In court rooms which conflict handling style mostly comes under observation?

• A) Competing
• B) Avoiding
• C) Accommodating
• D) Compromising

In leader-follower dyad the individuals who belong to in-group have:

• A) Low quality relation
• B) Moderate quality relation
• C) High quality relation
• D) None of the given

All of the following are the characteristics of integrative bargaining EXCEPT:

• A) Focus on positions
• B) High information sharing
• C) Go well together
• D) Focus On Interests

Which kind of strategy to conflict is “Collaborating?”

• A) None of above
• B) I lose – You lose
• C) I win – You lose
• D) I win – You win

Which one of the following is the last step in communication process?

• A) Receiver
• B) Feedback
• C) Decoding
• D) Encoding

Mr. Ahmed is influenced by Mr. Ali because he is attractive and has desirable resources or personal characteristics. Which of the following sources of power is exhibited by Mr. Ali?

• A) Referent power
• B) Legitimate power
• C) Coercive power
• D) Reward power

Which of the following type of leader is likely to have the most profound effect on his or her followers?

• A) Transactional
• B) Transformational
• C) Educational
• D) Directive

The conflict-handling intention of avoiding is ________________

• A) Unassertive and cooperative
• B) Assertive and uncooperative
• C) Unassertive and uncooperative
• D) Assertive and cooperative

Which of the following is NOT the function of communication?

• A) Control
• B) Satisfaction
• C) Emotional Expression
• D) Information

The two parties eventually agree to ask Mr. Qureshi, an attorney and trusted friend, to help them informally to solve their problem. Mr Qureshi is playing which of the following role?

• A) Mediator
• B) Consultant
• C) Conciliator
• D) Arbitrator

The categories of causes or sources of conflict include all of the following EXCEPT:

• A) Group interaction
• B) Communication
• C) Structure
• D) Personal variables

An impartial third party, skilled in conflict handling and attempts to facilitate creative problem solving through communication and analysis is known as:

• A) Arbitrator
• B) Consultant
• C) Conciliator
• D) Mediator

The CEO of an engineering firm noticed a great deal of difference between the styles of the various department directors. He noticed that some are more charismatic and enthusiastic than others. In identifying this difference, he is looking at the directors’ ______________

• A) Behaviors
• B) Traits
• C) Personalities
• D) Attitudes

Ali wants to buy a motor bike. He goes to the showroom and sees different models of bikes. He likes one of them very much and wants to purchase it. He asks the price from dealer which is more than his range. Both of them then negotiate over price. This is an example of:

• A) Integrative negotiation
• B) BATNA
• C) Distributive negotiation
• D) Third party negotiation

Mr. Hassan always let his subordinates to know about expectations from them; schedules work to be done and give specific guidance to do a certain task. He can be termed as:

• A) Directive leader
• B) Participative leader
• C) Achievement-Oriented leader
• D) Supportive leader

All of the following are people factors that’s contributes to the development of the conflict EXCEPT:

• A) Management Culture
• B) Past experience
• C) Needs and wants
• D) Self-Concept

The consequence of Legitimate and Reward power is_________

• A) Resistance
• B) None of above
• C) Commitment
• D) Compliance

The consequence of Referent and Expert power is ________

• A) Commitment
• B) None of above
• C) Resistance
• D) Compliance

Which of the following statements is true pertaining to the role of personality traits in negotiations?

• A) Charming personalities quickly resolve the conflicts
• B) Individuals with an internal locus of control are better negotiators
• C) Competent individuals make excellent negotiations
• D) Extroverts are less effective negotiators than introverts

Leaders achieve goals, and power is:

• A) Usually used by poor leaders
• B) A goal in and of itself
• C) A means of achieving goals
• D) A strong influence on leaders’ goals