Essentials of Negotiation - Test Bank for sixth edition by Roy J.
Lewicki, Bruce Barry, David M. Saunders
Chapter 01
1. People all the time.
negotiate
2. The term is used to describe the competitive, win-lose situations such as
haggling over price that happens at yard sale, flea market, or used car lot.
bargaining
Lewicki - Chapter 01 #2
3. Negotiating parties always negotiate by .
choice
Lewicki - Chapter 01 #3
4. There are times when you should negotiate.
not
Lewicki - Chapter 01 #4
5. Successful negotiation involves the management of _ (e.g., the price or the terms
of agreement) and also the resolution of .
tangibles; intangibles
Med C
, 6. Independent parties are able to meet their own without the help and assistance
of others.
needs
Lewicki - Chapter 01 #6
7. The mix of convergent and conflicting goals characterizes many relationships.
interdependent
Lewicki - Chapter 01 #7
8. The of people's goals, and the of the situation in which they are
going to negotiate, strongly shapes negotiation processes and outcomes.
interdependence; structure
Lewicki - Chapter 01 #8
9. Whether you should or should not agree on something in a negotiation depends entirely upon
the attractiveness to you of the best available .
alternative
Lewicki - Chapter 01 #9
10. When parties are interdependent, they have to find a way to their differences.
resolve
Lewicki - Chapter 01 #10
Med C
, 11. Negotiation is a that transforms over time.
process
Lewicki - Chapter 01 #11
12. Negotiations often begin with statements of opening .
positions
Lewicki - Chapter 01 #12
13. When one party accepts a change in his or her position, a has been made.
concession
Lewicki - Chapter 01 #13
14. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of
and the dilemma of .
honesty; trust
Lewicki - Chapter 01 #14
15. Most actual negotiations are a combination of claiming and value processes.
creating
Lewicki - Chapter 01 #15
Med C
, 16. is analyzed as it affects the ability of the group to make decisions,
work productively, resolve its differences, and continue to achieve its goals effectively.
Intragroup conflict
Lewicki - Chapter 01 #16
17. Most people initially believe that is always bad or dysfunctional.
conflict
Lewicki - Chapter 01 #17
18. The objective is not to eliminate conflict but to learn how to manage it to control the
elements while enjoying the productive aspects.
destructive
Lewicki - Chapter 01 #18
19. The two-dimensional framework called the postulates
that people in conflict have two independent types of concern.
dual concerns model
Lewicki - Chapter 01 #19
20. Parties who employ the strategy maintain their own aspirations and try to
persuade the other party to yield.
contending
Lewicki - Chapter 01 #20
Med C
Lewicki, Bruce Barry, David M. Saunders
Chapter 01
1. People all the time.
negotiate
2. The term is used to describe the competitive, win-lose situations such as
haggling over price that happens at yard sale, flea market, or used car lot.
bargaining
Lewicki - Chapter 01 #2
3. Negotiating parties always negotiate by .
choice
Lewicki - Chapter 01 #3
4. There are times when you should negotiate.
not
Lewicki - Chapter 01 #4
5. Successful negotiation involves the management of _ (e.g., the price or the terms
of agreement) and also the resolution of .
tangibles; intangibles
Med C
, 6. Independent parties are able to meet their own without the help and assistance
of others.
needs
Lewicki - Chapter 01 #6
7. The mix of convergent and conflicting goals characterizes many relationships.
interdependent
Lewicki - Chapter 01 #7
8. The of people's goals, and the of the situation in which they are
going to negotiate, strongly shapes negotiation processes and outcomes.
interdependence; structure
Lewicki - Chapter 01 #8
9. Whether you should or should not agree on something in a negotiation depends entirely upon
the attractiveness to you of the best available .
alternative
Lewicki - Chapter 01 #9
10. When parties are interdependent, they have to find a way to their differences.
resolve
Lewicki - Chapter 01 #10
Med C
, 11. Negotiation is a that transforms over time.
process
Lewicki - Chapter 01 #11
12. Negotiations often begin with statements of opening .
positions
Lewicki - Chapter 01 #12
13. When one party accepts a change in his or her position, a has been made.
concession
Lewicki - Chapter 01 #13
14. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of
and the dilemma of .
honesty; trust
Lewicki - Chapter 01 #14
15. Most actual negotiations are a combination of claiming and value processes.
creating
Lewicki - Chapter 01 #15
Med C
, 16. is analyzed as it affects the ability of the group to make decisions,
work productively, resolve its differences, and continue to achieve its goals effectively.
Intragroup conflict
Lewicki - Chapter 01 #16
17. Most people initially believe that is always bad or dysfunctional.
conflict
Lewicki - Chapter 01 #17
18. The objective is not to eliminate conflict but to learn how to manage it to control the
elements while enjoying the productive aspects.
destructive
Lewicki - Chapter 01 #18
19. The two-dimensional framework called the postulates
that people in conflict have two independent types of concern.
dual concerns model
Lewicki - Chapter 01 #19
20. Parties who employ the strategy maintain their own aspirations and try to
persuade the other party to yield.
contending
Lewicki - Chapter 01 #20
Med C
