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Formal Power Negotiation MCQ

Performance orientation and power distance are considered ______.

Answer

Correct Answer: Dimensions of culture

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The text defends that negotiator power can originate from any resource that the other party wants or needs.

Answer

Correct Answer: True

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Having power makes one more likely to listen to others.

Answer

Correct Answer: False

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Coercive power is tied to fear and threats.

Answer

Correct Answer: True

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Relationship power, according to French and Raven’s taxonomy, requires formality.

Answer

Correct Answer: False

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To have power also means being influential.

Answer

Correct Answer: False

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An example of perceived power imbalance is ______.

Answer

Correct Answer: Being afraid to ask something

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Power is ______ rather than ______.

Answer

Correct Answer: Perceived; inherent

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An example of influence is ______.

Answer

Correct Answer: Changing a person’s attitude toward work

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______ is the capacity to produce effects on others.

Answer

Correct Answer: Power

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According to the text, in a negotiation, one approach is to ______ another to do something.

Answer

Correct Answer: Convince

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_____ is the ability to influence others as a result of control over a desired resource.

Answer

Correct Answer: Resource power

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Select the correct statements about power in negotiation.

Answer

Correct Answer: All of these

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Power based on one’s position or knowledge that could be influential is known as?

Answer

Correct Answer: Potential power

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_____ is determined by an individual’s organization role and status.

Answer

Correct Answer: Legitimate power

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Influence is the degree of actual change in someone’s _____.

Answer

Correct Answer: All of these

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The extent to which individuals are seen to have relevant knowledge or expertise is known as?

Answer

Correct Answer: Expert power

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_____ results from being able to inflict punishment on another.

Answer

Correct Answer: Coercive power

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Coalition is when _____ party aligns in order to negotiate collectively with another party.

Answer

Correct Answer: More than one

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Manager is an example of background power in negotiation tactics.

Answer

Correct Answer: True

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Another person acknowledging a source of power and being willing to acquiesce as a result is called?

Answer

Correct Answer: Actual power

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More Negotiation Skills Subjects
Think About Negotiation
Negotiation Fundamentals
Planning to Negotiate
Reciprocity Negotiation
Intangible Interests in Negotiation
Relationships in Negotiation
Uncertainty of Negotiation
Alternatives of Negotiation
Persistence and Goals
Individual Difference in Negotiation
Culture in Negotiation
Stages of Negotiation
Negotiation and Technology
Negotiating with more Person
Mediation and Arbitration
“Hardball” Tactics of Negotiation
Resource and Time Constraints
Negotiation Skills
More Resources
Negotiation Skills Skill Assessment
Negotiation Skills PDF
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