All of the following are benefits of conflict in organizations ...

[Brittanyd9008]

All of the following are benefits of conflict in organizations except ________.
 
  A) increased self-evaluation and change
  B) increased groupthink
  C) increased creativity and innovation
  D) increased curiosity among group members
  E) increased opportunity to air problems

Question 2

Discuss the difference between strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger.
 
  What will be an ideal response?

[nickk12214]

Answer to Question 1

B
Explanation: B) Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages curiosity and interest among group members, provides the medium for problems to be aired and tension released, and fosters self-evaluation and change.

Answer to Question 2

Strong cultures have a greater impact on employee behavior and are more directly related to reduced turnover. In a strong culture, the organization's core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an internal climate of high behavioral control. One specific result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreement among members about what the organization stands for. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave the organization.

In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually works seems to have more to do with how well the two organizations' cultures match up. The primary cause of failure is conflicting organizational cultures, when people simply don't match up. Therefore, when considering an acquisition or merger, management would need to carefully evaluate the cultures of each organization.