TEST BANK for Essentials of Negotiation,
uo uo uo uo uo
7th Edition by Roy Lewicki, Bruce Barry
uo uo uo uo uo uo
Chapters 1 - 12
uo uo uo
, Table of Contents
uo uo
1. uoThe uoNature uoof uoNegotiation
2. uoStrategy uoand uoTactics uoof uoDistributive uoBargaining
3. uoStrategy uoand uoTactics uoof uoIntegrative uoNegotiation
4. uoNegotiation: uoStrategy uoand uoPlanning
5. uoEthics uoin uoNegotiation
6. uoPerception, uoCognition, uoand uoEmotion
7. uoCommunication
8. uoFinding uoand uoUsing uoNegotiation uoPower
9. uoRelationships uoin uoNegotiation
10. uoMultiple uoParties, uoGroups, uoand uoTeams uoin uoNegotiation
11. uoInternational uoand uoCross-Cultural uoNegotiation
12. uoBest uoPractices uoin uoNegotiations
, Chapter 1 uo
Student: uo uo
1. People all uothe uotime.
2. The uoterm is uoused uoto uodescribe uothe uocompetitive, uowin-lose uosituations uosuch uoas
uo hagglingoou ver uoprice uothat uohappens uoat uoyard uosale, uoflea uomarket, uoor uoused uocar uolot.
3. Negotiating uoparties uoalways uonegotiate uoby .
4. There uoare uotimes uowhen uoyou uoshould negotiate.
5. Successful uonegotiation uoinvolves uothe uomanagement uoof uo_ (e.g., uothe uoprice uoor uothe uoterms
ofoa
uo u greement) uoand uoalso uothe uoresolution uoof .
6. Independent uoparties uoare uoable uoto uomeet uotheir uoown without uothe uohelp uoand uoassistance
uo ofoou thers.
, 7. The uomix uoof uoconvergent uoand uoconflicting uogoals uocharacterizes uomany relationships.
8. The of uopeople's uogoals, uoand uothe of uothe uosituation uoin uowhich uothey
areog
uo u oing uoto uonegotiate, uo strongly uoshapes uonegotiation uoprocesses uo and uooutcomes.
9. Whether uoyou uoshould uoor uoshould uonot uoagree uoon uosomething uoin uoa uonegotiation uodepends uoentirely uoupon
theoa
uo u ttractiveness uoto uoyou uoof uothe uobest uoavailable .
10. When uoparties uoare uointerdependent, uothey uohave uoto uofind uoa uoway uoto their uodifferences.
11. Negotiation uois uoa that uotransforms uoover uotime.
12. Negotiations uooften uobegin uowith uostatements uoof uoopening .
13. When uoone uoparty uoaccepts uoa uochange uoin uohis uoor uoher uoposition, uoa has uobeen uomade.
uo uo uo uo uo
7th Edition by Roy Lewicki, Bruce Barry
uo uo uo uo uo uo
Chapters 1 - 12
uo uo uo
, Table of Contents
uo uo
1. uoThe uoNature uoof uoNegotiation
2. uoStrategy uoand uoTactics uoof uoDistributive uoBargaining
3. uoStrategy uoand uoTactics uoof uoIntegrative uoNegotiation
4. uoNegotiation: uoStrategy uoand uoPlanning
5. uoEthics uoin uoNegotiation
6. uoPerception, uoCognition, uoand uoEmotion
7. uoCommunication
8. uoFinding uoand uoUsing uoNegotiation uoPower
9. uoRelationships uoin uoNegotiation
10. uoMultiple uoParties, uoGroups, uoand uoTeams uoin uoNegotiation
11. uoInternational uoand uoCross-Cultural uoNegotiation
12. uoBest uoPractices uoin uoNegotiations
, Chapter 1 uo
Student: uo uo
1. People all uothe uotime.
2. The uoterm is uoused uoto uodescribe uothe uocompetitive, uowin-lose uosituations uosuch uoas
uo hagglingoou ver uoprice uothat uohappens uoat uoyard uosale, uoflea uomarket, uoor uoused uocar uolot.
3. Negotiating uoparties uoalways uonegotiate uoby .
4. There uoare uotimes uowhen uoyou uoshould negotiate.
5. Successful uonegotiation uoinvolves uothe uomanagement uoof uo_ (e.g., uothe uoprice uoor uothe uoterms
ofoa
uo u greement) uoand uoalso uothe uoresolution uoof .
6. Independent uoparties uoare uoable uoto uomeet uotheir uoown without uothe uohelp uoand uoassistance
uo ofoou thers.
, 7. The uomix uoof uoconvergent uoand uoconflicting uogoals uocharacterizes uomany relationships.
8. The of uopeople's uogoals, uoand uothe of uothe uosituation uoin uowhich uothey
areog
uo u oing uoto uonegotiate, uo strongly uoshapes uonegotiation uoprocesses uo and uooutcomes.
9. Whether uoyou uoshould uoor uoshould uonot uoagree uoon uosomething uoin uoa uonegotiation uodepends uoentirely uoupon
theoa
uo u ttractiveness uoto uoyou uoof uothe uobest uoavailable .
10. When uoparties uoare uointerdependent, uothey uohave uoto uofind uoa uoway uoto their uodifferences.
11. Negotiation uois uoa that uotransforms uoover uotime.
12. Negotiations uooften uobegin uowith uostatements uoof uoopening .
13. When uoone uoparty uoaccepts uoa uochange uoin uohis uoor uoher uoposition, uoa has uobeen uomade.
