<em>Jane suggests that they just drop it and go back to work. She doesn't want to lose her job and fears that even if they win, their working relationship with Andy will be damaged beyond repair. Malcolm suggests that they go back to Andy's boss and explain that they think talking about Andy's behavior could improve productivity and quality. He tells the group they ought to write down and present the substance of their concerns, not just attack Andy's management style. Malcolm thinks they can work this out without removing Andy or getting fired themselves.</em>
<em>Refer to Case 13.1.</em>
<em>1. If the company doesn't do something with Andy, it runs the risk of ____.</em>
<em> a. losing valuable employees </em>
<em>b. a reduction in productivity</em>
<em>c. employees unionizing</em>
<em>d. all of these</em>
<em>2. Which style of conflict management is a cooperative/nonassertive style?Question options:</em>
<em>a. Avoidance</em>
<em>b. Accommodating</em>
<em>c. Compromising </em>
<em>d. Problem-solving</em>
Answer:
<u>1. d</u>
<u>2. b.</u>
Explanation:
1. When employees are dissatisfied with their boss, feelings of resentment often becomes part of the employees leading some to leave their jobs, or even deliberately reducing their productivity level or to form a union that could protect their interest.
2. A cooperative/nonassertive style of conflict management is indeed an accommodating and toleration driven. It allows employees to discourse issues freely <u>without fear of being punished for expressing views.</u>
