Question : 11.The interdependence pattern most likely to produce conflict in a : 1299151

 

11.The interdependence pattern most likely to produce conflict in a complex criminal justice organization is ordinarily classified as being

a.   sequential

b.    reciprocal

c.    pooled

d.     controlled

e.    egoistic

 

12.Cohesive subgroups within an organization tend to develop a distinct cultural orientation and often begin to pursue their own interests as opposed to the interests of the organization as a whole. These groups are known as

a.    pressure groups

b.    informal groups

c.     factions

d.     interest groups

e.    minority groups

 

 

13.One of the most common and dysfunctional ways of dealing with conflict is

a.   dominance

b.    compromise

c.    soothing

d.    avoidance

 

14.When important conflict issues, episodes, or situations are ignored to the point where they become so big they must be resolved immediately and without regard for the cost, they evoke

a.    reactive management

b.    proactive management

c.    knee‑jerk management

d.    crisis management

e.    traditional responses

 

15.The coerced cessation of conflict is usually not a very effective strategy because it treats only the symptoms as opposed to the cause or causes of the problem. This particular strategy is called

a.   avoidance

b.   suppression

c.   dominance

d.   integration

e.    repression

 

16.Purposefully initiated conflict may be required to produce needed changes within an organization. Initiating or escalating conflict in order to stimulate change is referred to as

a.   selective conflict

b.   problem solving

c.   strategic conflict

d.   straight conflict

 

17.Creating a situation in which the parties to a conflict achieve their desires or goals while not being forced to really sacrifice anything leads to a win‑win solution based on

a.   integration

b.   dominance

c.   repression

d.   problem solving

e.    decision-making

 

18. Compromise defies the middle ground and is a

a.   win lose strategy

b.   lose-lose strategy

c.   lose win strategy

d.   win-win strategy

 

19.  Win-win managers, who accept the premise that conflict is an inevitable and a potentially positive aspect of life, look for creative solutions through purposeful collaboration. They have been called

a.      foxes

b.      turtles

c.      sharks

d.      owls

e.      teddy bears

 

20. EPAs reflect the philosophy inherent in

a.      modern behaviorism

b.      participatory management

c.      organizational humanism

d.      economic humanism

e.      social psychology

 

21. Generating a number of options and reviewing their possibilities before deciding what to do is an example of:

a.  behavioral change

b.  principled negotiation

c.  structural change

d.  superordinate goals

 

22.  This form of conflict occurs when subordinates resist direction and assert themselves. It is known as

a.  organizational ambiguity

b.  competition for scarce resources

c.  drive for autonomy

d.  bifurcation of subunit interests

 

23. Which of the following is an example of dysfunctional conflict?

a.  It helps people sharpen their goals, methods, and procedures.

b.  It helps to relieve pent-up frustration and acts as a healthy catharsis.

c.  It creates a situation where ‘might’ is used to conquer what is ‘right.’

d.  It opens up channels for more communication.

 

24.__________ relies on the use of formal authority to force others to cease and desist.

a.  Avoidance

b.  Dominance

c.  Soothing

d.  Compromise

 

25.­­­________________ is a highly valued state of affairs that two or more parties engaged in conflict desire but that cannot be achieved without the cooperation of both or all of them.

a.  Resource acquisition

b.  Superordinate goal

c.  Structural change

d.  Behavioral change

 

 

 

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