Leadership and Negotiation Final Exam
Course Introduction
This course explores the fundamental principles and practices of leadership and negotiation in organizational settings. Students will examine various leadership theories and styles, develop critical self-awareness, and enhance their ability to influence and motivate others. Through case studies, simulations, and interactive exercises, the course also builds negotiation skills, focusing on strategies for successful conflict resolution, collaborative problem-solving, and effective communication in a diverse and dynamic environment. By integrating theory with practice, students will gain practical tools to lead teams, negotiate agreements, and manage complex interpersonal interactions in professional contexts.
Recommended Textbook Negotiation 7th Edition by Roy J Lewicki
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20 Chapters
1460 Verified Questions
1460 Flashcards
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Page 2
Chapter 1: The Nature of Negotiation
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) What role do concessions play when a proposal isn't readily accepted?
Answer: If the proposal isn't readily accepted by the other,negotiators begin to defend their own initial proposals and critique the others' proposals.Each party's rejoinder usually suggests alterations to the other party's proposal,and perhaps also contains changes to his or her own position.When one party agrees to make a change in his or her position,a concession has been made (Pruitt,1981).Concessions restrict the range of options within which a solution or agreement will be reached;when a party makes a concession,the <i>bargaining range</i> (the difference between the preferred acceptable settlements)is further constrained.
Q2) In contrast,non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives.
A)True
B)False
Answer: True
Q3) _______________________ is analyzed as it affects the ability of the group to make decisions,work productively,resolve its differences,and continue to achieve its goals effectively.
Answer: Intragroup conflict
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Chapter 2: Strategy and Tactics of Distributive Bargaining
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the ____________ and ____________ they employ.
Answer: strategies;tactics
Q2) ___________________ is a conflict situation wherein parties seek their own advantage through tactics including concealing information,attempting to mislead or using manipulative actions.
Answer: Distributive bargaining
Q3) Another way to strengthen a commitment is to ____________ with one or more allies.
Answer: link
Q4) Selective presentation can be used to lead the other party to form the desired impression of your resistance point or to open up new possibilities for agreement that are more favorable to the presenter than those that currently exist.
A)True
B)False
Answer: True
Q5) Commitments exchange ____________ for certainty of action. Answer: flexibility
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Chapter 3: Strategy and Tactics of Integrative Negotiation
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the following is not necessary for integrative negotiation to succeed?
A) Each party should be as interested in the objectives and problems of the other as each is in his/her own-each must assume responsibility for the other's needs and outcomes as well as for his/her own.
B) The parties must be committed to a goal that benefits both of them rather than to pursuing only their own ends.
C) The parties must be willing to adopt interpersonal styles that are more congenial than combative,more open and trusting than evasive and defensive,more flexible (but firm)than stubborn (but yielding).
D) Needs have to be made explicit,similarities have to be identified,and differences have to be recognized and accepted.
E) All of the above are essential for integrative negotiation to succeed.
Answer: A
Q2) In brainstorming,participants are urged to be spontaneous,even impractical,and to censor anyone's ideas (including their own).
A)True
B)False
Answer: False
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Chapter 4: Negotiation: Strategy and Planning
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) ____________ issues are often difficult to discuss and rank-order.
Q2) What strategic negotiation purposes can be served by avoidance?
Q3) In a distributive negotiation,the other party may be less likely to disclose information about their limits and alternatives.
A)True
B)False
Q4) Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.
A)True
B)False
Q5) Single-issue negotiations can often be made integrative by working to decrease the number of issues.
A)True
B)False
Q6) Distributive strategies may generate a pattern of repeatedly giving in to keep the other happy or to avoid a fight.
A)True
B)False
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Chapter 5: Ethics in Negotiation
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Explanations allow the negotiator to convince others that conduct that would ordinarily be wrong in a given situation is acceptable and are looked upon as self-serving for one's own conduct.
A)True
B)False
Q2) A balance of power should lead to less stable,less ethical conduct than an imbalance.
A)True
B)False
Q3) As a result of employing an unethical tactic,the negotiator will experience positive or negative consequences.These consequences are based on:
Q4) What is the ethical danger of using agents in negotiation?
Q5) Studies show that subjects were more willing to lie by omission than by commission.
A)True
B)False
Q6) Studies show that women make more ethical judgments,but only when the consequences of their decisions affect:
Q7) How does age affect the use of ethically questionable tactics?
Page 7
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Chapter 6: Perception, Cognition, and Emotion
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) How does an outcome frame function in an environmental dispute?
Q2) The question of how best to manage perceptual and cognitive bias is not a difficult one.
A)True
B)False
Q3) Explain "Irrational Escalation of Commitment."
Q4) A ____________ is the subjective mechanism through which people evaluate and make sense out of situations,leading them to pursue or avoid subsequent actions.
Q5) The way an issue is framed will not influence how negotiators perceive risk and behave in relation to it.
A)True
B)False
Q6) Early in a negotiation,it is not uncommon for the parties to "talk past each other."
A)True
B)False
Q7) ____________ can also occur as one party uses metaphors,analogies,or specific cases to illustrate a point.
Q8) How does projection occur?
8
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Chapter 7: Communication
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) A negotiator's choice of words may only signal a position;it may never shape or predict it.
A)True B)False
Q2) A communicator who wishes to convey an emotional appeal may risk message ____________ in writing when a personal conversation would make it easier to convey emotion.
Q3) Encoding can be defined as
A) the facts,ideas,feelings,reactions,or thoughts that exist within individuals and act as a set of filters for interpreting the decoded messages.
B) the process by which messages are put into symbolic form.
C) the process of translating messages from their symbolic form into a form that makes sense.
D) the process by which the receiver reacts to the sender's message.
E) Decoding can be defined as all of the above.
Q4) Decoding can be defined as the process by which messages are put into symbolic form.
A)True B)False
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Chapter 8: Finding and Using Negotiation Power
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) Visibility is the same as centrality or criticality in network structure.
A)True
B)False
Q2) Negotiators who don't care about their power or who have matched power - equally high or low - will find that their deliberations proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome.
A)True
B)False
Q3) If power is based on personality and individual differences,the personality traits will affect how individuals acquire and use power.
A)True
B)False
Q4) Negotiators employ tactics designed to create power ____________ as a way to "level the playing field."
Q5) The effective use of power requires a ____________ and ____________ touch.
Q6) How does location in an organization contribute to power?
Q7) How are resources deployed generally speaking?
Q8) How can centrality in network be determined?
Q9) Describe the concept of "power motives."
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Chapter 9: Influence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Why is it important to explore the other party's outlook?
A) It can give us more information.
B) It can lead us to designing solutions to meet both sides' needs.
C) It further increases the other party's feeling of being listened to.
D) It makes the other party more receptive to meeting our needs.
E) It is important to explore the other party's outlook for all of the above reasons.
Q2) The effective use of persistence means
A) pursuing one's goals blindly and rigidly.
B) communicating with natural enthusiasm,sincerity and spontaneity.
C) finding new,unique,and creative ways to pursue the same request.
D) considering the long term consequences of their behavior on their future reputations.
E) None of the above defines the effective use of persistence.
Q3) Because of their dramatic nature and the emotional response they evoke,threats are never tempting to use.
A)True
B)False
Q4) What questions do people ask themselves when determining how much to believe another person?
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Page 11
Chapter 10: Relationships in Negotiation
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80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/63126
Sample Questions
Q1) Idiosyncratic deals must be managed effectively in order to make sure they can exist without disrupting others' sense of fairness.
A)True
B)False
Q2) How does context affect negotiation?
Q3) What are some of the findings of the limited amount of negotiation research about communal-sharing relationships?
Q4) Why are some research questions best answered under controlled laboratory conditions?
Q5) How do Sheppard and Tuchinsky define the word relationship?
Q6) In a market pricing relationship,people see each other as interchangeable.
A)True
B)False
Q7) What are the three relationship components in managing negotiations within relationships?
Q8) McAllister defines ____________ as "an individual's belief in and willingness to act on the words,actions and decisions of another."
Page 12
Q9) Distributive justice is about the distribution of ____________.
Q10) Distributive issues within ____________ negotiations can be emotionally hot.
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Chapter 11: Agents, Constituencies, Audiences
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) A constituency is
A) one or more parties whose interests,demands,or priorities are being represented by the focal negotiator at the table.
B) a negotiator representing the interests of another party.
C) 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.
D) two or more parties on the same side who are working together and collectively advocating the same positions and interests.
E) A constituency can be defined by all of the above.
Q2) A negotiator's team member can do as much to influence and shape a spokesperson's behavior as what the opposing negotiator says or does.
A)True
B)False
Q3) Many experienced negotiators refer to expressions of common fate as:
Q4) A rejection vote by the union rank and file is tantamount to a vote of ____________ in the negotiator.
Q5) How can a concern for reputations create a problem for agents?
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Page 13
Chapter 12: Coalitions
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) What is the strength in weakness argument?
Q2) What kind of networks do founders usually have,and how do they use networks to recruit coalition members?
Q3) Why are potential coalitions of interest to both coalition members and those they oppose?
Q4) As the coalition builds and strengthens,other prospective partners will have more interest in joining on their own,and the founder's power position shifts from strength to weakness.
A)True
B)False
Q5) The more resources a given potential partner brings to a coalition or the greater variety in resources or types of inputs,the more that partner can add to the coalition,and the more ____________ he or she will have in contributing to the coalition and dictating what the coalition should look like.
Q6) Research studies indicate that ____________ power from compatibility of interests is the overriding source of power in coalitions.
Q7) ____________ are people with whom a negotiator has conflicting goals and objectives,but who can be trusted to be principled and candid in their position.
Page 14
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Chapter 13: Multiple Parties and Teams in Negotiation
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests,mirror them back,and encourage people to identify not only what they want,but also why they want it.
A)True
B)False
Q2) According to Mulvey,Veiga,and Elsass,what are the most common reasons why group members give up rather than continuing to participate in the group discussion?
Q3) Describe a few of the many reasons why an agenda can be an effective decision aid.
Q4) Multiparty negotiations have more ____________ at the table.
Q5) Negotiators in a multiparty negotiation can explicitly engage in ____________ building as a way to marshal support.
Q6) Explain the concept of exchanging relevant information with nongroup members.
Q7) A single negotiator is simply one of the parties in a multiparty negotiation and wants to ensure that his or her own issues and interests are clearly incorporated into the final agreement.
A)True
B)False
Page 15
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Chapter 14: Individual Differences I: Gender and Negotiation
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Which of the following are likely to "level the playing field" for women who seem to be at a disadvantage in negotiations?
A) Motivational interventions.
B) Situational interventions.
C) Cognitive interventions.
D) None of the above interventions can help rectify the disparity.
E) All of the above contribute to reducing the constraints.
Q2) In a review of research on gender in negotiation,Kray and Babcock argue that gender differences are most evident when negotiation is portrayed as a collaborative effort rather than a competition.
A)True
B)False
Q3) In negotiation,approaching the negotiation with a powerful frame of mind can lead to higher outcomes for the female negotiator who might otherwise be at a disadvantage.
A)True
B)False
Q4) According to Kolb and Coolidge,what are the six ways that women conceptualize negotiations differently than men?
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Chapter 15: Individual Differences II: Personality and Abilities
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48 Verified Questions
48 Flashcards
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Sample Questions
Q1) The two levels of concern underlying the five conflict management styles are the degree of concern a conflicting party shows for his or her ___________________,and the degree of concern shown for the __________________.
Q2) Neale and Northcraft define perspective-taking ability as:
Q3) Define "interpersonal trust."
Q4) Research by Fry suggests that
A) low Machs do better than high Machs in distributive negotiation.
B) high Mach's change their negotiation style as a function of the Machiavellianism of the other negotiator.
C) low Mach negotiators do not change their negotiation style as a function of the other party's Machiavellianism.
D) 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.
E) Fry's research suggests all of the above.
Q5) How and what does current research study indicate on how background,demographics and personalities of individuals factor in negotiations?
Page 17
Q6) What is the difference between high self-monitors and low self-monitors?
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Chapter 16: International and Cross-Cultural Negotiation
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Decision making in group-oriented cultures involves ____________ and may take considerably more time than American negotiators are used to.
Q2) The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach.
A)True
B)False
Q3) According to Weiss,when choosing a strategy,negotiators should
A) choose one strategy and stick with it throughout the entire negotiation.
B) be aware of their own culture,but minimize the other culture's norms.
C) not try to predict or influence the other party's approach.
D) understand the specific factors in the current relationship.
E) Weiss states that negotiators should do all of the above when preparing for negotiations.
Q4) Relative power is not simply a function of ____________ but appears to be due to management control of the project.
Q5) How does the value of international currencies affect cross-cultural negotiation decisions?
Q6) How does the nature of agreements vary between cultures?
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Chapter 17: Managing Negotiation Impasses
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Symbolic analogies are those in which a party puts himself or herself in the problem situation,attempting to identify with it or empathize with those in the situation.
A)True
B)False
Q2) Why is intransigence a powerful but dangerous card for a negotiator to play in multilateral negotiations?
Q3) Intransigence can be defined as
A) an unwillingness to move to any fall-back position through concession or compromise.
B) the use of concession or compromise to deceive an opponent.
C) a propensity to use distributive bargaining in all negotiation situations.
D) the escalation of power in international negotiations.
E) Intransigence can be defined as all of the above.
Q4) In ____________,one party attempts to put himself or herself in the other's shoes,looking at the issue from the other's perspective.
Q5) Babcock,Wang and Loewenstein found support for the hypothesis that negotiators choose ____________ to reflect a supportive,self-serving bias for their positions.
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Page 19
Chapter 18: Managing Difficult Negotiations
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) One goal of negotiators should be to ensure the broader application of integrative negotiating under appropriate circumstances in order to produce better agreements.
A)True
B)False
Q2) Too strict an adherence to a ____________ point may deprive a negotiator of creativity and flexibility,which are critical components to the design of an integrative arrangement.
Q3) The pervasive unhappiness resulting from the use of ultimatums will not taint future dealings between the parties.
A)True
B)False
Q4) One goal of negotiators should be to ensure the ____________ application of integrative negotiating under appropriate circumstances in order to produce better agreements.
Q5) The ____________ negotiation occurs in parallel with the substantive negotiation and is concerned with how the negotiation will proceed.
Q6) What are the advantages of Ury's "go to the balcony" approach?
Q7) What are the five steps of Ury's "breakthrough approach?"
Page 20
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Chapter 19: Third Party Approaches to Managing Difficult Negotiations
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100 Verified Questions
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Sample Questions
Q1) ____________ is probably the most common and recognized form of third-party dispute resolution.
Q2) Formal intervention methods are
A) third party roles and behaviors that are incidental to other primary roles.
B) intentionally designed and generally follow a set of rules or standards.
C) third party actions that follow a rigid,structured procedure and set of rules.
D) third party actions implemented as part of an organizational hierarchy.
E) None of the above defines formal intervention methods.
Q3) Which of the following is not a major part of the process consultant's agenda?
A) changing the climate for conflict management
B) promoting constructive dialogue around differences of opinion
C) creating the capacity for other people to act as their own third parties
D) determining the final resolution of the conflict
E) All of the above are major parts of the process consultant's agenda.
Q4) As a method of third-party intervention,____________ is likely to lead to situations in which disputants are less than fully committed to following through,especially if they feel dissatisfied with the arbitrator's decision.
Q5) What is meant by moderate conflict?
Page 21
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Chapter 20: Best Practices in Negotiations
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32 Verified Questions
32 Flashcards
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Sample Questions
Q1) At the top of the best practice list for every negotiator is
A) managing coalitions.
B) diagnosing the structure of the negotiation.
C) remembering the intangibles.
D) preparation.
E) protecting your reputation.
Q2) Negotiators also need to remember that _____________ factors influence their own behavior (and that it is not uncommon for us to not recognize what is making us angry,defensive,or zealously committed to some idea).
Q3) The best negotiators do not take time to analyze each negotiation after it has concluded.
A)True
B)False
Q4) While negotiations do follow broad stages,they also _____________ and _____________ at irregular rates.
Q5) Negotiators can illuminate definitions of _____________ that the other party's holds and engage in a dialogue to reach consensus on which standards of _____________ apply in a given situation.
Q6) Why is communicating with a coalition critical?
Page 22
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