Management Skills Development Test Questions
Course Introduction
Management Skills Development is designed to equip students with essential tools and techniques for effective leadership and organizational management. The course covers fundamental skills such as communication, decision-making, problem-solving, delegation, motivation, conflict resolution, and team building. Through a blend of theoretical frameworks and practical exercises, students will develop their ability to manage people and processes efficiently in diverse workplace environments. Emphasis is placed on self-assessment, case studies, and interactive activities to foster practical understanding, personal growth, and adaptability in dynamic business contexts.
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Negotiation 7th Edition by Roy J Lewicki
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Chapter 1: The Nature of Negotiation
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Sample Questions
Q1) Is the give-and-take process used to reach an agreement the "heart of the negotiation" as most people assume?
Answer: While that give-and-take process is extremely important,negotiation is a very complex social process;many of the most important factors that shape a negotiation result do not occur during the negotiation,but occur <i>before</i> the parties start to negotiate,or shape the context around the negotiation.
Q2) What are tangible and intangible factors in negotiation?
Answer: Tangible factors include quantifiable items,such as the price,terms of agreement,etc.By intangible factors,we are referring to the deeper underlying psychological motivations that may directly or indirectly influence the parties during the negotiation.
Q3) To most people the words "bargaining" and "negotiation" are
A) mutually exclusive.
B) interchangeable.
C) not related.
D) interdependent.
E) None of the above.
Answer: B
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Chapter 2: Strategy and Tactics of Distributive Bargaining
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Sample Questions
Q1) What are the disadvantages of making a more extreme opening offer?
Answer: It may be summarily rejected by the other party,communicates an attitude of toughness that may be harmful to long-term relationships.
Q2) A negative bargaining range occurs when:
Answer: The seller's resistance point is above the buyer's.
Q3) To communicate the most effective message,a negotiator should try to send a consistent message through both an ______________________ and an
Answer: opening offer;opening stance
Q4) The negotiator's basic strategy is to
A) get information about the opposition and its positions.
B) reach the final settlement as close to the other's resistance point as possible.
C) convince members of the other party to change their minds about their ability to achieve their own goals.
D) promote his or her own objectives as desirable,necessary,and inevitable.
E) All of the above.
Answer: B
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Chapter 3: Strategy and Tactics of Integrative Negotiation
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100 Verified Questions
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Sample Questions
Q1) The __________________ step is often the most difficult step in the integrative negotiation process.
Answer: problem identification
Q2) In integrative negotiations,negotiators are encouraged to state the problem in terms of their preferred solution and to make concessions from these most desired alternatives.
A)True
B)False
Answer: False
Q3) As a problem is defined jointly,it should accurately reflect both parties' ____________ and ____________.
Answer: needs;priorities
Q4) Those who do not share a belief that they can work together in an integrative negotiation are less willing to invest the time and energy in the potential payoffs of a collaborative relationship and are more likely to assume a ____________ or ____________ approach to conflict.
Answer: contending;accommodating
Q5) _________ interests are related to how the negotiations unfold.
Answer: Process
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Chapter 4: Negotiation: Strategy and Planning
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Sample Questions
Q1) Which is not a key step to an ideal negotiation process?
A) Preparation
B) Relationship Building
C) Information Gathering
D) Bidding
E) All of the above are key steps
Q2) What is a drawback of accommodation strategies?
Q3) What strategic negotiation purposes can be served by avoidance?
Q4) Characteristics of collaborative strategies include:
A) long-term focus
B) trust and openness
C) efforts to find mutually satisfying solutions
D) pursuit of goals held jointly with others
E) all of the above
Q5) Effective strategy and ____________ are the most critically important precursors for achieving negotiation objective.
Q6) What specific steps are entailed in effective planning?
Q7) The objective of "closing the deal" is to build commitment to the agreement.
A)True
B)False
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Chapter 5: Ethics in Negotiation
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Sample Questions
Q1) The concept of "duty ethics" states that
A) the rightness of an action is determined by evaluating the pros and cons of its consequences.
B) the rightness of an action is determined by existing laws and contemporary social standards that define what is right and wrong and where the line is.
C) the rightness of an action is based on the customs and norms of a particular society or community.
D) the rightness of an action is based on one's conscience and moral standards.
E) None of the above defines "duty ethics."
Q2) What is the purpose of using marginally ethical ambiguous negotiating tactics?
Q3) The concept of end-result ethics argues that it is deemed acceptable to break a rule or violate a procedure in the service of some greater good.
A)True
B)False
Q4) When were negotiators significantly more likely to see the marginally ethical tactics as appropriate?
Q5) What is the ethical danger of using agents in negotiation?
Q6) What is/are the risks associated with frequent use of the self-serving process?
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Chapter 6: Perception, Cognition, and Emotion
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Sample Questions
Q1) Parties who focus on ____________ in a dispute are often able to find ways to resolve that dispute.
Q2) The best way to manage perceptual and cognitive biases is:
A) to be aware that they exist.
B) to participate in group discussions.
C) to tell people about the bias.
D) complete a questionnaire.
E) All of the above help manage biases but may not be enough in and of themselves.
Q3) Define cognitive biases.
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) List the five concepts from Chinese culture,as identified by C.Tinsley that those attempting to negotiate in China should recognize. Social linkage,harmony,roles,reciprocal obligations,and face.
Q6) The way an issue is framed will not influence how negotiators perceive risk and behave in relation to it.
A)True
B)False
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Chapter 7: Communication
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Sample Questions
Q1) As negotiations come to a close,what are the two key aspects of communication and negotiation that negotiators must attend to simultaneously?
Q2) High levels of language intensity are used to convey strong feelings in the recipient,while low intensity conveys weak feelings.
A)True
B)False
Q3) Mitigating circumstances occur where negotiators explain their positions from a broader perspective,suggesting that while their current position may appear negative it derives from positive motives.
A)True
B)False
Q4) In communication between a sender and a receiver a variety of external factors does not distort messages and their meaning thereby inhibiting comprehension and mutual understanding.
A)True
B)False
Q5) Describe the communication model.
Q6) A communicative framework for negotiation is based on what assumptions?
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Chapter 8: Finding and Using Negotiation Power
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Sample Questions
Q1) How can centrality in network be determined?
Q2) Culture-both organizational and national-often translates into deeply embedded structural ____________ in a society.
Q3) Which of the following statements about legitimate power is false?
A) Legitimate power is at the foundation of our social structure.
B) Legitimate power creates social structures that are inherently inefficient.
C) Legitimate power cannot function without obedience.
D) Legitimate power is often derived from manipulating other sources of power.
E) All of the above statements about legitimate power are true.
Q4) The hands of the unskilled,power can be dramatically ____________.
Q5) Why is a BATNA a good source of power?
Q6) The more ____________ a node is in a network of exchanges and transactions,the more power that node's occupant will have.
Q7) To use resources as a basis for power,negotiators must develop or maintain control over some ____________ reward that the other party wants.
Q8) How are resources deployed generally speaking?
Q9) State the "relational" definition of power as defined by Deutsch.
Q10) Describe the concept of "power motives."
Q11) If power is in the eye of the beholder,then how is power effective? Page 10
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Chapter 9: Influence
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80 Verified Questions
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Sample Questions
Q1) Negotiators usually spend a great deal of time devising ways to support and document their positions;they devote less time to considering how the information is presented or how to use qualities of the source and receiver to increase the likelihood that persuasion will be successful.
A)True
B)False
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) How should negotiators act when presented with the "influence tactics" within the norm of reciprocity?
Q4) Explain how ingratiation helps a negotiator.
Q5) In structuring the message,one important thing to emphasize is the ____________ the other party gains from accepting our proposal.
Q6) Why can emotion be a powerful tool?
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Chapter 10: Relationships in Negotiation
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Sample Questions
Q1) Distributive justice is about the distribution of ____________.
Q2) In some negotiations,relationship preservation is the overarching negotiation goal and parties may make concessions on ____________ issues to preserve or enhance the relationship.
Q3) Define a relationship.
Q4) What are Lewicki and Tomlinson's two types of trust?
Q5) Denise Rousseau has researched and defined the "idiosyncratic deal" as the unique ways that employers may come to treat certain employees compared to others in the same office or environment.Which observation stated below is inaccurate?
A) Deals are more common when workers are willing to negotiate.
B) Deals are more likely to work effectively when performance criteria are clear and well specified.
C) Deals are more common in certain countries,such as the United States,the United Kingdom and New Zealand.
D) Deals are more common when workers are located in large organizations.
E) Deals are more likely to work when workers trust the performance appraisal process.
Q6) Why is distrust growing in today's economy?
Q7) Define identification-based trust.
Page 13
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Chapter 11: Agents, Constituencies, Audiences
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Q1) Portraying an image of confidence,control,and steadfast determination is not as essential in appealing to an audience as being well dressed and well spoken.
A)True
B)False
Q2) A rejection vote by the union rank and file is tantamount to a vote of ____________ in the negotiator.
Q3) An audience that is dependent on a negotiator's performance for their outcomes will generally insist that he or she be tough,firm,demanding,and unyielding in the struggle to obtain the best possible outcome for them.
A)True
B)False
Q4) What is the dilemma of trust between agents and constituents?
Q5) Audiences can ____________ negotiators by publicly praising them and ____________ negotiators by firing them.
Q6) In addition to developing a relationship based on shared personal interests or genuine liking,agents may also stress their common ____________-namely,the accountability pressures put on them by their constituencies.
Q7) How can a concern for reputations create a problem for agents?
Page 14
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Chapter 12: Coalitions
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Sample Questions
Q1) Allies can be defined as
A) people with whom a negotiator has conflicting goals and objectives,but who can be trusted to be principled and candid in their opposition.
B) parties who are in agreement with their goals and vision,and whom the negotiator trusts.
C) parties with whom a negotiator has high agreement on the vision or objectives,but low to moderate levels of trust.
D) negotiators who are low in agreement and low in trust.
E) None of the above statements defines allies.
Q2) Bedfellows are parties with whom a negotiator has
A) high agreement and low trust.
B) low agreement and high trust.
C) low agreement and low trust.
D) high agreement and high trust.
E) Bedfellows have none of the above characteristics.
Q3) Why are potential coalitions of interest to both coalition members and those they oppose?
Q4) According to Block,when does enlightened self-interest occur?
Q5) Who is the founder of the coalition?
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Chapter 13: Multiple Parties and Teams in Negotiation
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Q1) The prenegotiation phase of multilateral negotiations
A) is when the parties are employing decision rules and criteria.
B) manages the group process and outcome.
C) is when the chair is appointed.
D) is characterized by a great deal of informal contact among the parties.
E) All of the above characterize the prenegotiation phase of multilateral negotiations.
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) Remember that the person who does the ____________ often has more power than others,because he or she gets to ____________ the agreement in his or her own language and may bias or selectively remember some points and omit others.
Q4) Research on policy-making and decision-making groups has shown that efforts to minimize and avoid conflict can frequently lead to group decision-making disasters.
A)True
B)False
Q5) What does research show about interteam negotiations versus solo negotiations?
Q6) What is the "illusion of consensus?"
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Page 16
Chapter 14: Individual Differences I: Gender and Negotiation
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Sample Questions
Q1) According to Kolb and Coolidge,men use dialogue to convince the other party that their position is the correct one,and to support various tactics and ploys that are used to win points during the discussion.
A)True
B)False
Q2) What has past research tended to find in the search for gender differences?
Q3) According to Kolb and Coolidge,women are more likely to seek
where there is interaction among all parties in the relationship to build connection and enhance everyone's power.
Q4) According to Kolb and Coolidge,during a negotiation men tend to
A) demarcate negotiating from other behaviors that occur in the relationship.
B) perceive negotiation as part of the larger context within which it takes place.
C) seek empowerment when there is interaction among all parties in the relationship.
D) to engage the other in a joint exploration of ideas.
E) None of the above.
Q5) What did Bowles and colleagues find out after investigating reactions to males and females who negotiate with aggressive tactics in a job interview situation?
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Chapter 15: Individual Differences II: Personality and Abilities
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Sample Questions
Q1) Fry found that high Mach negotiators did not change their negotiation style as a function of the other party's Machiavellianism.
A)True
B)False
Q2) Ford found a tendency for teams composed of persons with a high internal locus of control to be more likely to ____________ during negotiations.
Q3) According to Rotter,those who attribute the cause of events to external reasons have a high internal locus of control while those that attribute the cause of events to internal reasons have a high external locus of control.
A)True
B)False
Q4) Rackham defines locus of control as the extent to which people perceive that they have control over events that occur.
A)True
B)False
Q5) According to Rotter's research how is interpersonal trust determined by the experiences that individuals have in dealing with others?
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Chapter 16: International and Cross-Cultural Negotiation
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Q1) According to Salacuse,what are the six factors that make global negotiations more challenging than domestic negotiations?
Q2) Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.
A)True
B)False
Q3) Which of the following factors most influences relative bargaining power?
A) the extent to which negotiators frame the negotiation differently
B) tangible and intangible factors
C) management control
D) personal motivations of external stakeholders
E) None of the above factors influence relative bargaining power.
Q4) In group-oriented cultures
A) the individual comes before the group's needs.
B) decisions are primarily made by senior executives.
C) decision making is an efficient,streamlined process.
D) negotiators may be faced with a series of discussions over the same issues and materials with many different people.
E) All of the above occur in group-oriented cultures.
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Chapter 17: Managing Negotiation Impasses
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Q1) As conflict intensifies the size and number of the issues ____________.
Q2) Which of the following is not one of Fisher's major approaches to fractionating conflict?
A) reduce the number of parties on each side
B) restrict the precedents involved,both procedural and substantive
C) state issues in concrete terms rather than as principles
D) role reversal and imaging processes
E) All of the above encompass Fisher's approaches to fractionating conflict.
Q3) Parties in escalated conflict tend to magnify perceived ____________ and to minimize perceived ____________.
Q4) Which of the following are dynamics of highly polarized,unproductive conflict?
A) The atmosphere is charged with anger,frustration,and resentment.
B) Channels of communication are closed or constrained.
C) The original issues at stake have become blurred and ill-defined.
D) The parties tend to perceive great differences in their respective positions.
E) All of the above characterize a highly polarized,unproductive conflict.
Q5) Small conflicts can rapidly become intractable disputes when their resolution is not treated as an isolated event,but instead must be consistent with a broader ____________ or principle.
Q6) What are personal analogies?
Page 20
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Chapter 18: Managing Difficult Negotiations
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Sample Questions
Q1) Strategic levers available to help people navigate the shadow negotiation include power moves,appreciative moves and one other of the following.
A) collaborative moves
B) process moves
C) pressure moves
D) social moves
E) perspective moves
Q2) Sometimes problems in negotiation can be traced to difficulties in the other party's ____________ style.
Q3) 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
Q4) Conflicts involving ultimatums often fall prey to escalation problems through severe ____________ spirals.
Q5) How does the concept of tone play in the successful management of conversations?
Q6) What are the three components of ultimatums?
Q7) What are the advantages of Ury's "go to the balcony" approach?
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Chapter 19: Third Party Approaches to Managing Difficult Negotiations
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Q1) A corollary to the rule "No third-party involvement unless necessary," is:
Q2) Of all third-party interventions,mediation goes the farthest in putting the issues under dispute back in the hands of the disputing parties.
A)True
B)False
Q3) Failure to use third-party intervention when appropriate is just as wasteful and damaging to the ultimate negotiation process as using the wrong intervention method.
A)True
B)False
Q4) Pinkley and her associates found evidence that judgments along what five key dimensions could account for a manager's choice of intervention?
Q5) The narcotic effect states that as the frequency of arbitration increases,disenchantment with the adequacy and fairness of the process develops and the parties may resort to other means to resolve their disputes.
A)True
B)False
Q6) What is the objective of process consultation?
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Chapter 20: Best Practices in Negotiations
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Sample Questions
Q1) While negotiations do follow broad stages,they also _____________ and _____________ at irregular rates.
Q2) Negotiation is an integral part of daily life and the opportunities to negotiate surround us.
A)True
B)False
Q3) Negotiators who take the time to pause and reflect on their negotiations will find that they continue to refine their skills,and that they remain sharp and focused for their _____________ negotiations.
Q4) Negotiators who are better prepared have numerous _____________.
Q5) 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
Q6) What often happens to negotiators without a strong BATNA?
Q7) Why is it said that reputations are like eggs?
Q8) Why is preparation so important for negotiators?
Q9) Why is the BATNA an important source of power in a negotiation? Page 23
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