BMGT364 UPDATED COMPREHENSIVE EXAM
QUESTIONS AND ANSWERS SURE A+
✔✔Task Conflict - ✔✔Disagreements among members about the team's task
Conflicts about the distribution of resources, procedures and policies, and judgements
and interpretation of facts.
Can be beneficial to teams if it stimulates conversations and results in sharpening of
ideas and/or development of ideas
✔✔Relationship and Task Conflict - ✔✔A danger with task conflict is that it can spiral
into relationship conflict and become unproductive.
To get the benefits associated with task conflict:
- Develop trust within the group
- Rationally evaluate the relative merits of each position
- Prevent relationship conflict
✔✔Process Conflict - ✔✔Disagreements about assignments of duties and resources
Represents how well groups manage decisions about how to manage the logistical
accomplishment of the task (task strategy) and decisions about how to coordinate
people in accomplishing the task
There is a stable negative relationship between relationship and process conflict
✔✔The Conflict Process - ✔✔1. Potential Opposition
2. Cognition and Personalization
3. Intentions
4. Behavior
5. Outcomes
✔✔Stage 1: Potential Opposition - ✔✔Communication: Semantic difficulties,
misunderstandings, "noise". Too much or too little
Structure: Group size, age, diversity, organizational rewards, goals, group dependency
Personal Variables: personality types, emotionality
✔✔Stage 2: Cognition and Personalization - ✔✔Potential for conflict is actualized
Parties "make sense" of conflict by defining it and its potential solutions
Emotions play a major role in shaping perceptions
✔✔Perceived Conflict - ✔✔Awareness needed for actualization
,✔✔Felt Conflict - ✔✔Emotional involvement - parties experience anxiety, tension,
frustration, or hostility
✔✔Stage 3: Intentions - ✔✔Decisions to act in a given way
Inferred (often wrong) intentions may cause greater conflict
Behavior does not always accurately reflect intention. Sometimes people act out of
emotion and not rational thinking
✔✔Stage 4: Behavior - ✔✔Differing perceptions
Verbal disputes, negative moods, protective behavior
Overt attacks
✔✔Stage 5: Outcomes - ✔✔
✔✔Function Outcomes - ✔✔Improves decision quality
Stimulates creativity and innovation
Encourages interest and curiosity
Problem are aired
Accepts change and self-evaluation
✔✔Dysfunctional Outcomes - ✔✔Group is less effective
Reduces cohesiveness and communications
Leads to the destruction of the group
✔✔Managing Conflict - ✔✔Recognize when there really is a disagreement
Encourage open, frank discussion focused on interests
Have opposing groups pick important issues and work for mutual satisfaction
Emphasize shared interests
✔✔Week 11: Negotiations - ✔✔
✔✔Negotiation - ✔✔Process that occurs when two or more parties decide how to
allocate scarce resources
Distributive and Integrative
✔✔Distributive Negotiations - ✔✔Single-issue negotiations that are assumed to be part
of a "fixed pie" where one person's gain is the other person's loss
✔✔Integrative Negotiations - ✔✔Negotiations that focus on multiple issues to "expand
the pie" and actively seek alternative solutions that satisfy both parties
✔✔The Negotiation Process - ✔✔Preparation & Planning
Definition of Ground Rules
Clarification & Justification
, Bargaining & Problem Solving
Closure & Implementation
✔✔Preparation - ✔✔Target Point: What are my goals
BATNA: What would I do if we don't reach an agreement?
Resistance Point: What's my "bottom line'?
✔✔Goals and the Impact of Anchors - ✔✔Goals act as an initial anchor
Final agreements are more strongly influenced by initial offers than by subsequent
concessionary behavior
✔✔Week 12: Power & Influence - ✔✔
✔✔Power Primer - ✔✔Power refers to a capacity that A has to influence the behavior of
B, so that B acts in accordance with A's wishes.
Power may exist but not be used.
✔✔General Dependency Postulate - ✔✔The greater B's dependence on A, the more
power A has over B
✔✔What creates dependence? - ✔✔Importance, Scarcity, Non-substitutability
✔✔Power - ✔✔The ability to influence the behavior of others and resist unwanted
influence in return
✔✔Leadership - ✔✔The use of power and influence to direct the activities of followers
toward goal achievement
✔✔Formal Bases of Power - ✔✔Formal power is based on an individual's
organizational position
Legitimate power, reward power, coercive power
✔✔Legitimate Power - ✔✔From the formal authority to control and use organizational
resources
Understood they have the right to ask others to do things
Make polite clear requests, don't exceed scope, insist on compliance if appropriate
✔✔Reward Power - ✔✔Complies due to desire for positive benefits (raises, desirable
job assignments)
Those being influenced believe they will get the rewards by behaving in a certain way
Offer rewards people desire, fair and ethical rewards, explain the criteria for giving
rewards
QUESTIONS AND ANSWERS SURE A+
✔✔Task Conflict - ✔✔Disagreements among members about the team's task
Conflicts about the distribution of resources, procedures and policies, and judgements
and interpretation of facts.
Can be beneficial to teams if it stimulates conversations and results in sharpening of
ideas and/or development of ideas
✔✔Relationship and Task Conflict - ✔✔A danger with task conflict is that it can spiral
into relationship conflict and become unproductive.
To get the benefits associated with task conflict:
- Develop trust within the group
- Rationally evaluate the relative merits of each position
- Prevent relationship conflict
✔✔Process Conflict - ✔✔Disagreements about assignments of duties and resources
Represents how well groups manage decisions about how to manage the logistical
accomplishment of the task (task strategy) and decisions about how to coordinate
people in accomplishing the task
There is a stable negative relationship between relationship and process conflict
✔✔The Conflict Process - ✔✔1. Potential Opposition
2. Cognition and Personalization
3. Intentions
4. Behavior
5. Outcomes
✔✔Stage 1: Potential Opposition - ✔✔Communication: Semantic difficulties,
misunderstandings, "noise". Too much or too little
Structure: Group size, age, diversity, organizational rewards, goals, group dependency
Personal Variables: personality types, emotionality
✔✔Stage 2: Cognition and Personalization - ✔✔Potential for conflict is actualized
Parties "make sense" of conflict by defining it and its potential solutions
Emotions play a major role in shaping perceptions
✔✔Perceived Conflict - ✔✔Awareness needed for actualization
,✔✔Felt Conflict - ✔✔Emotional involvement - parties experience anxiety, tension,
frustration, or hostility
✔✔Stage 3: Intentions - ✔✔Decisions to act in a given way
Inferred (often wrong) intentions may cause greater conflict
Behavior does not always accurately reflect intention. Sometimes people act out of
emotion and not rational thinking
✔✔Stage 4: Behavior - ✔✔Differing perceptions
Verbal disputes, negative moods, protective behavior
Overt attacks
✔✔Stage 5: Outcomes - ✔✔
✔✔Function Outcomes - ✔✔Improves decision quality
Stimulates creativity and innovation
Encourages interest and curiosity
Problem are aired
Accepts change and self-evaluation
✔✔Dysfunctional Outcomes - ✔✔Group is less effective
Reduces cohesiveness and communications
Leads to the destruction of the group
✔✔Managing Conflict - ✔✔Recognize when there really is a disagreement
Encourage open, frank discussion focused on interests
Have opposing groups pick important issues and work for mutual satisfaction
Emphasize shared interests
✔✔Week 11: Negotiations - ✔✔
✔✔Negotiation - ✔✔Process that occurs when two or more parties decide how to
allocate scarce resources
Distributive and Integrative
✔✔Distributive Negotiations - ✔✔Single-issue negotiations that are assumed to be part
of a "fixed pie" where one person's gain is the other person's loss
✔✔Integrative Negotiations - ✔✔Negotiations that focus on multiple issues to "expand
the pie" and actively seek alternative solutions that satisfy both parties
✔✔The Negotiation Process - ✔✔Preparation & Planning
Definition of Ground Rules
Clarification & Justification
, Bargaining & Problem Solving
Closure & Implementation
✔✔Preparation - ✔✔Target Point: What are my goals
BATNA: What would I do if we don't reach an agreement?
Resistance Point: What's my "bottom line'?
✔✔Goals and the Impact of Anchors - ✔✔Goals act as an initial anchor
Final agreements are more strongly influenced by initial offers than by subsequent
concessionary behavior
✔✔Week 12: Power & Influence - ✔✔
✔✔Power Primer - ✔✔Power refers to a capacity that A has to influence the behavior of
B, so that B acts in accordance with A's wishes.
Power may exist but not be used.
✔✔General Dependency Postulate - ✔✔The greater B's dependence on A, the more
power A has over B
✔✔What creates dependence? - ✔✔Importance, Scarcity, Non-substitutability
✔✔Power - ✔✔The ability to influence the behavior of others and resist unwanted
influence in return
✔✔Leadership - ✔✔The use of power and influence to direct the activities of followers
toward goal achievement
✔✔Formal Bases of Power - ✔✔Formal power is based on an individual's
organizational position
Legitimate power, reward power, coercive power
✔✔Legitimate Power - ✔✔From the formal authority to control and use organizational
resources
Understood they have the right to ask others to do things
Make polite clear requests, don't exceed scope, insist on compliance if appropriate
✔✔Reward Power - ✔✔Complies due to desire for positive benefits (raises, desirable
job assignments)
Those being influenced believe they will get the rewards by behaving in a certain way
Offer rewards people desire, fair and ethical rewards, explain the criteria for giving
rewards
