MANA 343 Connect Quizzes

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343

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Management

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Apr 3, 2024

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MANA 343 COMBINED CONNECT QUIZZES ANSWERS IN BOLD ARE CORRECT QUIZ 1 You should avoid negotiations under which of the following circumstances? When it’s unethical When you have a lot to gain When you are fully prepared When you have a lot of time Whenever we cannot achieve our objectives single-handedly, we use the process of __________ to reach an agreement. conciliation intimidation negotiation mediation Negotiation is a decision-making situation in which two or more __________ parties attempt to reach agreement. fundamental dependent interdependent interdisciplinary Which of the following is an example of an ‘intangible’ in a negotiation? The price of a good or service in the agreement. The length of warranty reached in an agreement. The additional bonuses negotiated as part of an agreement. The desire to present oneself as competent and intelligent to the clients you are representing. All of the following statements concerning intangible factors in negotiation are accurate, except?

Intangibles are impossible to ignore because they affect our judgment about what is fair. Failing to understand how intangibles affect decision making can be very problematic. These factors have only a marginal influence on the negotiation process. Intangibles can have a major impact on the outcome of a negotiation. Most negotiations can be classified as: Integrative Zero-sum Neither integrative nor zero-sum Both integrative and zero-sum Most relationships between parties can be characterized in all of the following ways, except? Codependent Independent Interdependent Dependent When the goals of two or more parties are interconnected so that only one person can achieve the goal, this is known as: Distinctive Interdependent Non zero-sum Distributive A BATNA is valuable because: It makes your counterpart dependent on you. It makes you sound like an experienced negotiator. If you disagree with the negotiations, you can say no and walk away from the deal. You’re at BAT but have Nothing At stake. Which of the following dilemmas concerns how much of what the other party tells them negotiators should believe? Dilemma of morality

Dilemma of trust Dilemma of honesty Dilemma of independence Which of the following dilemmas concerns how much of the truth to tell the other party? Dilemma of morality Dilemma of trust Dilemma of honesty Dilemma of independence In distributive situations negotiators are motivated to: identify more resources. find solutions so both parties can achieve their goals. gain the largest piece of the fixed resource that they can. explore strategies and tactics of bargaining. All of the following statements are true when describing negotiation, except? Negotiator perceptions of situations tend to be biased toward seeing problems as more integrative/cooperative than they really are. Negotiators must be able to recognize situations that require more of an integrative or distributive approach than the other. Negotiators must be versatile in their comfort and use of both major strategic approaches. For productive negotiations to occur, the participants must be dependent upon each other to have their needs met or interests satisfied. Conflict in a negotiation can be beneficial because: it strengthens negotiators positions so that they do not waver. it helps people believe that they are powerful and capable of controlling their own lives. it is conducive to competition. it draws on the emotions of participants.

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QUIZ 2 During a negotiation, when one party uses an integrative tactic, the other tends to respond with a(n) __________ tactic (also known as the norm of reciprocity). distributive competitive didactic integrative Three types of explanations are important in negotiation. Which of the following is not an important explanation? Explanations of mitigating circumstances. Explanations of exonerating circumstances. Reframing explanations. Explanations of communication. In negotiation, language operates at two levels: the logical level and the __________ level. pragmatic semantic superficial analytical Which of the following is not true about trust in a negotiation? rust increases the likelihood that negotiation will proceed on a favourable course over the life of a negotiation. Face-to-face negotiation encourages greater trust development than negotiation online. Negotiators who are representing others’ interests other than their own tend to behave in a more trustworthy way. Greater information sharing tends to enhance effectiveness in achieving a good negotiation outcome. The reputation of a negotiator is highly: objective subjective mediated

prejudiced Procedural justice is about: the distribution of outcomes. the process of determining outcomes. how parties treat each other in one-to-one relationships. how organizations appear to treat groups of individuals and the norms that develop for how they should be treated. Interactional justice is about: the distribution of outcomes. the process of determining outcomes. how parties treat each other in one-to-one relationships. how organizations appear to treat groups of individuals and the norms that develop for how they should be treated. __________ is about how organizations appear to treat groups of individuals and the norms that develop for how they should be treated. Procedural justice Interactional justice Distributive justice Systemic justice In negotiation, language operates at two levels: the logical level and the __________ level. pragmatic semantic superficial analytical Manageable questions do all of the following, except? Prepare the other person’s thinking for further questions Get information Generate thoughts Produce defensiveness and anger in the other party

Which of the following is an example of a manageable question? "Didn’t you know that we couldn’t afford this?” "How much will this cost?” "Don’t you think we’ve talked about this enough?” "Do you mean to tell me that these are the only terms that you will accept?” Semantics, syntax, and style, are on what level of language? The semantic level The pragmatic level The logical level The systemic level Research on trust in negotiation concludes that many people approach a new relationship with an unknown other party with: moderate levels of apprehension high levels of skepticism high levels of trust low levels of trust In which type of listening might the listener repeat back exactly what the other person said and then pause? Reflective Active Passive Acknowledgement With __________ listening, receivers occasionally nod their heads, maintain eye contact, or interject responses like “I see,” “mm-hmm,” or “interesting.” Reflective Active Passive Acknowledgement

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__________ involves receiving the message while providing no feedback to the sender about the accuracy or completeness of reception. Multiple Choice Reflecting Active listening Passive listening Echoing __________ is an individual's belief in and willingness to act on the words, actions and decisions of another. Trust Negotiation Cooperation Compliance Which of the following is not true about trust in a negotiation? Trust increases the likelihood that negotiation will proceed on a favourable course over the life of a negotiation. Face-to-face negotiation encourages greater trust development than negotiation online. Negotiators who are representing others’ interests other than their own tend to behave in a more trustworthy way. Greater information sharing tends to enhance effectiveness in achieving a good negotiation outcome.

QUIZ 3 Large-scale reviews of the literature on gender differences in negotiation have concluded: women tend to negotiate better outcomes than men. men tend to negotiate better outcomes than women. men tend to behave less competitively in negotiations than women. men more co-operatively in negotiation than women. Reviewing research on gender in negotiation, Kray and Babcock argued that gender differences are most evident when negotiation: is portrayed as a collaborative rather than a competition effort. is unplanned, rather than planned. includes multiple issues, rather than a single issue. is portrayed as a competition rather than a collaborative effort. Bowles, Babcock, and Lai investigated reactions to people who negotiate aggressively. Results showed that: female candidates were less likely to be hired when they bargained aggressively. female candidates were more likely to be hired when they bargained aggressively. both male and female candidates were less likely to be hired when they bargained aggressively. male candidates were more likely to be hired when they bargained aggressively. Approaching the negotiation in a powerful frame of mind can lead to: higher outcomes for female negotiators who might otherwise be at a disadvantage. weaker outcomes for female negotiators who might otherwise be at a disadvantage. the refusal to negotiate based on gender stereotype. weaker outcomes for male negotiators who might otherwise have an advantage. According to Kray and Babcock, ways to enhance the power mindset of female negotiators include all of the following, except? Thinking about the power by asking participants to describe a situation in which they had control and influence over others. Focusing on things that negotiators have in common that transcend gender. Increasing perceptions of control through structured training. Assuming a submissive and mild position at the onset of negotiation.

An avoiding conflict management style is: high on both assertiveness and co-operativeness. low on assertiveness and high on co-operativeness. low on both assertiveness and co-operativeness. high on assertiveness and low on co-operativeness. Which of the following conflict management styles is high on both assertiveness and co- operativeness? An avoiding style A collaborating style A competing style A compromising style When dealing with competitive negotiators, all of the following are good tips, except? Ask as many questions as you can to get them thinking about the bigger picture. Stick to your principles. Do not disclose your source of leverage. Don’t second-guess yourself. An individual whom is primarily concerned with personal outcomes and unconcerned with outcomes obtained by the other party have a: pro-self orientation egotistical orientation pro-social orientation competitive orientation __________ has proven to be a powerful predictor of performance through the setting of higher goals and the adoption of more analytic strategies. A pro-self orientation Self-efficacy An egotistical orientation Self-monitoring

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Which conceptual element of Machiavellianism assets that "High Machs" are "selectively willing to deviate from moral standards when the opportunity for getting ahead presents itself"? Distrust Amoral manipulation Desire for control Desire for status Early studies exploring the role of cognitive ability in negotiation, such as the prisoner’s dilemma, produced: a strong negative relationship a weak positive relationship mixed and inconclusive findings a strong positive relationship Neale and Bazerman, in a study of distributive contract negotiations, found that: negotiators with low perspective-taking ability negotiated contracts of higher value than did negotiators with high perspective-taking ability. negotiators with high perspective-taking ability negotiated contracts of higher value than did negotiators with low perspective-taking ability. negotiators with high perspective-taking ability negotiated contracts of lower value than did negotiators with low perspective-taking ability. negotiators with lacking any perspective-taking ability faired just as well in negotiations as those with a high perspective-taking ability.

QUIZ 4 There are three reasons why every negotiator should be familiar with distributive bargaining. Which of the following is NOT among those three reasons? Distributive bargaining leads to a higher rate of mutually agreed upon tangibles, and long- term relationship building between clients. Negotiators face some interdependent situations that are distributive, and to do well in them they need to understand how they work. Every negotiation situation has the potential to require distributive bargaining skills when at the "claiming value" stage. Many people use distributive bargaining strategies and tactics exclusively, so all negotiators need to understand how to counter their effects. The point at which a negotiator becomes indifferent to a deal is called the: top point resistance point bottom point indifference point Which of the following describes a target point? It is the negotiator’s reservation price. It is the point at which the negotiator’s offer expires. It is the price at which a negotiator would like to settle. It refers to the optimal time at which two parties are prepared to negotiate the price variable. Which of the following describes the simplest way to screen the other party for information? Use a single agent to gather information while pretending not to know key points. Talk them into divulging information with animated discussion. Concede certain information to get the other party to reciprocate. Send a team of negotiators to the table who are well-versed in the areas in dispute. When influencing the other parties’ resistance point, each of the following propositions are accurate, except?

The higher the other party’s estimate of your cost of delay or impasse, the stronger the other party’s resistance point will be. The higher the other party’s estimate of his or her own cost of delay or impasse, the weaker the other party’s resistance point will be. The less the other party values an issue, the lower their resistance point will be. The less the other party believes that you value an issue, the lower their resistance point may be. The space between the resistance points of each negotiator is known as: the bargaining zone. the negotiation zone. the positive zone. the sweet zone. The less the other party values an issue: the lower his or her resistance point will be. the higher his or her resistance point will be. the higher his or her reciprocal point will be. the higher his or her regression point will be. Within the fundamental strategies of distributive bargaining there are four important tactical tasks. Each of the following statements is among those strategies, except? Assess the other party’s target, resistance point, and cost of terminating negotiations. Manage the other party’s impression of the negotiator’s target, resistance point, and cost of terminating negotiation. Abide by the other party’s perception of his or her own target, resistance point, and cost of terminating the negotiation. Manipulate the actual costs of delaying or terminating negotiations. Which of the following is the term used when one actor is attempting to obtain information indirectly about the background factors behind an issue? Direct correlation Indirect assessment Direct assessment Indirect correlation

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The simplest way to screen a position is to: make you intentions clear ask direct questions ask indirect questions say and do as little as possible Provoking the other party into an angry outburst or putting the other party under pressure designed to cause him or her to make a slip and reveal valuable information is an approach of: direct assessment indirect assessment contrived assessment inconspicuous assessment In situations of diplomacy or labour-management relations, it is common for negotiation to be carried out: by a team by an individual by the board of directors by the chief executive officer The power of first offers comes from: the bridging effect. the anchoring effect. the nibble effect. the traction effect. Each of the following describes methods for dealing with typical hardball tactics in a negotiation, except? Walk away Ignore the tactics Discuss the tactics Respond in kind

Which of the following describes “the nibble” tactic? Negotiators pretend that an issue of little or no importance to them is quite important. Negotiators ask for a proportionally small concession on an item that hasn’t been discussed previously to close the deal. Negotiators start with a ridiculously low (or high) opening offer that they know they will never achieve. Negotiators overwhelm the other party with so much information that he or she has trouble determining which facts are real or important, and which are included merely as distractions. The observation that people who make decisions under uncertain conditions are influenced by initial starting numbers is called the: opening offer rule holding pattern theorem snow job postulate anchoring effect Not responding to a threat is often: the least advisable approach. the approach that shows the weakest negotiation skills. the best way of dealing with it. the worst way to achieve a favourable outcome.

QUIZ 5 Which set of factors best represents an integrative negotiation situation? The negotiation is not likely to recur over time and the parties have similar preferences across the issues. The negotiating parties are belligerent and refuse to concede on any points. The negotiation includes more than one issue and it is possible to add more issues to the mix. When two (or more) parties are trying to claim the maximum amount of value for themselves. Successful integrative negotiation requires that both negotiators define and pursue their own goals, but also to: be mindful of the other’s goals and to search for solutions that satisfy both sides. determine whether one party is doing better than the other. firm and adamant about their primary interests and needs. strive to get more than the other party. Which of the following factors, or clues, usually indicates that a distributive approach is called for? The negotiation includes more than one issue. The parties have varying preferences across the issues. It is unlikely that you will do business with the client again. It is possible to add more issues to the mix. When we talk of claiming value, we are referring to: an integrative negotiation process. a process whereby a negotiator carves out their share of a finite set of resources. a process where parties with conflicting yet compatible interests trade low-priority issues for higher-priority issues. spending the savings of a successful negotiated outcome. The Pareto efficient frontier is: the point at which one party identifies a major concession required in order to move on in a timely fashion. the point at which further negotiation would be fruitless.

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the point at which the outcomes are maximized for both parties. the point after which both parties agree to end negotiations. __________ are the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position. Morals Obligations Interests Concerns Process interests: are related to the way a dispute is settled. indicate that one or both parties value their relationship with each other. relate to the focal issues under negotiation especially economic and financial issues. are concerned with what is fair, what is right, what is acceptable. The final stage in the integrative negotiation process is to: revisit proposed solutions and offer to "sweeten" the deal. implement "the nibble" approach if it is determined that a negotiators dilemma exists. evaluate the alternatives generated during the previous phase and to have all parties agree on one of the alternatives. determine if the previous phase consists of a snow job and revise accordingly. Which of the following terms refers to objectively fair outcomes or processes that can be used to benchmark settlements? Subjective standards Objective standards Submissive standards Remissive standards A shared goal is: one that both parties work toward but that benefits each party differently. one that all parties share equally, each one benefiting in a way that would not be possible if they did not work together.

one that involves individuals with different personal goals agreeing to combine them in a collective effort. one that benefits the individual over the group. There are three types of information you can share that are not risky and will increase the chances of creating value. Which is not one of those types of information? Information about your underlying interests. Information about past conflicts. Information about your priorities and preferences. Information about your interpretation of key facts. A(n) __________ goal is one that involves individuals with different personal goals agreeing to combine them in a collective effort. joint shared interdependent independent Instead of agreeing to commitments upfront, negotiators sometimes reach a settlement and try to agree upon improvements to that settlement afterwards. This process is called: post settlement contract. prior commitment debrief. prior-settlement commitment. post-settlement settlement. When people do not trust each other, they are more likely to engage in: interrogative bargaining, with free and easy sharing of knowledge and transparency. positional bargaining, use threats, and commit themselves to tough positions. institutional bargaining, using punishment and coercion. collaborative bargaining, sharing information.

QUIZ 6 Substantive goals include: money or a specific outcome. the other party’s objectives. winning the other parties respect. shaping the agenda. An example of an intangible goal in the purchase of a new house is: the double-car garage. the status of living in an upscale neighbourhood. the high property taxes that apply to the area. the pool and hot tub in the backyard. All of the following are true statements concerning goals in a negotiation context, except? Effective goals must be concrete, specific, and measurable. Wishes and goals often coincide. Goals are often linked to the other party’s goals. Goals must be attainable. The less __________ our goals are, the harder it is to communicate what we want. immaterial abstract concrete flexible In any negotiation, a complete list of the issues at stake is best derived from many sources. Which of the following is not an accurate source? An analysis of all the possible issues that need to be decided. Unfamiliarity with similar negotiations. Research conducted to gather information. Consultation with experts in that industry. Introducing a long list of issues into a negotiation often makes success __________ likely.

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more less neither more nor less extremely less (almost impossible) Which of the following is not an interest in negotiation? Substantive Nominal Process-based Relationship-based The combination of issue lists from each side in the negotiation determines: the time it will take for the negotiations to take place. the location for the negotiation. the bargaining mix. the negotiator’s dilemma. Which of the following is a benefit of using a scoring system for negotiation? It means there is less work in organizing your issues. Having a scoring system can keep you analytically focused while keeping your emotions in check. It will eliminate the need for verbal communication with the other party. It can be a useful item to discuss in post-negotiation meetings. The overall plan to accomplish one's goals in a negotiation and the action sequences that will lead to the accomplishment of those goals is known as: the bilateral approach contrived tactics the unilateral approach strategy A unilateral choice is one that: is made without the active involvement of the other party.

suits the universal needs of both parties. is designed to enact or pursue broad (or higher-level) strategies. fully considers the impact of the other’s strategy on one’s own. All of the following describe a negotiation strategy, except? Alternative Situational Strategy Substitutional Commitment Strategy Non-engagement Strategy Active-Engagement Strategy The dual concerns model was developed to: describe the process of establishing a scoring system. differentiate between tactics and strategies. distinguish between intangible and procedural outcomes. describe the basic orientation people take toward conflict.

QUIZ 7 __________ are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards. Judgements Ethics Evaluations Morals If you believe that the rightness of an action is determined by evaluating the pros and cons of its consequences, then you most closely identify with: social contract ethics duty ethics end-result ethics personalistic ethics A doctor facing the moral dilemma between a mandate to save lives and the mandate to relieve undue suffering for those whose lives cannot be saved is an example of: social contract ethics duty ethics end-result ethics personalistic ethics If you believe that the rightness of an action is based on the customs and norms of a particular community then you most closely identify with: social contract ethics duty ethics end-result ethics personalistic ethics There are four approaches for evaluating strategies and tactics in business and negotiation. Which of the following is not one of those four? Mutual benefit ethics End-result ethics Personalistic ethics

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Duty ethics An ethical dilemma is when possible actions or strategies put the potential economic benefits of doing a deal in conflict with one’s __________ to other involved parties or one’s broader community: better judgements morals social obligations duty ethics There are conditions under which you are legally bound to share truthful information. Which of the following is not one of those situations? If you make a partial disclosure that would be misleading. If the parties stand in fiduciary relationship to one another. If the nondisclosing party has "superior information" that is "vital." In cases that do not involve certain specialized transactions. Misrepresentation by __________ refers to the failure to disclose information that would benefit the other party. commission omission remission submission __________ is one of the categories of ethically ambiguous tactics, which is viewed as generally appropriate in a negotiation. Emotional manipulation Misrepresentation of facts Secretly recording the other negotiator's telephone conversations Stealing information Making an inflated opening offer is an example of: misrepresentation traditional competitive bargaining

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emotional manipulation manipulation of opponent's networks Faking anger, fear, or disappointment is an example of: misrepresentation traditional competitive bargaining emotional manipulation manipulation of opponent's networks Research shows that deception in negotiation is more likely to happen when: an organization's ethical standards of behaviour are explicit and transparent. a negotiator’s disposition has a low level of moral disengagement. a negotiator perceives their current situation as a "gain frame" rather than a "loss frame." incentives are higher. A negotiator who employs an unethical tactic will experience consequences that may be positive or negative, based on three aspects of the situation. Which of the following is not one of those three aspects? Whether the tactic is effective How the other person, his or her constituencies, and audiences evaluate the tactic Whether the tactic is truthful How the negotiator evaluates the tactic People are most willing to use deception when negotiating with a partner who has a reputation for being: ethical unethical a hard ball negotiator trustworthy An agreement that satisfies negotiator interests by considering negotiator differences concerning future events is a: reasonable incentive non-compliance contract

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contingency contract financial penalty When dealing with a deceptive party, which of the following course of action is explicitly not recommended because it simply escalates the destructive behaviour? Ignoring the tactic Offering to help the other party change its ways "Calling" the tactic Responding in kind In their book Negotiation Genius, Harvard Professors Deepak Malhotra and Max Bazerman claim that one of the biggest reasons people lie is because: they are unprepared to answer difficult questions. the other party has a reputation for lying. they are inexperienced negotiators. they think that the other party is gullible. Negotiators frequently overlook the fact that, although unethical or expedient tactics may get them what they want in the short run: these tactics will enhance their reputations and garnish greater respect if used after the negotiation has ended. these tactics are illegal and if discovered the other party can exit a deal achieved through the use of those tactics without any financial consequences. these tactics typically tarnish reputations and diminish effectiveness in the long run. they are likely to create fear in the other party and stimulate a more lucrative outcome for both parties.

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QUIZ 8 Which of the following is an aggressive bargaining technique? Delay the request for a price quote. Reduce the seller’s cost and profit margins. Provide a discount to win future business. Reduce the buyer’s budget. Fundamental to the process of negotiation is: preparing for inevitable conflict. a winner-takes-all-outcome. a give-and-take process. the expectation of one-sided domination. Which of the following strategies is the least effective to combat hard distributive tactics? Responding in kind. "Calling" the tactic. Offering to help them change to more productive methods. Ignoring the tactic. Which of the following strategies is the most effective to combat hard distributive tactics? "Calling" the tactic. Responding in kind. Ignoring the tactic. Offering to help them switch to more productive methods. Negotiation: is largely a voluntary process. is largely about forcing an ultimatum. rarely involves conflict. is never a voluntary process.

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__________ parties in a negotiation need the co-operation of the other party and therefore must accept and accommodate the provider’s whims and idiosyncrasies. Interdependent Dependent Independent Sufficient Negotiators should consider four tactics when dealing with a party with more power. Which of the following is not one of those tactics? Protect themselves Cultivate their BATNA Formulate a trip wire alert system Force ultimatums In negotiation, an ultimatum is: an attempt to induce compliance or force concessions from a presumably recalcitrant opponent. to caution, advise, or counsel against something. a restricting, limiting, or modifying circumstance. to ask for something with proper authority or to claim it as a right. __________ parties in a negotiation are characterized by interlocking goals. Interdependent Dependent Independent Sufficient The "farpoint gambit" should only be used when all the following conditions exist, except? When the initiator is perceived as behaving unethically and ignores appeals to reason. When the respondent is truly interested in the basic offer but needs more time to consider it. When there are issues central to the deals that genuinely need clarification. When the respondent has no BATNA. Which of the following stages is not part of Ury's breakthrough approach?

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Create a favourable negotiation environment by regaining mental balance and controlling one's own behaviour. Help the other party achieve balance and control. Change the approach from an integrative to a distributive one. Overcome the other party's skepticism by jointly crafting a mutually satisfactory agreement. The essence of Ury's breakthrough strategy is: indirect action. direct action. to meet resistance with resistance. telling the other party directly what to do. Weeks developed an approach to dealing with difficult negotiators in which he suggests: the importance of preparation and management when confronted with the need to have a difficult conversation with another person. several different strategies for dealing with negotiators who have particularly difficult styles. a narrow-based approach that may be used with any other party who is being difficult, including one using hard distributive tactics. a broad-based approach that may be used with any other party who is being difficult, including one using hard distributive tactics. One approach to dealing with difficult negotiators, developed by William Ury suggests: the importance of preparation when confronted with the need to have a difficult conversation with another person. several different strategies for dealing with negotiators who have particularly difficult styles. the importance of management when confronted with the need to have a difficult conversation with another person. a broad-based approach that may be used with any other party who is being difficult, including one using hard distributive tactics. There are three important elements to the successful management of difficult conversations. Which of the following is not an important element? Clarity Temperate phrasing Tone

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MANA 343 Connect Quizzes

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