IIA IIA Certifications IIA-CIA-PART3 Questions & Answers

• Question 461:

  In a situation involving a disagreement between two parties, when one party's interests are more important than the other's (for example, a customer believes one product is most suitable whilethe seller disagrees, yet the seller's primary goal is to keep the customer satisfied), the best conflict-resolution strategy is:

  A. Accommodating.

  B. Compromising.

  C. Competing.

  D. Challenging.

  Correct Answer: A

  Accommodating is a conflict handling intention. The dimensions of conflict handling intentions are assertiveness and cooperation. An intention is what mediates between one's actual behavior and one's emotions and perceptions. Accommodating entails placing another person's interests above one's own. It represents the minimum of assertiveness and the maximum of cooperation. For example, the seller should accommodate the customer by providing the product the customer wants.

• Question 462:

  While conducting field work, a strong conflict arises between two of your subordinates regarding possible scope expansion. You draw their attention to their shared views, downplaying the issues of contention. This technique for resolving conflict is called:

  A. Super ordinate goals.

  B. Smoothing.

  C. Problem solving.

  D. Compromise.

  Correct Answer: B

  Smoothing is a conflict resolution technique in which differences are deemphasized and common interests of the parties are emphasized. It has the disadvantage of not solving the underlying problems that created the conflict.

• Question 463:

  Two managers have been informed that their units will be relocated to a new site. The units are to share space at the new office location. The managers have been arguing for several weeks over the allocation of space and the location of offices. This disagreement is threatening the relocation schedule and disrupting other projects. The managers' supervisor has now becomeinvolved in the conflict and must try to minimize the potential for hurt feelings while resolving the problem quickly. Identify the supervisor's best approach for this situation.

  A. Sit down with the managers and determine a solution.

  B. Design a floor plan and tell the managers who occupies what space.

  C. Remind the managers that the company needs their cooperation in this effort so that costs can be reduced

  D. Tell the managers not to worry and that problems like this have a way of working themselves out.

  Correct Answer: A

  Problem solving is a means of confronting the conflict and removing its causes. The emphasis is on facts and solutions, not personalities and assignment of blame. The disadvantage is that problem solving takes time. In this situation, a three-party negotiation stressing a win-win attitude is appropriate. Negotiation should be feasible because the parties have overlapping interests.

• Question 464:

  Two managers have been arguing about the distribution of money for capital investment projects affecting their respective production units. All of the projects are worthwhile and significantly exceed the organization's required rate of return. The approach that would create a win-win solution for the managers under these circumstances would be to:

  A. Smooth the differences of the two managers by emphasizing their common interests.

  B. Alter the attitudes and behaviors of the managers so that agreement can be reached.

  C. Force the managers to compromise by asking each of them to give up something.

  D. Expand the resources available so that both manager's projects can be funded.

  Correct Answer: D

  Expanding the pool of scarce resources, in this case, the money available for capital projects, permits both managers to achieve his/her objectives without having to give up anything of value. Thus, each side wins.

• Question 465:

  As a conflict resolution strategy, optimizing (or a win-win strategy) is most appropriate when:

  A. The benefits being contested cannot be changed.

  B. The relationship between the parties is likely to continue.

  C. People are deeply committed to established habits and patterns.

  D. Time is scarce and the manager's patience is wearing thin.

  Correct Answer: B

  Optimizing or problem solving entails addressing the source of conflict and finding alternative strategies that benefit all parties. It promotes cooperative, positive attitudes that transfer to other organizational behaviors. Hence, optimizing may be worth the expenditure of more resources than other strategies because it improves the future relationship of the parties.

• Question 466:

  Keeping a conflict from surfacing at all is an example of following which conflict management strategy?

  A. Avoidance.

  B. Defusion.

  C. Containment.

  D. Confrontation

  Correct Answer: A

  An avoidance strategy aims to resolve the conflict by ignoring it or imposing a solution. It is appropriate if the conflict is trivial or if quick action is needed to prevent the conflict from arising.

• Question 467:

  Which of the following statements regarding approaches to conflict resolution is true?

  A. Forcing is a style of managing conflict where the relationship is given more importance than individual goals, and goals are conceded in order to preserve relationships.

  B. Withdrawing is a style of managing conflict where personal goals and relationships are relinquished. It is regarded as a temporary solution because the problem and conflict reoccur.

  C. Smoothing occurs when goals are highly important while the relationship is of minor importance. Goals are achieved at any cost.

  D. Compromising is a style that highly values goals and relationships. Conflicts are viewed asproblems to be solved, and negotiators seek a solution that both achieves goals and improves relationships.

  Correct Answer: B

  The withdrawing or avoiding style ignores the issues and the people involved in the conflict. Thus, avoidance is nonaction. It withdraws from and suppresses the conflict but does not solve the underlying problem.

• Question 468:

  Conflict arising as a result of a sales manager making delivery promises to customers that are incompatible with the low inventory levels maintained by the production manager is an example of which of the following types of interpersonal conflict?

  A. Personal differences.

  B. Information deficiency.

  C. Role incompatibility.

  D. Environmental stress.

  Correct Answer: C

  The sales manager has made promises that the production manager cannot keep. Their interpersonal conflict arises from a common type of role incompatibility. The sales manager'srole is to maximize sales, but the production manager's role is, in part, to achieve production efficiencies, for example, by maintaining low inventories. Thus, individual and Intergroupconflict has occurred because the functional responsibilities of the managers are interdependent in an interfunctional organization.

• Question 469:

  A manager resolves a conflict between two employees by recommending that concessions to be made by both employees. The two employees agree to the concessions and the conflict is resolved. Both employees gain and lose. Which of the following describes the way the manager addressed the conflict?

  A. Forcing.

  B. Smoothing.

  C. Compromise.

  D. Problem solving.

  Correct Answer: C

  Compromise entails negotiation by the parties in conflict. The conflict is resolved through aprocess by which each side makes concessions. Thus, the parties both gain and lose. Because both employees made concessions, the conflict was resolved through compromise.

• Question 470:

  Intentional stimulation of conflict can be triggered by:

  I. Making changes to the organizational structure

  II. Hiring new employees with different values, attitudes, and backgrounds

  III.

  Assigning an employee the role of devil's advocate to oppose the majority views

  A.

  I only.

  B.

  I, II, and Ill.

  C.

  I and Ill only.

  D.

  II only.

  Correct Answer: B

  Intentional stimulation of conflict is triggered by making changes in the organizational structure, hiring new employees with different values, attitudes, backgrounds, and assigning an employee to be devil's advocate to oppose the majority views of the group.