Test bank for Essentials Of Negotiation 4th Canadian Edition by Roy J. Lewicki, Kevin Tasa, Bruce Barry and David M. Saunders isbn-9781260065879 Complete Latest Guide Graded A+

1

,TEST BANK Essentials of Negotiation 4th Canadian Edition by Roy Lewicki
f f f f f f f f f f




Chap 01: The Nature of Negotiation
f f f f f




1) Negotiations occur for only one reason: to create something new that neither party could
f f f f f f f f f f f f f


fachieve alone. f



⊚ true f



⊚ false f




2) Sometimes people fail to negotiate because they do not recognize that they are in a
f f f f f f f f f f f f f f


fnegotiable situation. f



⊚ true f


⊚ false f




3) Good negotiators are made, not born.
f f f f f


⊚ true f



⊚ false f




4) Negotiating parties rarely negotiate by choice.
f f f f f


⊚ true f



⊚ false f




5) It is always a good time to negotiate, there are no conditions which make negotiation more
f f f f f f f f f f f f f f f


f favourable.
⊚ true f


⊚ false f




6) Most individuals in Western culture do not negotiate enough.
f f f f f f f f


⊚ true f



⊚ false f




7) Successful negotiation involves the management of tangibles (e.g., the price or the terms of an
f f f f f f f f f f f f f f


fagreement) and also the resolution of intangibles.
f f f f f f



⊚ true f


⊚ false f




2

,8) Intangible factors are the underlying psychological motivations that may directly or
f f f f f f f f f f


findirectly influence the parties during a negotiation.
f f f f f f


⊚ true f



⊚ false f




9) Independent parties can meet their own needs without the help and assistance of others.
f f f f f f f f f f f f f


⊚ true f



⊚ false f




10) Dependent parties never rely on others for what they need.
f f f f f f f f f


⊚ true f


⊚ false f




11) The mix of convergent and conflicting goals characterizes many interdependent
f f f f f f f f f


f relationships.
⊚ true f



⊚ false f




12) The interdependence of people's goals, and the structure of the situation in which they are
f f f f f f f f f f f f f f


f going to negotiate, has little effect on the negotiation processes and outcomes.
f f f f f f f f f f f



⊚ true f


⊚ false f




13) The purpose of a distributive negotiation is to create value.
f f f f f f f f f


⊚ true f



⊚ false f




14) Whether you should or should not agree on something in a negotiation depends entirely upon
f f f f f f f f f f f f f f


fthe attractiveness to you of the best available alternative.
f f f f f f f f



⊚ true f


⊚ false f




3

, 15) Distributive bargaining is most appropriate when the likelihood of having to bargain with the
f f f f f f f f f f f f f


fother party again in the future is low.
f f f f f f f


⊚ true f



⊚ false f




16) Negotiator perceptions of situations tend to be biased toward seeing problems as more
f f f f f f f f f f f f


fintegrative, or as less competitive, than they really are.
f f f f f f f f


⊚ true f



⊚ false f




17) Conflict occurs when two interdependent parties have conflicting goals and each is trying to
f f f f f f f f f f f f f


fprevent the other from achieving their objectives.
f f f f f f


⊚ true f



⊚ false f




18) Negotiations often begin with statements of opening positions.
f f f f f f f


⊚ true f


⊚ false f




19) A concession occurs when one party refuses to accept a change in his or her position.
f f f f f f f f f f f f f f f


⊚ true f



⊚ false f




20) Concessions restrict the range of options within which a solution or an agreement will be
f f f f f f f f f f f f f f


f reached.
⊚ true f



⊚ false f




21) Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of
f f f f f f f f f f f f f f


fhonesty and the dilemma of trust.
f f f f f


⊚ true f



⊚ false f




4