Question 21

Question 21

Because relationship negotiations are never over,

    parties generally tackle negotiations over tough issues first in order to “get off on the right foot.”
    it is often impossible to anticipate the future and negotiate everything “up front.”
    issues on which parties truly disagree will go away with the conclusion of the negotiation.
    parties should never make concessions on substantive issues.
    All of the above are consequences of relationship negotiations.

Question 22

In a transactional negotiation, the most important issue is usually the

    enhancing the relationship.
    better deal.
    dependence dynamics.
    inventory questions.
    all of the above.

Question 23

How parties treat each other in one-to-one relationships is the process of which of the following justices?

    Procedural
    Interactional
    Systemic
    Distributive
    None of the above

Question 24

An example of authority ranking as a form of relationship would include

    college roommates.
    fraternal organizations.
    auto salesperson and buyer.
    soldiers and their commander.
    church congregates.

 

 

 

 

Question 25

Which question that should be asked about working on the improvement of a relationship is false?

    If the relationship is in difficulty, what might have caused it, and how can I gather information or perspective to improve the situation?
    How can we take the pressure off each other so that we can give each other the freedom of choice to talk about what has happened, and what is necessary to fix it?
    Trust repair is a long and slow process. It requires adequate explanations for past behavior, apologies, and perhaps even reparations. Interestingly, cultures differ in the way they manage this process.
    Must we surface the deeply felt emotions that have produced anger, frustration, rejection and disappointment? Should we effectively vent these emotions, or understand their causes, so that we can move beyond them?
    How can we begin to appreciate each other’s contributions, and the positive things that we have done together in the past? How can we restore that respect and value each other’s contributions?

Question 26

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others. The issue about participants can be decided by asking which of the following questions?

    Whose presence is likely to keep other parties from achieving their objectives?
    Whose presence is likely to help other parties achieve their objectives?
    Who could spoil the deal if they were excluded?
    All of the above questions can help decide who to recognize.
    None of the above questions will help determine inclusion/exclusion.

Question 27

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

    Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically.
    Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough.
    Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation.
    Negotiators can explicitly engage in coalition building as a way to marshal support.
    Negotiators will have to find satisfactory ways to explain modification of their positions.

 

 

 

Question 28

There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. One of those listed below is not a correct statement. Which one?

    There are simply more parties involved in the negotiation.
    More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed.
    When negotiations become socially more complex, the social norms emerge that affect member participation, which reduces the stronger pressures to conform and suppress disagreement.
    As the negotiations become procedurally more complex, the parties may have to negotiate a new process that allows them to coordinate their actions more effectively.
    As the negotiations become more strategically complex, the parties must monitor the moves and actions of several other parties in determining what each will do next.

Question 29

One of the most fundamental consequences of increasing the number of parties in a negotiation is that

    the negotiation situation tends to become less lucid.
    the negotiation situation tends to become more complex.
    the negotiation situation tends to become more demanding.
    there will be more values, interests, and perceptions to be integrated or accommodated.
    All of the above are fundamental consequences of increasing the number of parties in a negotiation.

Question 30

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 coalition building stage, the relationship development stage, the networking stage.
    the coalition building stage, the networking stage, and the actual negotiation stage.
    the prenegotiation stage, the networking stage, and the managing the agreement stage.
    None of the above lists the three key stages and phases that characterize multilateral negotiations.

 

 

 

 

 

Question 31

According to Kolb and Coolidge, during a negotiation men tend to

    demarcate negotiating from other behaviors that occur in the relationship.
    perceive negotiation as part of the larger context within which it takes place.
    seek empowerment when there is interaction among all parties in the relationship.
    to engage the other in a joint exploration of ideas.
    None of the above.

Question 32

Women tend to fare worse on salary negotiations because:

    they tend to ask for higher salaries during interviews.
    they tend to accept what is offered them.
    they tend to not ask for more.
    they tend to anticipate a hypothetical salary.
    they tend to become overly involved with salary negotiations.

Question 33

Using dialogue to convince the other party that their position is correct and to support various tactics and ploys that are used to win points during the discussion is a characteristic of

    female negotiators.
    male negotiators.
    both male and female negotiators.
    neither male nor female negotiators.
    Either male or female negotiators, but not during the same negotiation.

Question 34

Which theoretical finding about the role of women in negotiations is not true?

    Women may place a greater emphasis on interaction goals (the interpersonal aspects of the negotiations).
    Women’s conceptualization of power may make them less comfortable than men with integrative versus distributive negotiation.
    Women were more likely to perceive conflict episodes in relationship terms.
    Women in negotiations are often treated worse than men during negotiations.
    Women using the same negotiation tactic that men used were less successful than men.

 

 

 

 

Question 35

There is a growing body of evidence that suggests that women are at a disadvantage in negotiations as compared to male negotiators. The nature of this disadvantage may occur in

    being treated differently before and during negotiations than men.
    receiving worse opening offers from the other party.
    receiving worse outcomes in similar negotiations than males.
    being penalized when they use the same negotiation tactic that males use successfully.
    All of the above.

Question 36

Self-monitoring

    refers to the extent to which people are responsive to the social cues that come from the social environment.
    refers to the extent to which people perceive that they have control over events which occur.
    is considered to be a judgment about one’s ability to behave effectively in a given situation.
    is the negotiator’s capacity to understand the other party’s point of view during a negotiation.
    None of the above describes self monitoring.

Question 37

According to researchers on perspective-taking ability, negotiators who understand the other party’s perspective will be more likely to

    form arguments that are convincing to the other party.
    maintain a distributive stance throughout the entire negotiation.
    develop high levels of trust with the other party.
    use Machiavellianism as a tool to achieve more power in the negotiation.
    Negotiators who understand the other party’s perspective well will be more likely to accomplish all of the above.

Question 38

Self-efficacy

    is a perception of the extent to which external circumstances control the negotiation.
    refers to the extent to which people perceive that they have control over events which occur.
    is the negotiator’s capacity to understand the other party’s point of view during a negotiation.
    is considered to be a judgment about one’s ability to behave effectively in a given situation.
    None of the above describes self-efficacy.

 

Question 39

Research by Fry suggests that

    low Machs do better than high Machs in distributive negotiation.
    high Mach’s change their negotiation style as a function of the Machiavellianism of the other negotiator.
    low Mach negotiators do not change their negotiation style as a function of the other party’s Machiavellianism.
    when negotiating with a high Mach other party, low Mach negotiators make fewer offers and are less effective negotiators than when negotiating with low Machs.
    Fry’s research suggests all of the above.

Question 40

In experiments by Christie and Geis, high Machs

    attempted significantly more manipulative behaviors than low Machs.
    initially tried harder to persuade the confederate not to cheat.
    were constantly sought after by others to be in coalitions.
    tended to become more exploitative over time.
    All of the above describe the behavior of high Machs.


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