NAIMMCQ: Negotiation

When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?

A) effect symphony
B) improvise an approach
C) embrace the other party's approach
D) employ agents or advisors
E) Negotiators are using all of the above approaches.

Answer: A

The "embrace the other party's approach" strategy involves

A) adopting completely the approach of the other party.
B) both parties making mutual adjustments to find a common process for negotiation.
C) creating a new approach that may include aspects of either home culture or practices from a third culture.
D) persuading the other party to use your approach.
E) The "embrace the other party's approach" strategy involves all of the above.

Answer: A

"Coordinating adjustment" involves

A) adopting completely the approach of the other party.
B) making conscious changes to your approach so that it is more appealing to the other party.
C) both parties making mutual adjustments to find a common process for negotiation.
D) crafting an approach that is specifically tailored to the negotiation situation.
E) "Coordinating adjustment" involves all of the above.

Answer: C

"Adapting to the other party's approach" is best used by parties with

A) no familiarity.
B) low familiarity.
C) moderate familiarity.
D) high familiarity.
E) Adapting to the other party's approach is equally effective for all parties.

Answer: C

Which of the following lists only joint strategies for cross-cultural negotiations?

A) employ agents or advisors, bring in a mediator, adapt to the other party's approach, improvise an approach
B) employ agents or advisors, adapt to the other party's approach, embrace the other party's approach, effect symphony
C) bring in a mediator, coordinate adjustment, improvise an approach, effect symphony
D) coordinate adjustment, improvise an approach, adapt to the other party's approach, embrace the other party's approach
E) None of the above list only joint strategies for cross cultural negotiations.

Answer: C

Which of the following strategies should negotiators with a low familiarity with the other culture choose?

A) employ agents or advisers
B) adapt to the other party's approach
C) coordinate adjustment
D) embrace the other party's approach
E) Negotiators with a low familiarity with the other culture should not choose any of the above strategies.

Answer: A

According to Weiss, when choosing a strategy, negotiators should

A) choose one strategy and stick with it throughout the entire negotiation.
B) be aware of their own culture, but minimize the other culture's norms.
C) not try to predict or influence the other party's approach.
D) understand the specific factors in the current relationship.
E) Weiss states that negotiators should do all of the above when preparing for negotiations.

Answer: D

According to Graham, which of the following statements would be characteristic of a Japanese negotiator?

A) Higher profits are associated with making opponents feel uncomfortable.
B) Higher profits are achieved by making opponents feel comfortable.
C) The use of powerful and deceptive strategies is more likely to receive higher outcomes.
D) Representational strategies are negatively related to profits.
E) None of the above is characteristics of a Japanese negotiator.

Answer: B

In group-oriented cultures

A) the individual comes before the group's needs.
B) decisions are primarily made by senior executives.
C) decision making is an efficient, streamlined process.
D) negotiators may be faced with a series of discussions over the same issues and materials with many different people.
E) All of the above occur in group-oriented cultures.

Answer: D

Risk-avoiding cultures will

A) be willing to move early on a deal.
B) generally take more chances.
C) seek further information.
D) be less likely to take a wait-and-see stance.
E) Risk avoiding cultures will generally take all of the above actions

Answer: C

What consequences do negotiators from high uncertainty-avoidance cultures bring to negotiations?

A) Negotiators will strongly depend on cultivating and sustaining a long-term relationship.
B) Negotiators may be more likely to "swap" negotiators, using whatever short-term criteria seem appropriate.
C) Negotiators may need to seek approval from their supervisors more frequently.
D) Negotiators may not be comfortable with ambiguous situations and may be more likely to seek stable rules and procedures when they negotiate.
E) All of the above are consequences of high uncertainty avoidance cultures.

Answer: D

Power distance describes

A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B) the extent to which the society is organized around individuals or the group.
C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E) None of the above describes power distance.

Answer: A

Power distance describes

The individualism/collectivism dimension describes

The "culture-as-shared-value" approach

A) concentrates on documenting the systematic negotiation behavior of people in different cultures.
B) concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture.
C) recognizes that all cultures contain dimensions or tensions among their different values.
D) recognizes that no human behavior is determined by a single cause.
E) All of the above are elements of the "culture as shared" value approach.

Answer: B

Which of the following is not one of Janosik's four ways that culture is used in international negotiation?

A) culture as learned behavior
B) culture as economic indicator
C) culture as shared values
D) culture as dialectic
E) Each of the above is one of Janosik's four ways that culture is used in international negotiation.

Answer: B

Which of the following factors most influences relative bargaining power?

A) the extent to which negotiators frame the negotiation differently
B) tangible and intangible factors
C) management control
D) personal motivations of external stakeholders
E) None of the above factors influence relative bargaining power.

Answer: C

Political and legal pluralism can make cross cultural negotiations more complex because

A) there may be implications for the taxes that the organization pays.
B) there may be implications for the labor codes or standards that the organization must meet.
C) there may be different codes of contract law and standards of enforcement.
D) political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.
E) Political and legal pluralism can make cross cultural negotiations more complex because of all of the above.

Answer: E

Which of the following is an immediate context factor in cross-cultural negotiations?

A) external stakeholders
B) instability
C) international economic factors
D) relationship between negotiators
E) All of the above are immediate context factors in cross-cultural negotiations.

Answer: D

According to Salacuse, which of the following is not a factor in the environmental context of negotiations?

A) political and legal pluralism
B) foreign governments and bureaucracies
C) relative bargaining power
D) international economic factors
E) All of the above are factors in the environmental context of negotiations.

Answer: C