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Topic 11 27 distributive strategies that work 172 all

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Topic: 11-27 Distributive Strategies that Work
172. All of the following are integrative strategies negotiators use EXCEPT:A.gathering information.B.discovering priorities through offers and concessions.C.building relationships.D.using emotional intelligence to manage the other party's emotions.E.All of these are valid integrative strategies.Difficulty: HardLearning Objective: 11-06 Describe distributive and integrative negotiations and outline strategies skilled negotiators use toclaim value and create value.Topic: 11-28 Integrative Strategies that Work173. Expert negotiators tend to:A.carefully think through their goals, BATNA, and their resistance point.B.ask probing questions and listen intently to the answers.C.tell the other party how lucky they are to be offered such a generous deal.D.do all of these.E.carefully think through their goals, BATNA, and their resistance point and askprobing questions and listen intently to the answers.Difficulty: MediumLearning Objective: 11-06 Describe distributive and integrative negotiations and outline strategies skilled negotiators use toclaim value and create value.Topic: 11-29 Expert Versus Average Negotiators
174. Expert negotiators:A.ask more questions.B.talk more than they listen.C.rarely make any concessions.D.are more forceful than average negotiators.E.set negotiation goals for themselves and rarely make any concessions.Difficulty: EasyLearning Objective: 11-06 Describe distributive and integrative negotiations and outline strategies skilled negotiators use toclaim value and create value.Topic: 11-29 Expert Versus Average NegotiatorsShort Answer Questions
175. The president of Creative Toys, Inc. read about cooperation in Japanesecompanies and has vowed to bring this same philosophy to the company. The goal isto avoid all conflict, so that employees would work cooperatively and be happier atCreative Toys. Discuss the merits and limitations of the president's policy.This question addresses the idea that conflict can be both good and bad fororganizations. To effectively manage conflict, organizational leaders must findinterventions that alter the level and form of conflict in ways that maximize itsbenefits and minimize its dysfunctional consequences.Task conflict is a form of conflict that benefits decision making. This constructiveconflict helps people to recognize problems, to identify a variety of solutions, and tobetter understand the issues involved. Conflict is also a catalyst for change andimproved decision making. It occurs when people raise new perspectives of issuesand these emerging views are debated. Under certain conditions, conflict betweenwork teams is beneficial to the extent that it builds commitment to the team.Of course, not all conflict is beneficial. When managed poorly, conflict encouragesorganizational politics by motivating people to attack or undermine the activities oftheir adversaries. This relationship conflict results in frustration, job dissatisfaction,

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Term
Spring
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Decision Making, employee involvement

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