RELATIONSHIP MANAGMENT COMPETENCY Flashcards by Phillip Brittain

T/F
Networking is most effective when contacts are developed only after a need arises.

False. Networking is most effective when contacts are developed ahead of time so they are available when needed.

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T/F
Internal contacts may include HR staff or other employees you regularly interact with.

TRUE

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T/F
A professional network should only include contacts from within your organization.

False. A professional network should include both internal and external contacts.

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T/F
Building a professional network should begin early in your career or when joining a new organization.

TRUE

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T/F
Networking is a one-way relationship where you only receive help when needed.

False. Effective networking is bidirectional—both parties share value.

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T/F
Malcolm Gladwell referred to highly connected individuals as “connectors.”

TRUE

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T/F
Face-to-face contact is the only valid form of professional networking.

False. Professional networks can include both face-to-face and virtual relationship

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Developing expertise in a specific area can make you more valuable in a professional network.

TRUE

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What is one purpose of building a professional network?

A. To keep all communication formal
B. To develop mutually beneficial contacts
C. To replace coworkers with external contacts
D. To avoid attending organizational events

B. To develop mutually beneficial contacts

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Which of the following is an example of an external contact?

A. A member of your HR team
B. Your direct supervisor
C. A supplier you work with regularly
D. A coworker from your department

C. A supplier you work with regularly

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According to The Tipping Point, what term describes people who know many others and help expand networks?

A. Collaborators
B. Mentors
C. Experts
D. Connectors

D. Connectors

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What is one key characteristic of an effective professional network?

A. It only includes senior-level contacts
B. It is built quickly when a problem arises
C. It is balanced and includes different types of value
D. It focuses only on people in your discipline

C. It is balanced and includes different types of value

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What is one piece of advice from on creating a professional network?

A. Wait for others to approach you
B. Focus only on your current role
C. Introduce yourself and ask about the other person’s work
D. Stay modest and avoid sharing your expertise

C. Introduce yourself and ask about the other person’s work

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T/F
An HR professional’s network should include only internal stakeholders.

False. It should include both internal and external stakeholders.

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T/F
The stakeholder concept proposes that organizations operate in a complex environment affected by various forces.

TRUE

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T/F
The shareholder concept focuses on maximizing value for all stakeholders.

False. The shareholder concept focuses on maximizing wealth for shareholders.

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T/F
Customers define value only in terms of price.

False. Customers define value in terms of economy, convenience, reliability, responsiveness, or innovation.

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T/F
Boards of directors rely on HR for succession planning and developing ethical governance systems.

TRUE

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T/F
Governments value companies that avoid regulation and operate independently of legal oversight.

False. Governments value companies that follow laws and support the rule of law.

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T/F
Donors to nonprofits are usually interested in executive salaries more than mission outcomes.

False. Donors are interested in results and how much goes toward the organization’s mission.

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T/F
Suppliers include staffing providers, benefits vendors, and internal support functions like IT.

TRUE

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Who first proposed the stakeholder concept as an alternative to the shareholder model?

A. Milton Friedman
B. Peter Drucker
C. R. Edward Freeman
D. Warren Buffet

C. R. Edward Freeman

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What is a typical value customers expect from an organization?

A. Low taxes
B. Regulatory support
C. Product advertising
D. Economy, convenience, reliability, responsiveness, or innovation

D. Economy, convenience, reliability, responsiveness, or innovation

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What is one way HR can support shareholders?

A. Reduce community engagement
B. Unify the organization behind strategic goals
C. Cut employee salaries
D. Avoid training costs

B. Unify the organization behind strategic goals

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Which internal stakeholder needs HR's help with identifying talent risks and aligning workforce skills? A. Employees B. Board of directors C. Senior management D. Government officials

C. Senior management

Which stakeholder values the organization for employment and community enrichment? A. Customers B. Political groups C. Suppliers D. Communities

D. Communities

What does HR provide to boards of directors? A. Benefits administration B. Support for executive hiring, succession, and governance systems C. Timekeeping solutions D. Sales forecasting

B. Support for executive hiring, succession, and governance systems

How can HR support political groups? A. By reducing union activity B. By ignoring lobbying C. By aiding lobbying efforts and regulatory alignment D. By enforcing religious practices

C. By aiding lobbying efforts and regulatory alignment

How can HR support donors in nonprofit organizations? A. Managing executive compensation and supporting performance B. Reducing transparency in funding C. Marketing the CEO’s achievements D. Limiting mission-driven programs

A. Managing executive compensation and supporting performance

T/F Customers around the world generally have the same expectations of service regardless of culture

False. Customers’ expectations of service vary globally and are shaped by local cultural norms.

T/F In China, customers may expect special treatment if they have a personal relationship with the service provider.

TRUE

T/F Cultures that value long-term relationships may find it normal to reapply regularly for supplier status.

False. In long-term relationship cultures, this request might be confusing or offensive.

Short-term results are highly valued in all global cultures, including those in which suppliers expect consistent relationships.

False. Some cultures emphasize long-term relationships over short-term results.

T/F In China, employers are expected to provide housing for blue-collar workers who come from outside the city.

TRUE

T/F Employees in high-tax countries often prefer nontaxable benefits.

TRUE

T/F All cultures place equal value on work/life balance.

False. Some cultures place greater value on work/life balance than others.

Which of the following is true about customer expectations in China? A. Customers expect standardized service for all. B. Customers prefer no personal relationships with service providers. C. Customers expect special treatment based on personal relationships. D. Customers value anonymity over loyalty.

C. Customers expect special treatment based on personal relationships.

How might suppliers in a long-term relationship culture react to being asked to reapply for supplier status? A. They may view it as a standard business practice. B. They may feel confused or disrespected. C. They would appreciate the opportunity to renegotiate. D. They may see it as a legal requirement.

B. They may feel confused or disrespected.

Why might employees in countries with high taxation levels prefer certain types of benefits? A. They don’t understand monetary compensation. B. They prefer cultural incentives. C. They value nontaxable benefits. D. They avoid traditional benefits altogether.

C. They value nontaxable benefits.

In which situation might work/life balance be considered a high priority? A. In cultures where overtime is always expected B. In cultures that emphasize status and hierarchy C. In cultures that value personal well-being and balance D. In cultures that emphasize strict work discipline

C. In cultures that value personal well-being and balance

T/F Building and sustaining relationships is essential for networking, teamwork, and negotiation.

TRUE

T/F HR relationships are limited to within the HR department only.

False. HR relationships extend outside the HR function and the organization.

T/F Effective work relationships only occur in person and cannot be maintained remotely.

False. Remote relationships can be supported through teleconferencing, social media, and intentional communication.

T/F Relationships can extend upward, downward, and laterally within an organization’s hierarchy.

TRUE

T/F Incidental interactions like water cooler talk are just as common in remote environments as in physical offices.

False. Incidental interactions are less common in digital environments and must often be replaced with intentional ones.

T/F Effective work relationships can improve communication quality and provide broader perspectives.

TRUE

T/F Work relationships have little impact on productivity and collaboration.

False. Effective relationships increase productivity and enable efficient conflict resolution.

T/F Creating a positive work environment is one of the outcomes of effective professional relationships.

TRUE

Which of the following is a key outcome of building and sustaining effective work relationships? A. Fewer conversations B. Reduced communication C. Improved collaboration and productivity D. Elimination of hierarchy

C. Improved collaboration and productivity

What is one method used to engage remote individuals in the workplace? A. Face-to-face meetings only B. Teleconferencing and social media C. Monthly newsletters D. Eliminating team communication

B. Teleconferencing and social media

Why do HR professionals need to build relationships outside the HR function? A. To control internal messaging B. To monitor external competitors C. To support internal customers and collaboration D. To avoid HR responsibilities

C. To support internal customers and collaboration

What makes remote engagement more challenging than in-person interaction? A. It requires fewer tools B. It lacks incidental interactions like water cooler talk C. It is more efficient D. It guarantees higher morale

B. It lacks incidental interactions like water cooler talk

T/F Good working relationships are based on manipulation and advancing personal goals at others’ expense.

False. Good relationships are based on trust and openness, not manipulation.

T/F Effective work relationships are mutual, with both sides gaining something and learning from each other.

TRUE

T/F Communication and conflict resolution usually become easier as understanding deepens in a working relationship.

TRUE

T/F Diversity in relationships—including age, background, and expertise—limits your professional development.

False. Diversity expands your understanding of the world and enhances development.

T/F Spending time on relationships when there is no immediate need is a waste of energy.

False. Investing time in relationships builds a valuable future resource.

T/F Developing comfort with small talk about non-work topics can help build effective work relationships.

TRUE

T/F It’s best to dominate conversations by talking mostly about yourself to ensure visibility.

False. You should share about yourself without dominating the conversation.

T/F Being considerate of other people’s time and choosing appropriate moments for discussion are part of good relationship-building.

TRUE

Which of the following is a key characteristic of good working relationships? A. Strategic manipulation B. Mutual trust and openness C. Shared salaries D. Avoidance of personal opinions

B. Mutual trust and openness

What is one recommended way to develop a good work relationship? A. Avoid people of different backgrounds B. Wait to connect until you need help C. Strive for diversity in age, background, and expertise D. Focus only on work discussions

C. Strive for diversity in age, background, and expertise

Which behavior supports positive relationships at work? A. Dominating the conversation B. Asking overly personal questions C. Talking only when needed D. Being considerate of others’ time and obligations

D. Being considerate of others’ time and obligations

Why should you engage in small talk with coworkers? A. It prevents work from being too focused B. It helps build rapport and comfort in conversation C. It fills awkward silence D. It avoids real issues

B. It helps build rapport and comfort in conversation

T/F Trust is built instantly through one-time gestures or statements.

False. Trust is built over time through repeated demonstrations of truthfulness and reliability.

T/F High levels of trust can help resolve or even prevent conflicts.

TRUE

T/F When trust is included in an organization’s core values and modeled by members, the entire organization benefits.

TRUE

T/F Emotional intelligence only involves understanding others' emotions, not your own.

False. EI includes understanding and managing both your own emotions and those of others.

T/F Without emotional intelligence, supporting global mindsets and workplace diversity becomes difficult.

TRUE

T/F Vulnerability and transparency damage credibility in professional relationships.

False. Vulnerability and transparency actually promote trust and relatability.

T/F Emotional intelligence has no proven link to professional success.

False. EI has been found to relate to professional success across job roles.

T/F Demonstrating openness and acknowledging others’ strengths helps build trust.

TRUE

Which of the following contributes most to building trust in professional relationships? A. Occasional flattery B. Strategic silence C. Repeated honesty and reliability D. Maintaining emotional distance

C. Repeated honesty and reliability

How does emotional intelligence contribute to workplace relationships? A. It eliminates the need for cooperation B. It allows people to avoid uncomfortable emotions C. It helps individuals manage emotions and work productively across differences D. It encourages organizational conformity

C. It helps individuals manage emotions and work productively across differences

What qualities make someone appear more relatable and trustworthy? A. Perfectionism and authority B. Vulnerability, transparency, and relatability C. Control and assertiveness D. Silence and distance

B. Vulnerability, transparency, and relatability

Why is emotional intelligence important for HR professionals? A. It helps them avoid conflict at all costs B. It allows them to manipulate emotions for advantage C. It enables them to support diversity and foster cooperation D. It replaces technical HR skills

C. It enables them to support diversity and foster cooperation

T/F Honesty and predictability are sufficient by themselves to fully build trust.

False. While necessary, they are only part of what builds trust—other factors like aligned interests and communication are also essential.

T/F People are more likely to trust others who share their values.

TRUE

T/F Trust can never be built between people with different cultural backgrounds or belie

False. Trust can be built across differences with time and communication.

T/F A benevolent person is perceived as caring more about their own well-being than that of others.

False. A benevolent person shows genuine concern for another’s well-being, equal to or greater than their own.

T/F Trust is strengthened when a person is competent and consistently delivers on commitments.

TRUE

T/F Occasional acts of integrity are enough to be seen as trustworthy.

False. Predictability and consistent integrity are needed to build lasting trust.

T/F Trustworthy people listen, communicate openly, and are willing to share and receive honest feedback.

TRUE

T/F HR professionals may be called on to help rebuild trust in organizations.

TRUE

According to Robert Hurley, which of the following is a key quality that helps build trust? A. Strict control over others B. Charisma and boldness C. Aligned interests and communication D. Keeping personal views private

C. Aligned interests and communication

Why is finding common values important when building trust? A. It encourages rivalry B. It eliminates the need for boundaries C. It reduces the feeling of “otherness” D. It guarantees full agreement

C. It reduces the feeling of “otherness”

What does it mean when someone is described as having benevolence in a professional context? A. They consistently follow rules B. They prioritize their own success C. They show genuine concern for others’ well-being D. They delegate tasks frequently

C. They show genuine concern for others’ well-being

Why is capability or competence important for trust? A. It shows you have authority B. It means you never ask questions C. It assures others you can deliver on commitments D. It allows for micromanagement.

C. It assures others you can deliver on commitments

Which action best represents integrity and predictability? A. Making bold promises and hoping to meet them B. Being consistently honest and following through on stated values C. Avoiding conflict to keep the peace D. Changing your message based on the audience

B. Being consistently honest and following through on stated values

T/F Conflicts are all the same and don’t need to be categorized to be resolved.

False. Understanding the type of conflict helps resolve it more quickly and thoroughly.

T/F Task conflict can lead to better results and improved efficiency when resolved constructively.

TRUE

T/F Interpersonal conflicts are always unrelated to diversity or personality differences.

False. Interpersonal conflicts often stem from personal or cultural differences and may relate to diversity.

T/F Some interpersonal conflicts are mistaken for task conflicts.

TRUE

T/F HR professionals should rely only on authority—not networking or influence—when resolving conflicts.

False. HR professionals should apply their networking and influencing skills when intervening in conflicts.

T/F A small amount of interpersonal conflict is acceptable and even healthy in some cases.

TRUE

T/F Intergroup conflict often arises due to personality differences between teams.

False. Intergroup conflicts usually stem from competition over resources or conflicting goals.

T/F Conflicts can happen within a team or between different teams or functions.

TRUE

Which of the following is a characteristic of task conflict? A. It always results in team breakdown B. It can lead to more efficient or innovative approaches C. It should always be ignored D. It requires punishment to resolve

B. It can lead to more efficient or innovative approaches

What is a common cause of interpersonal conflict? A. Agreement over strategy B. Overlapping tasks C. Differences in culture or communication styles D. Shared goals

C. Differences in culture or communication styles

How can interpersonal conflict sometimes appear? A. As a reward system B. As resource allocation C. As task conflict D. As team agreement

C. As task conflict

T/F Assert/compete is a “win/lose” strategy that may be useful in a crisis.

TRUE

What is one way HR professionals can effectively intervene in team conflicts? A. Ignore the issue until it escalates B. Use only formal policies C. Apply networking and influencing skills D. Assign blame publicly

C. Apply networking and influencing skills

T/F The accommodate mode focuses on solving the root issue to prevent future conflict.

False. It downplays disagreement and does not address the root cause, which may lead to recurring conflict.

What type of conflict occurs within a single team? A. Intergroup conflict B. Intragroup conflict C. External conflict D. Stakeholder conflict

B. Intragroup conflict

What typically causes intergroup conflict? A. Personality clashes B. Competition for limited resources C. Long team history D. Uniform work styles

B. Competition for limited resources

T/F Avoiding conflict always helps a leader maintain strong influence within the organization.

False. Avoiding conflict can weaken a leader’s role and leave problems unresolved.

T/F The collaborate mode is considered a “win/win” resolution approach.

TRUE

T/F Compromise results in both sides getting everything they want.

False. It requires concessions from both parties and is considered a “lose/lose” tactic.

T/F A competitive conflict resolution style is always harmful and should never be used.

False. It can be useful in some situations like crises or when asserting core principles.

T/F Collaborative conflict resolution includes paraphrasing each other’s perspectives and brainstorming together.

TRUE

T/F Multicultural organizations may find conflict resolution more complex due to cultural attitudes toward authority and disagreement.

TRUE

Which conflict resolution style involves seeking a “third way” that both parties help create? A. Avoid B. Collaborate C. Accommodate D. Compete

B. Collaborate

When is the assert/compete style most appropriate? A. When long-term relationships are critical B. In low-stakes disagreements C. During a crisis or when authority is being challenged D. When there's no time pressure

C. During a crisis or when authority is being challenged

Which mode focuses on quickly restoring harmony without solving the underlying issue? A. Compete B. Avoid C. Accommodate D. Collaborate

C. Accommodate

What is a key drawback of the compromise method? A. It is too slow for urgent decisions B. It avoids emotions altogether C. It may only lead to temporary and partial solutions D. It depends on third-party interventio

C. It may only lead to temporary and partial solutions

Which of the following actions is part of a collaborative resolution process? A. Avoiding the topic entirely B. Paraphrasing each other’s views C. Agreeing to disagree and ending the meeting D. Assigning blame and moving on

B. Paraphrasing each other’s view

Why might conflict be more difficult to manage in multicultural environments? A. Employees don’t care about resolution B. Diverse views reduce the chance of conflict C. Cultural norms influence willingness to challenge authority D. Most cultures prefer the same style of resolution

C. Cultural norms influence willingness to challenge authority

T/F HR professionals should wait until conflict arises before taking action to resolve it.

False. HR professionals should approach conflict proactively to prevent unnecessary issues.

T/F Establishing clear authority, responsibilities, and objectives helps reduce potential conflict.

TRUE

T/F Team leaders should avoid monitoring team dynamics and rely only on formal reporting channels.

False. Regular monitoring and check-ins help catch and address early signs of conflict.

T/F Ground rules for conduct can eliminate many sources of conflict before they arise.

TRUE

T/F Favoritism by team leaders helps reduce stress and unify the team.

False. Favoritism creates division and increases the likelihood of interpersonal conflict.

T/F Being fair, respectful, and distributing opportunities evenly reduces unnecessary conflict in teams.

TRUE

T/F Creating communication channels and gathering input from stakeholders are part of proactive conflict prevention.

TRUE

T/F Ignoring group differences is the best way to avoid conflict in diverse teams.

False. Being attentive to group differences helps prevent interpersonal conflict.

Which of the following is a proactive way to reduce unnecessary conflict? A. Set objectives without team input B. Wait until conflict escalates to act C. Clarify authority and communicate clearly D. Use favoritism to motivate performance

What should a team leader avoid to prevent unnecessary conflict? A. Listening to team members B. Favoritism C. Monitoring group stress D. Treating team members respectfully

B. Favoritism

How can team leaders unify their team and reduce conflict? A. By setting unequal performance goals B. By ignoring stress levels C. By uniting members behind a shared purpose D. By discouraging collaboration

C. By uniting members behind a shared purpose

T/F Negotiation and conflict resolution are entirely separate processes that do not overlap.

False. Negotiation and conflict resolution often overlap and use similar methods.

T/F Negotiation is a process where two or more parties work to reach an agreement.

TRUE

T/F Understanding the difference between needs and wants is essential in effective negotiation.

TRUE

T/F Wants are non-negotiable requirements that are essential to achieving a leader’s goals.

False. Needs are essential; wants are desirable but not critical.

T/F Rules used in standard negotiation always apply to labor contract negotiations.

False. Labor negotiations follow specific rules defined by contracts and local labor laws.

T/F A win-win mindset can be helpful in collective bargaining, even though it must operate within a legal framework.

TRUE

T/F Negotiation never involves conflict and is always a smooth process.

Negotiation never involves conflict and is always a smooth process.

What is a key feature of negotiation? A. Avoiding compromise B. Working alone to decide outcomes C. Reaching agreement between two or more parties D. Enforcing fixed rules without dialogue

C. Reaching agreement between two or more parties

In the context of negotiation, which of the following is an example of a need? A. A new logo redesign B. A budget for a necessary needs analysis C. A company-sponsored retreat D. A 20% reserve for general use

B. A budget for a necessary needs analysis

Which of the following best describes a want in negotiation? A. A mandatory legal compliance tool B. A minimum wage requirement C. A desirable budget reserve that isn’t essential D. An operational risk policy

C. A desirable budget reserve that isn’t essential

Which statement about labor contract negotiation is true? A. It uses flexible, informal processes only B. It always disregards legal constraints C. It follows defined rules from contracts and local laws D. It is identical to informal negotiations

C. It follows defined rules from contracts and local laws

T/F Soft negotiators prioritize maintaining the relationship even if it means not meeting their own essential needs.

TRUE

T/F Hard negotiators seek mutual benefit and avoid confrontation.

False. Hard negotiators are focused on winning, often at the cost of the relationship.

T/F Principled negotiation emphasizes problem-solving and mutual gain.

TRUE

T/F Principled negotiators focus on personal differences rather than shared interests.

False. They focus on common interests and the problem—not personal differences.

T/F Using manipulation or bullying tactics in negotiations builds long-term trust and effective partnership

False. These tactics destroy trust, especially in ongoing relationships.

T/F If faced with unethical offers during negotiation, HR professionals should document and report the behavior.

TRUE

T/F In principled negotiation, both sides may need to sacrifice some positions to gain meaningful outcomes.

TRUE

T/F “High-balling” and “brinksmanship” are reliable, ethical tactics recommended for principled negotiation.

False. These are risky and damaging tactics that erode trust.

Which of the following best describes a soft negotiator? A. Focuses on winning at all costs B. Prioritizes maintaining the relationship, even at a personal cost C. Demands strict adherence to position-based tactics D. Uses brinksmanship effectively

B. Prioritizes maintaining the relationship, even at a personal cost

What negotiation style focuses on mutual gain and problem-solving? A. Hard negotiation B. Soft negotiation C. Principled negotiation D. Competitive negotiation

C. Principled negotiation

What is a tactic often used by hard negotiators? A. Interest-based bargaining B. Paraphrasing needs C. Position-based bargaining D. Brainstorming options

C. Position-based bargaining

Which of the following is NOT a principle of ethical negotiation? A. Focusing on mutual needs B. Offering bribes to gain advantages C. Reporting regulatory violations D. Maintaining a professional tone

B. Offering bribes to gain advantages

What should an HR professional do if faced with bullying or manipulation in a negotiation? A. Concede and retreat to avoid tension B. Respond aggressively to regain power C. Stay professional and focused on win-win outcomes D. Accept the deal to preserve the timeline

C. Stay professional and focused on win-win outcomes

T/F BATNA stands for "Best Agreement to Negotiated Action."

False. BATNA stands for “Best Alternative to a Negotiated Agreement.”

T/F Relationship-building in negotiation helps build trust and creates a comfortable, open environment.

TRUE

T/F Perspective taking involves understanding your own position more deeply before negotiating.

False. Perspective taking involves seeing the issue from the other party’s point of view.

T/F Making the first offer in a negotiation is usually considered a disadvantage.

False. It is often an advantage because it can anchor the negotiation point.

T/F Concessions are essential to principled negotiation and usually involve giving up critical needs.

False. Concessions typically involve giving up wants—not critical needs.

T/F An agreement may be misunderstood if it’s made only to avoid conflict and not based on mutual understanding.

TRUE

T/F Legal contracts are always required and universally accepted in all cultures during negotiation.

False. Some cultures may view legal contracts as signs of mistrust.

T/F Effective negotiators try to analyze the other party’s BATNA in addition to their own.

TRUE

Which of the following is part of the preparation phase in principled negotiation? A. Making the final offer B. Agreeing on a verbal contract C. Identifying needs, wants, and conducting BATNA analysis D. Exchanging concessions

C. Identifying needs, wants, and conducting BATNA analysis

What does BATNA help a negotiator determine? A. How long the negotiation will last B. The best person to lead the discussion C. Their options if no agreement is reached D. The opponent’s weaknesses

C. Their options if no agreement is reached

Which phase involves both parties explaining their positions and understanding each other’s needs? A. Persuasion B. Relationship building C. Information exchange D. Concessions

What does perspective taking help a negotiator do? A. Avoid legal documentation B. Focus only on personal gains C. See the issue from the other side’s view D. Anchor the conversation with an extreme position

C. See the issue from the other side’s view

What is a concession in negotiation? A. A legally binding agreement B. A tactic to distract the other party C. A non-essential want that can be given up to reach agreement D. A final refusal to compromise

C. A non-essential want that can be given up to reach agreement

Which of the following is not a recommended negotiation approach according to Fisher and Ury? A. Discovering shared interests B. Anchoring the first offer C. Focusing on divergent positions D. Finding win-win outcomes

C. Focusing on divergent positions

Why should negotiators be cautious about verbal agreements? A. They are always illegal B. They cannot be enforced C. They might be given just to avoid conflict D. They are never culturally acceptable

C. They might be given just to avoid conflict

T/F Negotiators should ignore cultural differences and stick to a single universal negotiating style.

False. Negotiators should recognize and adapt to cultural differences using a synergistic approach.

T/F Nancy Adler recommends a synergistic approach for cross-cultural negotiations.

TRUE

T/F Taking the cultural perspective of the other side can help negotiators reach better agreements.

TRUE

Understanding the other side’s values and goals can lead to increased conflict in multicultural negotiations.

False. It can lead to ease, trust, respect, and win-win outcomes.

T/F Cross-cultural negotiators may find that both sides want entirely different things, making it impossible to reach agreement.

False. Different desires can actually make win-win outcomes more achievable.

T/F Different desires can actually make win-win outcomes more achievable.

TRUE

What approach does Nancy Adler recommend for negotiating in multicultural settings? A. One-size-fits-all negotiation B. Competitive tactics C. Synergistic approach D. High-pressure bargaining

C. Synergistic approach

What is the first step in the synergistic approach to negotiation? A. Make a firm offer B. Take the cultural perspective of the other side C. Focus on your own interests D. Identify areas of disagreement

B. Take the cultural perspective of the other side

Why can understanding cultural differences actually make negotiations easier? A. It allows one side to dominate B. It eliminates the need for communication C. Each side may want different things, enabling a win-win D. It allows for faster decision-making without discussion

C. Each side may want different things, enabling a win-win

What are the benefits of taking the other side’s cultural perspective during negotiation? A. Confusion and distrust B. Increased costs and delays C. Ease, trust, and mutual respect D. Faster compromise at any cost

C. Ease, trust, and mutual respect

T/F Observing employees is the most efficient way to detect organization-wide trends in safety incidents.

False. Observation may uncover individual behaviors, but it’s not the best method for identifying patterns across time and departments.

T/F Reviewing incident reports allows HR to detect patterns over time that may point to systemic safety issues.

TRUE

T/F To understand the source of the competitive culture, the HR manager should go directly to the individuals most involved—department managers.

TRUE

T/F Focus groups with employees can surface useful input about morale and communication but may not identify systemic leadership practices.

TRUE

RELATIONSHIP MANAGMENT COMPETENCY Flashcards

(182 cards)