Deck 7: Finding and Using Negotiation Power

Question 1

Which of the following is not a major source of power from one of the five different groupings?

A) Informational sources of power.
B) Personal sources of power.
C) Organizational sources of power.
D) Relationship-based sources of power.
E) Contextual sources of power.

Answer 1

C

Question 2

The available labor supply, staff that can be allocated to a problem or task, temporary help is called ____________ ____________.

Answer 2

human capital

Question 3

____________ power is accorded to those who are seen as having achieved some level of command and mastery of a body of information.

Answer 3

Expert

Question 4

Employees who want to succeed rapidly are frequently counseled to find jobs with high ____________ and ____________ in an organization so they can get the experience and visibility necessary for rapid promotion.

Question 5

The hands of the unskilled, power can be dramatically ____________.

Question 6

One of the major sources of power, ____________ power can be defined as power that is derived from the context in which negotiations take place.

Question 7

Within the context of negotiation, ____________ is the most common source of power.

Question 8

In allocating resources, the power holder must be willing to dole them out depending on the other's ____________ with the power holder's requests.

Question 9

In dealing with others who have more power, ____________ the information that would be most compelling or persuasive to the other side; ____________ it so that you can draw on it quickly and ____________ it to be maximally persuasive.

Question 10

The third type of relational power also comes from ____________ in an organizational structure, but not necessarily a hierarchical structure.

Question 11

Tactics designed to create power equalization are often employed as a way to

A) gain advantage in a distributive bargaining situation.
B) block the other's power moves.
C) level the playing field.
D) diminish the expert power of the other party.
E) Tactics designed to create power equalization are often employed to accomplish all of the above.

Question 12

The more ____________ a node is in a network of exchanges and transactions, the more power that node's occupant will have.

Question 13

Negotiators employ tactics designed to create power ____________ as a way to "level the playing field."

Question 14

Nearly 50 years ago there were five major types of sources of power that could be exercised. All but one of the following is part of that group. Which one is not?

A) Personal power.
B) Reward power.
C) Coercive power.
D) Legitimate power.
E) Referent power.

Question 15

Culture-both organizational and national-often translates into deeply embedded structural ____________ in a society.

Question 16

Information as a source of power is

A) the accumulation and presentation of data to change the other person's point of view or position on an issue.
B) an acknowledged accumulation of information, or mastery of a body of information, on a particular problem or issue.
C) the accumulation of money, raw material, manpower, time or equipment which can by used to create incentives for other people to comply, or as threats and punishments if they do not comply.
D) power derived from being located in a particular position in an organizational or communication structure.
E) Information as a source of power is all of the above.

Question 17

In their study, Lytle and her colleagues found that most negotiations cycled through three strategies-____________, ____________, and ____________-during the same encounter.

Question 18

Power is the ____________ to alter the attitudes and behaviors of others that an individual brings to a given situation.

Question 19

In his book Managing with Power, Jeffrey Pfeffer illustrated how powerful political and corporate figures build empires founded on ____________ ____________.

Question 20

Lytle and her colleagues found that most negotiators cycled through three strategies during the same encounters. Which are the three strategies?

A) interests, information, effectiveness.
B) effectiveness, coercion, deception.
C) interests, rights, power.
D) deception, reward, position.
E) information, position, rights.

Question 21

Today car-buying customers can enter negotiation armed with accurate facts and figures about a car. Describe how car buyers felt before the age of the Internet.

Question 22

How can the use of threats be effective?

Question 23

Expert power is

A) accorded to those who are seen as having achieved some level of command and mastery of specific information.
B) derived from the ability to allocate, dispense, or withhold resources.
C) derived from occupying a particular job, office, or position in an organizational hierarchy.
D) derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
E) All of the above are characteristics of expert power.

Question 24

Cooperative goals tend to shape the "power with" orientation, even between superiors and subordinates. These goals induce higher expectations of all but one of the following. Which one?

A) To perform effectively and achieve common objectives.
B) To reinforce or enhance existing power differences.
C) For more assistance and greater support.
D) For more trusting and friendly attitudes.
E) For more persuasion and less coercion.

Question 25

Describe the concept of "power motives."

Question 26

Define legitimate power.

Question 27

Do compliance strategies result in long-term or short-term persuasion? Why?

Question 28

Seeking power in negotiation usually arises from one of which two perceptions?

Question 29

Resources are more useful as instruments of power to the extent they are highly valued be participants in the negotiation. Which of the following is not a resource of organizational context?

A) Money, in its various forms.
B) Supplies, in form of materials, components, parts.
C) Human capital in available labor supply, staff, temporary help.
D) Critical services, in repairs, upkeep, technical support.
E) Stress, in imposing deadlines, increasing workloads,

Question 30

What is a likely outcome for a negotiator who isn't concerned with power?

Question 31

If power is in the eye of the beholder, then how is power effective?

Question 32

The story about the new faculty member who might decide to volunteer to head up the "speakers" program for faculty seminars because it would put him in the center of many communications about the weekly presentations is illustrative of network structure through

A) flexibility.
B) visibility.
C) centrality.
D) coalition.
E) criticality.

Question 33

How are resources deployed generally speaking?

Question 34

In which of the following types of power based on personality and individual differences would you find a person characterized by beliefs that power is distributed relatively equally across various groups, which compete and bargain for a share of the continually evolving balance of power?

A) the unitarian.
B) the radical.
C) the pluralist.
D) the idealist.
E) the conformist.

Question 35

One way that lower power parties can deal with the big players in business deals and partnerships is by limiting the ways you can do business or who you can do business with and it is an example of one of the following dealings. Which one?

A) Never do an all-or-nothing deal.
B) Make yourself bigger.
C) Build momentum by doing deals in sequence.
D) Constrain yourself.
E) Do what you can to manage the process.

Question 36

In which of the following five aspects of network structure would you find the role of a gatekeeper?

A) Centrality.
B) Criticality.
C) Flexibility.
D) Visibility.
E) Coalitions.

Question 37

The concept of criticality in a communication network involves

A) the degree to which the key individual can exercise discretion in how certain decisions are made or who gains access.
B) how visible the task performance is to others in the organization.
C) the amount of information that passes through a node, the number of transactions that occur through the node, or the degree to which the node is central to managing information.
D) the essentiality of the information that flows through the node to the organization's mission, major task, or key product.
E) None of the above describes criticality in a communication network.

Question 38

Legitimate power and its effectiveness of formal authority that are derived from the willingness of the followers to:

A) create a group structure that gives one person a power base, group members generate a willingness within themselves to obey that person's directives.
B) willingly give up their right to participate in every decision by vesting authority in someone who can act on their behalf.
C) acknowledge the legitimacy of the organizational structure and the system of rules and regulations that empowers its leaders.
D) simply show respect for a person's position or organization.
E) All of the above contribute to the effectiveness of legitimate power.

Question 39

Which of the following statements about legitimate power is false?

A) Legitimate power is at the foundation of our social structure.
B) Social structures are inherently inefficient, and this realization creates the basis for legitimate power.
C) Legitimate power cannot function without obedience.
D) Legitimate power is often derived from manipulating other sources of power.
E) All of the above statements about legitimate power are true.

Question 40

State the "relational" definition of power as defined by Deutsch.

Question 41

How does location in an organization contribute to power?

Question 42

Describe how strength of ties between individuals in an organization works.

Question 43

What is the problem of "dancing with elephants"?

Question 44

How can centrality in network be determined?

Question 45

Why is a BATNA a good source of power?