Management and Leadership
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Course Introduction
This course explores foundational principles and contemporary practices in management and leadership, focusing on the skills and competencies required to effectively lead individuals, teams, and organizations. Topics include strategic planning, decision-making, organizational behavior, motivation, team dynamics, communication, and change management. Students will analyze various leadership styles and theories and apply management concepts to real-world scenarios through case studies and interactive exercises, preparing them for leadership roles across diverse professional environments.
Recommended Textbook
Essentials of Negotiation 6th Edition by Roy J Lewicki
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774 Verified Questions
774 Flashcards
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Chapter 1: The Nature of Negotiation
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Sample Questions
Q1) Intragroup conflict occurs between groups.
A)True
B)False
Answer: False
Q2) Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful.
A)True
B)False
Answer: False
Q3) Parties who employ the ____________ strategy maintain their own aspirations and try to persuade the other party to yield.
True / False Questions
Answer: contending
Q4) Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available _______.
Answer: alternative
Q5) The mix of convergent and conflicting goals characterizes many ____________ relationships.
Answer: interdependent
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Chapter 2: Strategy and Tactics of Distributive Bargaining
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Sample Questions
Q1) Concession making
A)indicates an acknowledgment of the other party.
B)shows a movement toward the other's position.
C)implies a recognition of the legitimacy of the other party's position.
D)recognizes the other party's position.
E)All of the above are characteristics of concession making.
Answer: E
Q2) The opening stance is
A)another name for the first round of concessions.
B)the first price that a buyer quotes to a seller.
C)the attitude to adopt during the negotiation.
D)a package of concessions.
E)All of the above describe the opening stancE.
Answer: C
Q3) Commitments exchange ____________ for certainty of action.
Answer: flexibility
Q4) ____________ are important because they give the negotiator power to walk away from any negotiation when the emerging deal is not very good.
Answer: Alternatives
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Chapter 3: Strategy and Tactics of Integrative Negotiation
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90 Verified Questions
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Sample Questions
Q1) What are the potential pitfalls of voting on final agreements or packages?
Answer: Voting only accomplishes the relative disenfranchisement of the losing party,and jeopardizes the likelihood that "losers" will be less committed than desirable for the implementation and attainment of the negotiated outcome.
Q2) Define interests.
Answer: Interests are the underlying concerns,needs,desires,or fears behind a negotiator's position,which motivate the negotiator to take that position.
Q3) A ____________ goal is one in which both parties work toward a common end but one that benefits each party differently.
Answer: shared
Q4) "What are the other's real underlying interests and needs?" is a question that can facilitate the _____________ process.
A)expanding the pie
B)logrolling
C)nonspecific compensation
D)bridging
E)The question should not be used with any of the above processes.
Answer: D
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Page 5
Chapter 4: Negotiation: Strategy and Planning
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Sample Questions
Q1) ____________ are the points where you decide that you should stop the negotiation rather than continue,because any settlement beyond this point is not minimally acceptable.
Q2) A negotiator should ask which of the following questions when presenting issues to the other party to assemble information?
A)What facts support my point of view?
B)Whom may I consult or take with to help me elaborate or clarify the facts?
C)What is the other party's point of view likely to be?
D)How can I develop and present the facts so they are most convincing?
E)All of the above questions should be asked.
Q3) Define goal.
Q4) Negotiation,like communication in problem-solving groups,proceeds through distinct ____________ or __________.
Q5) ____________ strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.
Q6) Multiple-issue negotiations lend themselves more to ____________ negotiations.
Q7) A strong interest in achieving only substantive outcomes tends to support a ____________ strategy.
Q8) What information do we need about the other party to prepare effectively?
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Chapter 5: Perception,cognition,and Emotion
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Sample Questions
Q1) Define perception.
Q2) Why are mismatches in frames between parties sources of conflicts?
Q3) ____________ ____________ occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.
Q4) Halo effects occur when
A)attributes are assigned to an individual solely on the basis of his or her membership in a particular social or demographic group.
B)people generalize about a variety of attributes based on the knowledge of one attribute of an individual.
C)the perceiver singles out certain information that supports or reinforces a prior belief,and filters out information that does not confirm that belief.
D)people ascribe to others the characteristics or feelings that they possess themselves.
E)All of the above describe halo effects.
Q5) Negotiations in which the outcomes are ____________ framed tend to produce fewer concessions,reach fewer agreements,and perceive outcomes as less fair.
Q6) What can help prevent errors of anchoring and adjustment?
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Chapter 6: Communication
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Sample Questions
Q1) In passive listening
A)the receivers restate or paraphrase the sender's message in their own language.
B)the receivers interject responses to keep communicators sending messages.
C)the receiver provides no feedback to the sender about the accuracy or completeness of reception.
D)senders may misinterpret acknowledgments as the receiver's agreement with their position,rather than that they are simply receiving the message.
E)None of the above occurs in passive listening.
Q2) _____________ ____________ involves receiving a message while providing no feedback to the sender about the accuracy or completeness of reception.
Q3) _____________ - ____________ techniques allow negotiators to understand more completely the other party's positions by actively arguing these positions until the other party is convinced that they are understood.
Q4) How can using the five linguistic dimensions make threats more credible and compelling?
Q5) Define social bandwidth.
Q6) _____________ questions cause attention,get information and start thinking.
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Page 8
Chapter 7: Finding and Using Negotiation Power
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Sample Questions
Q1) The effectiveness of formal authority is derived from the willingness of followers to acknowledge the legitimacy of the organizational structure and the system of rules and regulations that empowers its leaders.
A)True
B)False
Q2) Legitimate power and its effectiveness of formal authority that are derived from the willingness of the followers to:
A)create a group structure that gives one person a power base,group members generate a willingness within themselves to obey that person's directives.
B)willingly give up their right to participate in every decision by vesting authority in someone who can act on their behalf.
C)acknowledge the legitimacy of the organizational structure and the system of rules and regulations that empowers its leaders.
D)simply show respect for a person's position or organization.
E)All of the above contribute to the effectiveness of legitimate power.
Q3) One of the major sources of power,____________ power can be defined as power that is derived from the context in which negotiations take place.
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Chapter 8: Ethics in Negotiation
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Sample Questions
Q1) The purpose of using ethically ambiguous negotiating tactics is to increase the negotiator's ______________ in the bargaining environment.
Q2) When using the justification that "the tactic was unavoidable," the negotiator is saying that
A)the negotiator was not in full control of his or her actions and hence should not be held responsible.
B)what the negotiator did was really trivial and not very significant.
C)the tactic helped to avoid greater harm.
D)the quality of the tactic should be judged by its consequences.
E)The justification that "the tactic was unavoidable" implies all of the abovE.
Q3) The concept of ____________ ethics states that the rightness of an action is determined by evaluating the pros and cons of its consequences.
Q4) How does Carr argue that strategy in business is analogous to strategy in a game of poker?
Q5) Questions and debate regarding the ethical standards for truth telling are fundamental and ongoing in the negotiating process.
A)True
B)False
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Chapter 9: Relationships in Negotiation
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Sample Questions
Q1) Only recently have researchers begun to examine actual negotiations in a rich ____________ context in order to offer better prescriptions on how to negotiate where the parties are deeply embedded in a relationship.
Q2) Which type of justice is about the process of determining outcomes?
A)Distributive
B)Interactive
C)Procedural
D)Systemic
E)None of the abovE.
Q3) What key elements become more critical and pronounced when they occur within a negotiation?
A)The agency relationship,the number of negotiation parties,and the role of emotion
B)The agency relationship and the role of trust and fairness
C)The roles of reputation,trust and justice
D)The structure of the constituency and the agency relationship
E)None of the above is key elements in managing negotiations within relationships
Q4) Distributive justice is about the distribution of __________.
Q5) Distributive issues within ____________ negotiations can be emotionally hot.
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Chapter 10: Multiple Parties and Teams
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Sample Questions
Q1) In the Connect Model and the Requirements for Building a Relationship,what does the "t" stand for?
A)Toss it!
B)Try it!
C)Time it!
D)Track it!
E)Trash it!
Q2) During the information management phase of multiparty negotiations,____________ norms reflect the way the group engages in sharing and evaluating the information that is introduced.
Q3) It is uncommon for coalitions to exist before negotiations begin.
A)True
B)False
Q4) Negotiators who have some way to control the number of parties at the table may begin to strategically manipulate this control to serve their objectives.
A)True
B)False
Q5) What is the "illusion of consensus?"
Q6) Explain the concept of exchanging relevant information with nongroup members.
Page 12
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Chapter 11: International and Cross-Cultural Negotiation
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Sample Questions
Q1) Power distance describes
A)the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B)the extent to which the society is organized around individuals or the group.
C)the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D)the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E)None of the above describes power distancE.
Q2) Francis found that negotiators from a familiar culture (Japan)who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations.
A)True
B)False
Q3) Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.
A)True
B)False
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13
Chapter 12: Best Practices in Negotiations
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Sample Questions
Q1) The goal of most negotiations is achieving which of the following?
A)A final settlement
B)A valued outcome
C)An agreement per se
D)A value claiming goal
E)A value creating goal
Q2) For negotiators to remain sharp,they need to continue to practice the art and science of negotiation regularly.
A)True
B)False
Q3) Integrative skills are called for in the value claiming stage and distributive skills are useful in value creation.
A)True
B)False
Q4) Why is it said that reputations are like eggs?
Q5) Negotiators who are better prepared have numerous ___________.
Q6) What often happens to negotiators without a strong BATNA?
Q7) Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?
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