Negotiating and Conflict Resolution MCQs
Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute. Here on MCQs.club we have prepared Multiple-Choice Questions (MCQs) on negotiation and good skills and negotiating techniques in business, these include the essentials of negotiation, the basic negotiation skills and mcq on conflict management. These great negotiation skills and negotiation course is useful for Professional accountancy exams, Business management exams and Competitive exams.
- What is Negotiation?
- Negotiation can be defined as a basic means of getting what you want from others.
- It is back-and-forth communication designed to reach an agreement
- Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute.
- All of the above
- The various stages of the negotiation process are:
- Preparation and Planning
- Definition of Ground Rules
- Clarification and Justification
- Bargaining and Problem Solving
- Closure and Agreement
- All of the above
- (I) and (IV) only
- (I) (IV) and (V) only
- None
- Distributive bargaining and integrative bargaining are the two approaches typically adopted in the negotiation process.
- True
- False
- The ability to negotiate requires a blend of interpersonal and communication skills used together to achieve the desired result. Which of the following are the traits of an effective negotiator?
- Negotiators must have the skills to analyse a problem to determine the interests of each stakeholder in the negotiation.
- Effective negotiators are able to listen actively to other parties during the debate, reading their body language as well as listening to the verbal communication.
- Effective negotiators are able to maintain good working relationships with those involved in the negotiation process.
- All of the above
- Some of the measures that a skilled negotiator may adopt to avoid a deadlock in the final stages of negotiations include:
- Offer a comprehensive and convincing explanation of the reasons why the concessions sought by the other party cannot be accepted.
- Express willingness to review the matter or concessions or benefits sought by the other party, in the future.
- Both A&B
- None
- High risk negotiation techniques include:
- Take it or leave it– This is a highly aggressive strategy that may produce anger or frustration in the other parties.
- Waiting until the final moment – This technique involves using stalling tactics knowing the deadline is near.
- Losing the temper – This is actually a sign of weakness and can be interpreted as unprofessional and potentially manipulative. It is more likely to lead counterparties to harden their position.
- All of the above
- Low risk negotiation techniques include:
- Silence – This can be effective and shift the power to the one being silent. Be careful not to provoke anger or frustrate the other parties.
- Oh poor me –This approach could lead to sympathy although may as easily bring out the aggressive and killer instinct nature in the other party.
- Address the easy points first – this can help build trust and momentum towards the more challenging issues.
- All of the above
- The basic third-party roles are:
- Mediator
- Arbitrator
- Conciliator
- Consultant
- All of the above
- A mediator is a neutral third party who facilitates a negotiated solution through reasoning and persuasion and by offering suggestions for pursuing different alternatives.
- True
- False
- An Arbitrator is a third party with the authority to dictate an agreement. Arbitration can be voluntary, i.e. requested by the parties, or compulsory i.e. forced on the parties by law or contract.
- True
- False
- A Consultant is a skilled and impartial third party who attempts to facilitate problem-solving through communication and analysis as he has specialized knowledge of the intricacies of the conflict.
- The above statement is correct
- The above statement is incorrect
- Common drivers of individual conflict might include:
- Blaming colleagues for past mistakes
- Non-congruent goals between personal goals and commercial goals
- The perception that someone is working harder, or longer hours, than other employees and not being fairly rewarded
- All of the above
- Inter-group rivalry and conflict can arise through poor leadership and lack of effective management. Some of the more common factors include:
- Lack of Leadership
- Lack of Coordination
- Incompatibility among the Staff
- All of the above
- The benefits that can arise from conflict include:
- Helping to bring about radical changes to alter existing power structures and entrenched attitudes which have led to complacency in the organization.
- Long-standing problems are brought to the surface and resolved.
- It generates an environment where employees can test their capabilities.
- All of the above
- The challenges that can arise from conflict include:
- Demotivated staff
- Internally-focused destructive decisions are taken rather than customer-focused decisions
- Concentration of efforts within narrow group interests
- All of the above
- Functional (constructive) conflict is a conflict which supports the goals of the group and helps to improve its performance. It is important to separate personalities of the parties from the issues which cause or create conflicts.
- The above statement is correct
- The above statement is incorrect
- Functional conflict can contribute to improving the performance in an organization by:
- Evaluating the current position objectively and promoting reassessment of group activities and goals as an on-going process.
- Releasing of pent-up tensions of the participants because the individuals feel that their opinions have received consideration.
- Both A&B
- None
- The classic approach to resolving conflict is:
- Set the scene
- Gather information
- Agree on the problem
- Brainstorm possible solutions
- Negotiate a solution
- All of the above
- (I) and (V) only
- (I) (III) and (V) only
- None
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