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Q:
(p.172)The concept of "personalistic ethics" states that the rightness of an action is based on the customs and norms of a particular society or community.
Q:
(p.170)The fundamental questions of ethical conduct arise only when we negotiate in distributive bargaining situations.
Q:
(p.191)In general, the "respond in kind" approach is best treated as a ____________ ____________ strategy.
Q:
(p.190)If you are aware that the other party is bluffing or lying, simply ______________ it, especially if the deception concerns a relatively minor aspect of the negotiation.
Q:
(p.190)"Calling" the tactic indicates to the other side that you know he is ____________ or __________.
Q:
(p.187)Asking questions can reveal a great deal of information, some of which the negotiator may intentionally leave __________.
Q:
(p.187)Explanations and justifications are self-serving ____________ for one's own conduct.
Q:
(p.186)A negotiator who judges a tactic on the basis of its consequences is making judgments according to the tenets of ____________.
Q:
(p.185)When a negotiator has used a tactic that may produce a reaction the negotiator must prepare to ____________ the tactic's use.
Q:
(p.183)The ____________ of a negotiator can clearly affect the tendency to use deceptive tactics.
Q:
(p.181)The purpose of using ethically ambiguous negotiating tactics is to increase the negotiator's ______________ in the bargaining environment.
Q:
(p.181)Misrepresentation by ____________ is defined as failing to disclose information which would benefit the other.
Q:
(p.180)The six categories of marginally ethical negotiating tactics are: 1) competitive bargaining, 2) emotional manipulation, 3) misrepresentation, 4) misrepresentation to opponent's networks, 5) inappropriate information gathering, and 6) __________.
Q:
(p.176)Most of the ethical questions and issues in negotiation are about standards of ____________ __________.
Q:
(p.172)The concept of ____________ ethics states that the rightness of an action is determined by evaluating the pros and cons of its consequences.
Q:
(p.172)____________ can be defined as individual and personal views for deciding what is right and wrong.
Q:
(p.152)What is a likely outcome for a negotiator who isn't concerned with power?
Q:
(p.151, 152)Seeking power in negotiation usually arises from one of which two perceptions?
Q:
(p.167)One way that lower power parties can deal with the big players in business deals and partnerships is by limiting the ways you can do business or who you can do business with and it is an example of one of the following dealings. Which one?
A.Never do an all-or-nothing deal.
B.Make yourself bigger.
C.Build momentum by doing deals in sequence.
D.Constrain yourself.
E.Do what you can to manage the process.
Q:
(p.165)In which of the following five aspects of network structure would you find the role of a gatekeeper?
A.Centrality.
B.Criticality.
C.Flexibility.
D.Visibility.
E.Coalitions.
Q:
(p.165)The concept of criticality in a communication network involves
A.the degree to which the key individual can exercise discretion in how certain decisions are made or who gains access.
B.how visible the task performance is to others in the organization.
C.the amount of information that passes through a node, the number of transactions that occur through the node, or the degree to which the node is central to managing information.
D.the essentiality of the information that flows through the node to the organization's mission, major task, or key product.
E.None of the above describes criticality in a communication network.
Q:
(p.165)The story about the new faculty member who might decide to volunteer to head up the "speakers" program for faculty seminars because it would put him in the center of many communications about the weekly presentations is illustrative of network structure through
A.flexibility.
B.visibility.
C.centrality.
D.coalition.
E.criticality.
Q:
(p.162)Cooperative goals tend to shape the "power with" orientation, even between superiors and subordinates. These goals induce higher expectations of all but one of the following. Which one?
A.To perform effectively and achieve common objectives.
B.To reinforce or enhance existing power differences.
C.For more assistance and greater support.
D.For more trusting and friendly attitudes.
E.For more persuasion and less coercion.
Q:
(p.161)Resources are more useful as instruments of power to the extent they are highly valued by participants in the negotiation. Which of the following is not a resource of organizational context?
A.Money, in its various forms.
B.Supplies, in form of materials, components, parts.
C.Human capital in available labor supply, staff, temporary help.
D.Critical services, in repairs, upkeep, technical support.
E.Stress, in imposing deadlines, increasing workloads.
Q:
(p.159)Which of the following statements about legitimate power is false?
A.Legitimate power is at the foundation of our social structure.
B.Social structures are inherently inefficient, and this realization creates the basis for legitimate power.
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.
Q:
(p.159)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.
Q:
(p.158)In which of the following types of power based on personality and individual differences would you find a person characterized by beliefs that power is distributed relatively equally across various groups, which compete and bargain for a share of the continually evolving balance of power?
A.The unitarian.
B.The radical.
C.The pluralist.
D.The idealist.
E.The conformist.
Q:
(p.156)Expert power is
A.accorded to those who are seen as having achieved some level of command and mastery of specific information.
B.derived from the ability to allocate, dispense, or withhold resources.
C.derived from occupying a particular job, office, or position in an organizational hierarchy.
D.derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
E.All of the above are characteristics of expert power.
Q:
(p.155)Information as a source of power is
A.the accumulation and presentation of data to change the other person's point of view or position on an issue.
B.an acknowledged accumulation of information, or mastery of a body of information, on a particular problem or issue.
C.the accumulation of money, raw material, manpower, time or equipment which can be used to create incentives for other people to comply, or as threats and punishments if they do not comply.
D.power derived from being located in a particular position in an organizational or communication structure.
E.Information as a source of power is all of the above.
Q:
(p.155)Which of the following is not a major source of power from one of the five different groupings?
A.Informational sources of power.
B.Personal sources of power.
C.Organizational sources of power.
D.Relationship-based sources of power.
E.Contextual sources of power.
Q:
(p.154)Nearly 50 years ago there were five major types of sources of power that could be exercised. All but one of the following is part of that group. Which one is not?
A.Personal power.
B.Reward power.
C.Coercive power.
D.Legitimate power.
E.Referent power.
Q:
(p.153)Lytle and her colleagues found that most negotiators cycled through three strategies during the same encounters. Which are the three strategies?
A.Interests, information, effectiveness.
B.Effectiveness, coercion, deception.
C.Interests, rights, power.
D.Deception, reward, position.
E.Information, position, rights.
Q:
(p.152)Tactics designed to create power equalization are often employed as a way to
A.gain advantage in a distributive bargaining situation.
B.block the other's power moves.
C.level the playing field.
D.diminish the expert power of the other party.
E.Tactics designed to create power equalization are often employed to accomplish all of the above.
Q:
(p.167)When agents, constituencies and external audiences are present in a negotiation, they can become actively involved to formally or informally pressure others as part of the negotiation process.
Q:
(p.165)Visibility is the same as centrality or criticality in network structure.
Q:
(p.164)In an organizational hierarchy network the "star" is in the center position between a "gatekeeper" and a "linking pin."
Q:
(p.160)If enough people begin to distrust the authority or discredit its legitimacy, they will begin to defy it and thereby undermine its potential as a source of power.
Q:
(p.159)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.
Q:
(p.159)Social structures are inherently inefficient, and this realization creates the basis for legitimate power.
Q:
(p.157)If power is based on personality and individual differences, the personality traits will affect how individuals acquire and use power.
Q:
(p.155)Organization and national culture are both descriptors of contextual power.
Q:
(p.154)Expert power is derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
Q:
(p.154)The effective use of power requires a sensitive and deft touch, and its consequences may not vary greatly from one person to the next.
Q:
(p.153)According to Deutsch, an actor does not have power in a given situation and cannot satisfy the purposes that he is attempting to fulfill in that situation.
Q:
(p.152)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.
Q:
(p.168)In dealing with others who have more power, ____________ the information that would be most compelling or persuasive to the other side; ____________ it so that you can draw on it quickly and ____________ it to be maximally persuasive.
Q:
(p.166)Cultureboth organizational and nationaloften translates into deeply embedded structural ____________ in a society.
Q:
(p.165)Employees who want to succeed rapidly are frequently counseled to find jobs with high ____________ and ____________ in an organization so they can get the experience and visibility necessary for rapid promotion.
Q:
(p.165)The more ____________ a node is in a network of exchanges and transactions, the more power that node's occupant will have.
Q:
(p.163)The third type of relational power also comes from ____________ in an organizational structure, but not necessarily a hierarchical structure.
Q:
(p.162)In allocating resources, the power holder must be willing to dole them out depending on the other's ____________ or cooperation with the power holder's requests.
Q:
(p.161)In his book Managing with Power, Jeffrey Pfeffer illustrated how powerful political and corporate figures build empires founded on ____________ __________.
Q:
(p.161)The available labor supply, staff that can be allocated to a problem or task, temporary help is called ____________ __________.
Q:
(p.156)____________ power is accorded to those who are seen as having achieved some level of command and mastery of a body of information.
Q:
(p.156)Within the context of negotiation, ____________ is the most common source of power.
Q:
(p.155)One of the major sources of power, ____________ power can be defined as power that is derived from the context in which negotiations take place.
Q:
(p.153)In their study, Lytle and her colleagues found that most negotiations cycled through three strategies ____________, __________, and ____________ during the same encounter.
Q:
(p.152)Negotiators employ tactics designed to create power ____________ as a way to "level the playing field."
Q:
(p.167)What is the problem of "dancing with elephants"?
Q:
(p.165)How can centrality in network be determined?
Q:
(p.163, 164)Describe how strength of ties between individuals in an organization works.
Q:
(p.163212)How does location in an organization contribute to power?
Q:
(p.158, 159)Define legitimate power.
Q:
(p.158)Describe the concept of individual differences in "power motive."
Q:
(p.157)Today car-buying customers can enter negotiation armed with accurate facts and figures about a car. Describe how car buyers felt before the age of the Internet.
Q:
(p.153)State the "relational" definition of power as defined by Deutsch.
Q:
(p.153)How can the use of threats be effective?
Q:
(p.149)As negotiations come to a close, what are the two key aspects of communication and negotiation that negotiators must attend to simultaneously?
Q:
(p.148)We know that role reversal can be a useful tool for improving communication and the accurate understanding and appreciation of the other party's position in negotiation. But when is it useful?
Q:
(p.145)What three main techniques are available for improving communication in negotiation?
Q:
(p.142)Define social bandwidth.
Q:
(p.141)Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation. Why?
Q:
(p.140)How can using the five linguistic dimensions make threats more credible and compelling?
Q:
(p.140)What are the five linguistic dimensions of making threats?
Q:
(p.139)Define the "information is weakness" effect.
Q:
(p.138)Define "reframing explanations."
Q:
(p.137)Having a BATNA changes which things in a negotiation?
Q:
(p.137)A communicative framework for negotiation is based on what assumptions?
Q:
(p.145)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.
Q:
(p.146)Which of the following are types of manageable questions?
A.Close-out questions that force the other party into seeing things your way
B.Leading questions that point toward an answer
C.Impulse questions that occur "on the spur of the moment," without planning
D.Loaded questions that put the other party on the spot regardless of his/her answer
E.None of the above are types of manageable questions.