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A.stage one conflict
B.stage two conflict
C.stage three conflict
D.none of the above
(b) Anne is experiencing some tension due to the conflict between her duties and responsibilities as an employee of
Fillmore Pierce and as a qualified professional accountant.
Required:
(i) Compare and contrast her duties and responsibilities in the two roles of employee and professional
accountant. (6 marks)
A.quarreling becomes inevitable
B.it is not longer a conflict between two individuals
C.people begin to hate each other
D.no solution is possible
A.Huck has a mixed feeling of love and hate
B.there is a conflict between society and conscience in Huck
C.Huck is always an indecisive person
D.Huck has very little education
A . Conflict in authority between project manager and functional managers
B . Dual allegiance on part of team members
C . Complex prioritization of resources
D . Loss of developed procedures on project dissolution
E . All of the above
Conflict is an organizational reality that is inherently neither good nor bad in and of itself. It can be destructive, but it can also play a productive role both within a person and between persons. Whereas most managers seek to reduce conflict because of its negative effect, some seek to use it for its positive effects on creativity, and motivation.
There is no "one best way" for managing interpersonal conflict, either as an involved adversary or as a third party. Rather, there are a number of strategies involving the external conditions, differing views, internal feelings, and outcomes. In addition, the relationships of the involved parties (for example, superiors and subordinates, etc. ) and their past histories as adversaries, allies, or relatively neutral third parties form. another key factor. The relative power of the involved parties is another consideration in deciding whether to withdraw from the conflict, work toward controlling a conflict into a win/lose pattern, or smooth it over with friendly acts.
Conflict as an involved participant is emotionally very different from conflict as a relatively objective third party. Indeed, as we will see, one strength of involving third parties lies in their potential to add an objective perspective to the feelings and behavior. of the involved adversaries. In this reading, we view the management of conflict from the point of view of both the adversary and the outside third party who might be a boss, colleague, friend, or even subordinate. Each of these roles adds its own distinct strengths and weaknesses.
From this passage, we learn that ______.
A．interpersonal conflict is typical of all people
B．interpersonal conflict tends to occur more often among aggressive people
C．when we look at interpersonal conflict, we must always listen to the opinions of the superiors
D．accumulated opposition often leads to interpersonal conflict
In relation to the essential legal system of China:
(a) explain the conditions under which the people’s congresses of provinces, autonomous regions and municipalities (provincial level people’s congresses) may enact local laws; (3 marks)
(b) (i) explain the conditions under which Ministries and Commissions under the State Council may issue rules and regulations; (4 marks)
(ii) state which shall prevail where there is a conflict between rules and regulations issued by Ministries and Commissions under the State Council and the local people’s congresses at provincial level. (3 marks)
Social scientists are, of course, extremely interested in these types of questions. They want to explain why we possess certain characteristics and exhibit certain behaviors. There are no clear answers yet, but two distinct schools of thought on the matter have been developed. As one might expect, the two approaches are very different from one another, and there is a great deal of debate between proponents of each theory. The controversy is often referred to as " nature/nurture".
Two who support the" nature" side of the conflict believe that our personalities and behavior. patterns are largely determined by biological and genetic factors. That our environment has little, if anything, to do with our abilities, characteristics, and behavior. is central to this theory. Taken to an extreme, this theory maintains that our behavior. is predetermined to such a degree that we are almost completely governed by our instincts.
Proponents of the " nurture" theory, or as they are often called, behaviorists, claimed that our environment is more important than our biologically based instincts in determining how we will act. A behaviorist, B. F. Skinner, sees humans as beings whose behavior. is almost completely shaped by their surroundings. The behaviorists view of the human being is quite mechanistic; they maintain that, like machines, humans respond to environmental stimulus as the basis of their behavior.
Neither of these theories can yet fully explain human behavior. In fact, it is quite likely that the key to our behavior. lies somewhere between these two extremes. That the controversy will continue for a long time is certain.
Which of the following statements would supporters of the" nature" theory agree with？
A．A person's instincts have little effect on his actions.
B．Environment is important in determining a person's behavior. and personality.
C．Biological reasons have a strong influence on how we act.
D．The behaviorists' view correctly explains how we act.
Stage two conflict is different from stage one conflict in that__________ ．
A.it is caused by daily disputes
B.it is low in intensity
C.it takes a form. of competition
D.it always leads to loss offace
Section B – TWO questions ONLY to be attempted
Arthur Jellicoe has been the chief executive officer (CEO) of Scapa Holdings, a listed company, for over 15 years, during which time the company has been very successful in capturing market share and achieving levels of profitability well in excess of it direct competition. Much of this success has been credited specifically to the way Arthur has managed the company. So when he advised the board at its last meeting that he plans to retire at the end of the year, there was real concern about appointing his successor. Scapa Holdings is particularly aware that any uncertainty which may arise during the CEO transitional period could result in a fall in share price, which they clearly wish to avoid.
The remuneration policy at Scapa Holdings includes a provision for awarding significant share options to executive directors when the company attains high levels of performance. For many years the targets set by the remuneration committee have been exceeded, so Arthur has accumulated a large number of share options which he can exercise any time over the next year. As part of his retirement planning, Arthur has consulted with an independent financial adviser who has recommended that he exercises his share options before he retires because they will deliver a tax efficient capital gain which he can then invest for his future. Clearly it will be in Arthur’s best interest to choose an exercise date when the share price is trading at its highest. So when a new contract opportunity was tabled by the sales director, which would clearly increase the company’s share price this year, Arthur was an enthusiastic supporter. Unfortunately, the finance director advised the board that its bank loan contained a restrictive covenant requiring the company to maintain interest cover of four times its pre-tax profit. Although Scapa Holdings has always been able meet this loan condition, the finance director is concerned that the further investment in the working capital needed for the proposed new contract presented a significant risk of breaching the loan covenant.
To address this issue the CEO suggested that inventory could be valued differently in order to report a higher profit figure, and thereby increase the level of interest cover. He further suggested that ‘this minor policy change would not be opposed by shareholders’ as it would undoubtedly increase the value of the share price. He also advised the board that he was sure that he could use his longstanding friendship with the engagement partner of Scapa Holdings’ auditors, who he had trained with as an accountant many years ago, to convince the audit team to agree with the higher inventory valuation during the forthcoming audit.
Required:
(a) An inherent risk in any listed company is that its directors have the power to pursue their own personal interests, which may not be aligned with their fiduciary duties towards shareholders.
Explain the term conflict of interest in this context, and using information from the scenario, discuss how Arthur Jellicoe’s behaviour presents a clear conflict of interest, stating what course of action he should take. (8 marks)
(b) Describe the agency relationships at Scapa Holdings, and explain how clear accountability could increase trust between principal and agent thereby reducing agency costs. (9 marks)
(c) Explain the meaning of ‘probity’ when maintaining professional business relationships as described in the scenario, and criticise the ethical behaviour of Arthur Jellicoe with respect to probity. (8 marks)
