For more classes visit www.snaptutorial.com 1. Thomas proposed that what two personality dimensions can represent the levels of concern underlying the five conflict management styles? The degree of aggressiveness and the degree of cooperativeness

1. MGT 557 Final Exam Guide (NEW)
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1.
Thomas proposed that what two personality dimensions can represent the levels of
concern underlying the five conflict management styles?
The degree of aggressiveness and the degree of cooperativeness
The degree of assertiveness and the degree or competitiveness
The degree of aggressiveness and the degree of competitiveness
The degree of assertiveness and the degree of cooperativeness
2.

2. A zero-sum situation is also known as what other situation name?
negotiative
integrative
distributive
win-lose
3.
Which of the following is not one of the four biases that threaten e-mail negotiations?
Sinister attribution bias
Burned bridge bias

3. Impasse in e-mail negotiations bias
Temporal synchrony bias
4.
A reservation price is which of the following?
what negotiators mean by their "bottom line"
the median between your opening bid and bottom line
your opening bid in a negotiation
the other party's opening bid in a negotiation
5.

4. The "joining threshold" is:
the minimum number of people required for a coalition to be successful.
the level in which a minimum number of people have joined a coalition and others
begin to join because they recognize that their current friends and associates are
already members.
the total number of people who can join a specific condition.
the level at which a new member must “pay” in order to join the coalition.
6.
Babcock, Wang and Loewenstein found that:
negotiators compare themselves to others whose positions are similar in scope and
position to their own.

5. negotiation breakdown or impasses are negatively correlated with perceived
differences between the disputants chosen comparison groups.
the smaller the perceived differences between comparison groups, the greater the
likelihood of a breakdown.
negotiators choose comparison groups to reflect a supportive, self-serving bias for
their positions.
7.
At the top of the best practice list for every negotiator is:
Remembering the intangibles
Managing coalitions
Preparation

6. Diagnosing the structure of the negotiation
8.
Which of the following is not a major source of power from one of the five different
groupings?
personal sources of power
organizational sources of power
information sources of power
contextual sources of power
9.
Negotiation is fundamentally a skill involving analysis and _____________ that
everyone can learn.
preparation

7. cooperation
communication
Process
10.
Successful logrolling requires:
that one party is allowed to obtain his/her objectives and he/she then "pays off" the
other party for accommodating his/her interests.
that the parties establish more than one issue in conflict and then agree to trade off
among these issues so one party achieves a highly preferred outcome on the first issue
and the other person achieves a highly preferred outcome on the second issue.
no additional information about the other party than his/her interests, and assumes
that simply enlarging the resources will solve the problem.
11.

8. Rackham's study found that during face-to-face-bargaining, superior negotiators:
avoided behavioral labeling.
made fewer immediate counterproposals.
asked fewer questions.
frequently used defend-attack cycles.
12.
The objective of both parties in distributive bargaining is to obtain as much of which
of the following as possible?
Target point
Bargaining mix
Bargaining range
Resistance point
13.
Only one of the approaches to ethical reasoning has as its central tenet that actions
are more right if they promote more happiness, more wrong if they produce
unhappiness. Which approach applies?

9. end-result ethics
social context ethics
duty ethics
reasoning ethics
14.
Which represents the best deal we can possibly hope to achieve?
Resistance point
Alternative
Opening bid
Specific target point
15.
According to Kolb and Coolidge, during a negotiation men tend to:

10. perceive negotiation as a part of the larger context within which it takes it place.
engage the other in a joint exploration of ideas.
seek empowerment when there is interaction among all parties in the relationship.
demarcate negotiating from other behaviors that occur in the relationship.
17.
A doctor facing the moral dilemma between a mandate to save lives and the mandate
to relieve undue suffering for those whose lives cannot be saved is an example of:
social context ethics.
duty ethics.
end-result ethics.
utilitarian ethics.
17.
A constituency is:

11. a negotiator representing the interests of another party.
two or more parties on the same side who are working together and collectively
advocating the same positions and interests.
one or more parties whose interests, demands, or priorities are being represented by
the focal negotiator at the table.
any individual or group of people who are not directly involved in or affected by a
negotiation, but who have a chance to observe and react to the ongoing events.
18.
In the Dual Concerns Model, the level of concern for the individual's own outcomes
and the level of concern for the other's outcomes are referred to as the:
cooperativeness dimension and the competitiveness dimension.
competitiveness dimension and the aggressiveness dimension.
cooperativeness dimension and assertiveness dimension.
assertiveness dimension and the competitiveness dimension.

12. Mediators have:
the power to impose a solution.
no formal power over outcomes.
the same power as arbitrators.
the authority to resolve the dispute on their own.
20.
The "culture-as-shared-value" approach:
recognizes that no human behavior is determined by a single cause.
concentrates on documenting the systematic negotiation behavior of people in
different cultures.
recognizes that all cultures contain dimensions or tensions among their different
values.
concentrates on understanding the central values and norms of a culture and then
building a model for how these norms and values influence negotiations within that
culture.

13. 21.
Which of the following lists only joint strategies for cross-cultural negotiations?
employ agents or advisors, bring in a mediator, adapt to the other party's approach,
improvise an approach
coordinate adjustment, improvise an approach, adapt to the other party's approach,
embrace the other party's approach
bring in a mediator, coordinate adjustment, improvise an approach, effect symphony
employ agents or advisors, adapt to the other party's approach, embrace the other
party's approach, effect symphony
22.
Brett, Barsness and Goldberg found that mediation, when compared to arbitration:
was more time-consuming.
produced greater disputant satisfaction.

14. was more costly.
was more complicated to implement.
23.
It is important negotiators consider the shadow negotiation carefully before meeting
with the other party so they:
understand where the boundaries of the current negotiations are and should be.
understand how they would ideally like to work with the other party.
are clear in their own minds about the scope of the negotiations.
determine what ground the negotiation is going to cover and how the negotiators are
going to work together.
24.
What are the three key stages and phases that characterize multilateral negotiations?
the prenegotiation stage, managing the actual negotiations, and managing the
agreement stage
the prenegotiation stage, the networking stage, and the managing the agreement stage

15. the coalition building stage, the relationship development stage, the networking stage
the coalition building stage, the networking stage, and the actual negotiation state
25.
Power distance describes:
the extent to which cultures hold values that were traditionally perceived as masculine
or feminine.
the extent to which the society is organized around individuals or the group.
the extent to which a culture programs its members to feel either uncomfortable or
comfortable in unstructured situations.
the extent to which the less powerful members of organizations and institutions accept
and expect that power is distributed unequally.
26.
Which of the following techniques is the least effective in resolving impasses and
defusing volatile situations?
Active listening

16. Tension management
Separating the parties
Synchronized de-escalation
27.
Researchers have found that expressing high anger and low compassion toward
another leads the negotiators to:
a greater desire to work together in the future.
achieve more joint gains.
find and explore commonalities in experiences.
an unaffected ability to yield greater individual gains.
28.
Which of the following parameters shapes our understanding of relationship
negotiation strategy and tactics?
Parties never make concessions on substantive issues.

17. Negotiating within relationships takes place at a single point in time.
Negotiating with relationships may never end.
Negotiation in relationships is only about the issue.
29.
In multiparty negotiations, research shows that parties who approached multiple
issues simultaneously:
Have less insight into the preferences and priorities of the other parties at the table.
Increased the likelihood of achieving agreement.
Exchanged less information.
Achieved lower quality agreements.
30.
Negotiators should make a conscious decision about whether they are facing a
fundamentally distributive negotiation, an integrative negotiation, or a:
group negotiation.

18. cooperative negotiation.
combative negotiation.
blend of both distributive and integrative negotiations.