MID TERM EXAMINATIONS QUESTION PAPER

Course Name :Conflict and Negotiation Credits :2

Course Code : 0212410403 Semester : IV Batch : 2020-2022
Date of Exam: 10.03.2022 Day: Thursday Duration : 60 minutes
Time : 02:00 PM - 03:00 PM Maximum Marks: 30
Section – A
Course
Q. (Attempt any 4 questions from 5 questions of Section A)
Marks Outcom
No. (Compulsory) es
4 Questions * 5 Marks = 20 Marks Mapped
Q1 I was engaged as a freelance project manager to locate someone to fill a highly 5 marks CO1
specialized position. When I asked an outstanding candidate about her salary, she told
me a figure that really was far below market average. I guided her to a price that was
about twice her original bid but 30% less than my client's budget. I did not inform it to
my client and she was employed at the wage I suggested.

Is there anything I did wrong in the eyes of either party? If you were in the project
manager’s situation, how would you have handled this negotiation differently? Explain.
Q2 There are situations in which too little conflict can be a problem, in creative problem- 5 marks CO1
solving teams, some level of task conflict early in the process of formulating a solution
can be an important stimulus to innovation.

Discuss, how would you ensure sufficient discussion of conflict issues in a work group?
Q3 Two managers “A” and “B” who respect each other’s judgment, disagree on their 5 marks CO3
ideology of “Compensatory Hiring” (A hiring style which allows candidates to
overcome a shortcoming in one critical area by possessing other positive qualities to
compensate for or make up for the qualities they lack.)
What kind of conflict is present here?

If you were one of the managers, discuss how you would have handled such type of
conflicts?

Q4 Managers in any organization, not only have crucial relational roles, which are 5 marks CO1 and
sometimes described as the glue that holds organizations together. They are also CO2
driving forces in strategic work. Managers have a special responsibility for achieving
overall goals through dedicated and motivated employees. These goals can only be
achieved if managers have both a proactive and a reactive focus on conflict resolution.

Discuss how can managers bring unspoken conflicts into the open without making
them worse?
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 PART B (Compulsory)
CASE STUDY
Q5 You're employed by a medium-sized office supplies firm. The majority of your coworkers 15 marks CO2,
are kind and easy to get along with. Your boss, on the other hand, is a very different CO3,
person. She appears to be in a bad mood all of the time and expresses it. Almost every CO4
day, one or more of your colleagues (even you) is victim to her harsh verbal abuse. She
bursts out of her office frequently, yelling at any employee who seems to be in her way.
And she appears to take pleasure in publicly humiliating individuals for not
accomplishing their targets. Everyone despises her, and several fine people have already
left to seek other employment.

Answer the following questions:

a. Why do you think she acts this way? (2.5 marks)

b. What effects do you think her behavior is having on the performance of your work
group? (2.5 marks)
c. Which kind of conflict can be present in such situations, and how these can be
handled? (10 marks)

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