Two departments exchange information and make trade-offs so that both can achieve important objectives. This is an example of:
Correct answer: D. Integrative negotiation
- A. Unilateral decision making
- B. Distributive negotiation
- C. Avoidance behaviour
- D. Integrative negotiation
Explanation
Integrative negotiation seeks solutions that create value and satisfy important interests of both sides. Distributive negotiation treats the available benefit as fixed and focuses mainly on dividing it.
Report an error
The more specific you are, the faster it gets fixed. A source beats an opinion.
Prefer email? [email protected]
About Organizational Behaviour
Organizational behaviour examines how individuals and groups act within workplaces and how organisational structures influence that behaviour. It covers personality, perception, motivation, learning, leadership, communication, teamwork, conflict, power, organisational culture and change. It differs from human resource management, which focuses more directly on managing employment processes and policies.
Practise Organizational Behaviour
99 free Organizational Behaviour MCQs from Management Sciences, each with the correct answer and an explanation. Unlimited attempts, no account needed.
Discussion
Stuck on an option, or know a faster way to get there? Ask or explain it here.
No comments yet. Be the first to explain this one.
Exams that ask Management Sciences questions like this
Management Sciences is on 2 papers prepared for on TestUstad, and all of them draw the same bank, so this question is worth knowing for every one of them.
More Organizational Behaviour questions
Employees are most concerned that the procedure used to distribute promotions was applied consistently and without bias. Their concern relates to:
An employee believes the organisation has failed to honour an unwritten promise about career development. This situation concerns a violation of the:
In an organisation, important decisions are mainly made by senior executives rather than by lower level employees. This structure has a high degree of:
Which condition is most likely to create employee burnout?
A leader changes the amount of direction and support provided according to a follower's competence and commitment. This reflects:
An employee believes that career success mainly depends on personal effort and decisions rather than luck or powerful others. This belief reflects: