **not ready to agree at the moment.** Examples of genuine impasse, as distinct from hard-bargaining tactics, include all the following except: **a party is holding out to get the best possible outcome for himself.** When a party refuses to negotiate with you, the least effective method for encouraging her to negotiate is to: **appeal to the party's sense of fair play.** As negotiations draw to a close, a party becomes concerned about the fairness or objectivity of the negotiation process. Your least effective response would be to: **question the other party's motives for challenging the objectivity of the process at this late date.** It would be inappropriate for a manager to attempt mediation under the following circumstances except when: **two employees are angry at each other about a work assignment that is not going well.** When the parties are brainstorming, they are most likely: **generating options that may address the issue.** The most effective method of framing an issue is to: **frame the issue in the form of a question that captures both parties' concerns.** Although caucusing should be used sparingly when mediating a dispute between employees, it can be helpful in the following situations except when a party: **wants the manager to persuade the other party to agree to a particular resolution.** In a mediation, use of a rectangular table with the parties seated across from one another and the mediator in between is best when: **DISCUSSIONS ARE HEATED OR CONTENTIOUS**