Finance

Q: Within relationships, we see that parties shift their focus considerably, away from a sole focus on price and exchange, to also attend to A.the future of the relationship. B.the level of trust between the parties. C.the emotions and evaluations of the other negotiator. D.questions of fairness. E.Within relationships, parties shift their focus to attend to all of the above.

Q: Which question that should be asked about working on the improvement of a relationship is false? A.If the relationship is in difficulty, what might have caused it, and how can I gather information or perspective to improve the situation? B.How can we take the pressure off each other so that we can give each other the freedom of choice to talk about what has happened, and what is necessary to fix it? C.Trust repair is a long and slow process. It requires adequate explanations for past behavior, apologies, and perhaps even reparations. Interestingly, cultures differ in the way they manage this process D.Must we surface the deeply felt emotions that have produced anger, frustration, rejection and disappointment? Should we effectively vent these emotions, or understand their causes, so that we can move beyond them? E.How can we begin to appreciate each other's contributions, and the positive things that we have done together in the past? How can we restore that respect and value each other's contributions?

Q: Which of the following conclusions about the issue of fairness is not a true statement? A.Involvement in the process of helping to shape a negotiation strategy increases commitment to that strategy and willingness to pursue it. B.Negotiators (buyers in a market transaction) who are encouraged ("primed") to think about fairness are more cooperative in distributive negotiations. C.Parties who are made offers they perceive as unfair may reject them out of hand, even though the amount offered may be better than the alternative settlement, which is to receive nothing at all. D.Establishment of some "objective standard" of fairness has a positive impact on the negotiations and satisfaction with the outcome. E.All of the above are true statements.

Q: How parties treat each other in one-to-one relationships is the process of which of the following justices? A.Procedural B.Interactional C.Systemic D.Distributive E.None of the above

Q: Which type of justice is about the process of determining outcomes? A.Distributive B.Interactive C.Procedural D.Systemic E.None of the above.

Q: Reputation is: A.a perceptual identity. B.reflective of the combination of personal characteristics. C.demonstrated behavior. D.intended images preserved over time. E.all of the above statements define reputation.

Q: 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

Q: Which of the statements is supported by research in communal sharing relationships? A.Parties in a communal sharing relationship are more cooperative and empathetic. B.Parties in a communal sharing relationship craft better quality agreements. C.Parties in a communal sharing relationship focus more attention on the norms that develop about their working together. D.Parties in a communal sharing relationship are more likely to share information with the other and less likely to use coercive tactics. E.All of the above statements are supported by research in communal sharing relationships.

Q: There are several ways that an existing relationship changes negotiation dynamics. Which one of the following is not one of those ways? A.Negotiating may never end. B.Relationship preservation is the overarching negotiation goal. C.Distributive issues can be emotionally hot. D.In many negotiations, the other person is the focal problem. E.Negotiating with relationships takes place immediately at the beginning.

Q: Because relationship negotiations are never over, A.parties generally tackle negotiations over tough issues first in order to "get off on the right foot." B.it is often impossible to anticipate the future and negotiate everything "up front." C.issues on which parties truly disagree will go away with the conclusion of the negotiation. D.parties should never make concessions on substantive issues. E.All of the above are consequences of relationship negotiations.

Q: Which of the following parameters shapes our understanding of relationship negotiation strategy and tactics? A.Negotiating within relationships takes place at a single point in time. B.Negotiation in relationships is only about the issue. C.Negotiating within relationships may never end. D.Parties never make concessions on substantive issues. E.All of the above parameters shape our understanding of relationship negotiation strategy and tactics.

Q: Laboratory controlled research is much easier to conduct than field research because studying live negotiators in the middle of an often complex negotiation causes them to object to all but one of the following? A.to conduct interviews. B.to ask questions. C.to publicly report actual successes. D.to publicly report actual failures. E.they object to all of the above.

Q: Idiosyncratic deals must be managed effectively in order to make sure they can exist without disrupting others' sense of fairness.

Q: When some groups are discriminated against, disfranchised, or systematically given poorer salaries or working conditions, the parties may be more concerned about specific procedural elements and less concerned that the overall system may be biased or discriminatory in its treatment of certain groups and their concerns.

Q: Systemic justice is about the way that organizations appear to treat groups of individuals.

Q: The early research on trust generally showed that higher levels of trust make negotiation easier, while lower levels of trust make negotiation more difficult.

Q: First impressions and early experiences with others are powerful in shaping others' expectations; once these expectations are shaped, they become easy to change over time.

Q: In relationship negotiations, parties should never make concessions on substantive issues to preserve or enhance the relationship.

Q: One of the disadvantages of negotiating in a game or simulation is that there is a defined end.

Q: In a relationship, gathering information about the other's ideas, preferences and priorities is often the most important activity.

Q: Some research questions are best answered under controlled laboratory conditions because it would be impossible to repeatedly encounter or simulate the same conditions consistently in actual negotiations.

Q: Negotiations occur in a rich and complex social context that has a significant impact on how the parties interact and how the process evolves.

Q: Trying to overcome a bad reputation, rebuilding trust, or restoring ____________ to a relationship are much easier to talk about than to actually do.

Q: Negotiators who helped develop a group negotiation strategy were more ____________ to it and to the group's negotiation goals.

Q: ____________ justice is about how organizations appear to treat groups of individuals and the norms that develop for how they should be treated.

Q: Distributive justice is about the distribution of ___________.

Q: Trust enhances the sharing of information in a negotiation, and greater information sharing generally leads to ____________ negotiation outcomes.

Q: Integrative processes tend to increase trust, while more ____________ processes are likely to decrease trust.

Q: An individual's ________________________ toward trust can be described as individual differences in personality that make some people more trusting than others.

Q: McAllister defines ____________ as "an individual's belief in and willingness to act on the words, actions and decisions of another."

Q: ____________ is the legacy that negotiators leave behind after a negotiation encounter with another party.

Q: (p.199)According to John Gottman' studies; successful long-term relationships are characterized by continuing to stress what one likes, values, appreciates and ____________ in the other.

Q: In communal sharing, collective identity takes precedence over _______________________.

Q: In some negotiations, relationship preservation is the overarching negotiation goal and parties may make concessions on ____________ issues to preserve or enhance the relationship.

Q: Distributive issues within ____________ negotiations can be emotionally hot.

Q: Researchers have simulated complex negotiations by simplifying the complexity in a ____________ laboratory.

Q: During economic downsizings, labor unions can find themselves negotiating new contracts that delay wage increases or even reduce wages, which means giving hard-won concessions back to managementsomething union officials want to do.

Q: 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: Tactics designed to create power equalization are often employed as a way to gain advantage or to block the other's power moves.

Q: Power is only the capacity to influence: using that power and skillfully exerting influence on the other requires a great deal of ____________ and experience.

Q: Cultureboth organizational and nationaloften translates into deeply embedded structural ____________ in a society.

Q: 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: The more ____________ a node is in a network of exchanges and transactions, the more power that node's occupant will have.

Q: To use resources as a basis for power, negotiators must develop or maintain control over some ____________ reward that the other party wants.

Q: Resources are generally deployed in one of two principal ways: as ____________ and as ___________.

Q: In his book Managing with Power, Jeffrey Pfeffer illustrated how powerful political and corporate figures build empires founded on _______________________.

Q: The available labor supply, staff that can be allocated to a problem or task, temporary help is called _______________________.

Q: ____________ power is accorded to those who are seen as having achieved some level of command and mastery of a body of information.

Q: 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: The effective use of power requires a ____________ and ____________ touch.

Q: The hands of the unskilled, power can be dramatically ___________.

Q: In their study, Lytle and her colleagues found that most negotiations cycled through three strategies_____________, ___________, and ____________during the same encounter.

Q: Negotiators employ tactics designed to create power ____________ as a way to "level the playing field."

Q: We treat power as the ____________ to alter the attitudes and behaviors of others that an individual brings to a given situation.

Q: What is the problem of "dancing with elephants"?

Q: Why is a BATNA a good source of power?

Q: How can centrality in network be determined?

Q: Describe how strength of ties between individuals in an organization works.

Q: How does location in an organization contribute to power?

Q: How are resources deployed generally speaking?

Q: Define legitimate power.

Q: Describe the concept of "power motives."

Q: 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: If power is in the eye of the beholder, then how is power effective?

Q: State the "relational" definition of power as defined by Deutsch.

Q: How can the use of threats be effective?

Q: What is a likely outcome for a negotiator who isn't concerned with power?

1 2 3 … 2,046 Next »

Subjects