CHAPTER 7: Power, Politics, and Conflict Management
MULTIPLE CHOICE
1. ____ is the use of subtle influence dynamics to achieve desired goals.
a.
Persuasion
c.
Conviction
b.
Power
d.
Coercion
2. Three major sources of power within an organization are ____.
a.
resources, cultural, and hierarchy
b.
structural, cultural, and knowledge-based
c.
structural, cultural, and hierarchy
d.
management, culture, and knowledge-based
3. ____ refers to a situation within an organization where one work group or unit lay at the intersection of
many other work groups or units.
a.
Network reference
c.
Cross consistency
b.
Network centrality
d.
Cross continuity
4. ____ reflects differences amongst the parties in understanding and carrying out duties.
a.
Task conflict
c.
Relationship conflict
b.
Task resolution
d.
Relationship adherence
5. Emotional ____ occurs when emotions are transmitted from one party to another.
a.
reaching
c.
displacement
b.
passage
d.
contagion
6. ____ is the tendency for others to exchange equal levels of goods and services.
a.
Bartering
c.
Reciprocity
b.
Sharing
d.
Fairness
7. The three strategies that are the most common when individuals engage another party and seek
resolution are ____.
a.
compromising, competing, and collaborating
b.
compromising, competing and consistency
c.
creating, combining and consistency
d.
creating, cost-effectiveness and collaborating
8. ____ is a negotiation tactic which involves trading off on issues that are of different value to each
party.
a.
Pitching
c.
Aggregating
b.
Compromising
d.
Logrolling
9. Objective arguments are more effective than subjective arguments because they are rooted in ____, not
perception, and are therefore more difficult to refute.
a.
rumors
c.
logic
b.
stipulations
d.
arguments
10. BATNA stands for “Best ____ to a Negotiated Agreement.”
a.
Alternate
b.
Acceleration
c.
Advance
d.
Arrival
COMPLETION
1. ____________________ is the ability to exert influence or control over others.
2. ____________________ and allocation are perhaps the most widely used applications of power within
organizations.
3. ____________________ derived power is power that derives from informal aspects, and is less visible
but no less potent than structurally derived power.
4. ____________________ refers to situations where one or more organizational stakeholders uses
power in ways that are not generally acceptable.
5. ____________________ concerns how parties approach, deal with, and resolve conflict and which
personal, social, and environmental factors affect that process.
6. ____________________ is when a negotiator bases his or her strategy on familiar, rather than the
most effective, methods.
7. A(n) ____________________ describes the process by which one party’s beliefs cause another party
to behave in such a way which supports that belief.
8. ____________________ is a negotiation tactic which involves adding issues that are not tied to money
or compensation.
9. ____________________ represent a limited term alliance among individuals or groups that is formed
in order to strengthen the power of each.
10. ___________________ in a negotiation communicate information to the other party and thus can be
quite influential.
MATCHING
Match each item with a statement below:
a.
inert knowledge problem
b.
contingent contracts
c.
organizational politics
d.
power stratification
e.
knowledge-based sources of power
f.
cognitively active
g.
confirming evidence bias
h.
fractioning
i.
anchoring
j.
threat rigidity effect
1. Negotiation tactic which involves separating out the various components of a specific issue
2. An ongoing process of “managing influence”
3. States that when individuals feel threatened, their thinking becomes inflexible
4. Where different stakeholders have unique opportunities to access power based upon their particular
characteristics or circumstances
5. Derives from a group’s control over the expertise needed to make key decisions and organize
production
6. Where negotiators make a “bet” on the future in order to resolve a potentially difficult issue facing
them in the negotiation
7. Psychological effect whereby one piece of information tends to influence subsequent thinking
8. Tendency for people to seek out and pay attention only to information that confirms prior beliefs
9. Act of being focused on all parties in the negotiation
10. Inability for negotiators to draw on information they have to solve novel situations