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MGT 557 Final Exam Guide NEW
Thomas proposed that what two personality dimensions can represent the levels of concern underlying the five conflict management styles?
The degree of aggressiveness and the degree of cooperativenes
The degree of assertiveness and the degree or competitiveness
The degree of aggressiveness and the degree of competitiveness
The degree of assertiveness and the degree of cooperativeness
A zero-sum situation is also known as what other situation name?
Which of the following is not one of the four biases that threaten e-mail negotiations?
Sinister attribution bias
Burned bridge bias
Impasse in e-mail negotiations bias
Temporal synchrony bias
A reservation price is which of the following?
what negotiators mean by their “bottom lin
the median between your opening bid and bottom line
your opening bid in a negotiatio
the other party’s opening bid in a negotiation
The “joining threshold” is:
the minimum number of people required for a coalition to be successful.
the level in which a minimum number of people have joined a coalition and others begin to join because they recognize that their current friends and associates are already members.
the total number of people who can join a specific condition.
the level at which a new member must “pay” in order to join the coalition.
Babcock, Wang and Loewenstein found that:
negotiators compare themselves to others whose positions are similar in scope and position to their own.
negotiation breakdown or impasses are negatively correlated with perceived differences between the disputants chosen comparison groups.
the smaller the perceived differences between comparison groups, the greater the likelihood of a breakdown
negotiators choose comparison groups to reflect a supportive, self-serving bias for their positions.
At the top of the best practice list for every negotiator is:
Remembering the intangibles
Diagnosing the structure of the negotiation
Which of the following is not a major source of power from one of the five different groupings?
personal sources of power
organizational sources of power
information sources of power
contextual sources of powe