A style of managing conflict in which reaching commitment and consensus is paramount is referred to as Select one: a.Avoidance b.Collaboration c.Competition d.Accommodation e.Compromise
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A style of managing conflict in which reaching commitment and consensus is paramount is referred to as
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- 1. Using two (2) arguments for or against, discuss whether or not conflict is bad and should it be avoided.Using two (2) arguments for or against, discuss whether or not conflict is bad and should it be avoided. Please include reference.Identify the type of conflict in a situation where the customer is attracted towards SAMSUNG and HUWAI equally. a. Approach-Approach Conflict b. Approach-Avoidance Conflict c. Avoidance-Avoidance Conflict d. Not Approach-not Approach
- 2- Identify the type of conflict in a situation where the customer is attracted towards SAMSUNG and HUWAI equally. a. Not Approach-not Approach b. Avoidance-Avoidance Conflict c. Approach-Approach Conflict d. Approach-Avoidance ConflictThus, understanding functional and dysfunctional conflict requires not only that we identify the type of conflict; we also need to know Select one: O A. intergroup conflict. O B. intragroup conflict. O C. didactic conflict. O D. who it is occurring with. O E. where it occurs.Nila and Manoj cannot agree on the best way to handle a customer complaint. This customer has been a good customer for Nila in the past, and while she is training Manoj to take over this customer account, she does not agree with how he always manages them. Their manager has decided to sit down with both of them together to see how to best resolve this customer complaint. Which type of conflict resolution is their manager using? a. alternative dispute resolution b. interpersonal problem solving c. game theory d. compromise e. smoothing
- Which one of the following is not a dimension of the 3-D negotiation strategy? a. Identifying other potential transactions to avoid failure b. Finding the right negotiation and parties c. Solving inter-personal problems d. Creating deals that increase valueSuppose that for the past two weeks, your department has been developing policy changes. During this time, your colleague was on vacation and did not participate in the process. When he returns, he doesn’t agree with a number of items and wants them changed. Because the policy changes are due the next day, which of the following would you use to approach this conflict? Thoroughly explain why you selected this option and how you intend to use it. Accommodation. Avoidance. CollaborationA style of managing conflict in which reaching commitment and consensus is paramount is referred to as Select one: a.Collaboration b.Competition c.Accommodation d.Avoidance e.Compromise
- Source of conflict when conflict arises over disagreement on the need for certain procedures or the lack of information sharing or the failure to make timely decisions Source of conflict when conflict arises over prejudices or differences in values and attitudes The approach to handling conflict where team members search for an intermediate position The approach to handling conflict where team members search for areas of agreement within the conflict and minimize the value of addressing differences…Harold works for the Green Solar Panel Company as a purchasing agent. As part of his job, he negotiates with representatives from a variety of other companies to try to obtain the raw materials his company needs as inexpensively as possible. Over the years, Harold has found that he generally has better negotiated outcomes with a strong BATNA. What does this mean? Group of answer choices Harold strategically uses Bottomline Alternatives To Negotiated Alignments. Harold only Bathes After Trying Negotiation Alternatives. Harold relies on Better Anchoring To Negotiate Agreements. Harold knows the power of having a Best Alternative To Negotiated Agreements. Harold's extensive research allows him to Better Achieve Top Negotiation Agreements.In negotiation, conflict occurs when there is no overlap between the parties' resistance points. True O False