MGT/312 Unit 5 Quiz — Communication and Negotiation

Management

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Questions (8)

A U.S. director ends a meeting in Bangkok believing the team endorsed her restructuring plan, because no one objected. Two weeks later nothing has been implemented. The most likely cause is that:

MC1 pt

A. Open disagreement would have threatened face, so objections were signaled indirectly or withheld rather than stated

B. The team is low in motivational CQ and unwilling to engage

C. The team misunderstood the plan due to a translation error

D. Thai business culture prohibits implementing plans proposed by women

Which question is best designed to surface genuine objections in a high-face-concern setting?

MC1 pt

A. 'What obstacles would your team face in implementing this, and what would need to be true for it to work?'

B. 'Does everyone agree with the plan as presented?'

C. 'Can I get a show of hands from anyone who has concerns?'

D. 'Is there any reason we should not proceed today?'

A negotiating counterpart proposes revisiting terms of a signed contract after market conditions shift. In a relationship-first negotiating culture this is most accurately understood as:

MC1 pt

A. A different theory of agreement, in which the contract records intent within an ongoing relationship rather than fixing terms permanently

B. Clear evidence of bad faith warranting immediate termination

C. A distributive win–lose tactic used to extract concessions

D. A sign that the counterpart lacked authority to sign originally

In the dual-concern model, an avoiding conflict style in a collectivist setting is best interpreted as:

MC1 pt

A. Often a deliberate face-preserving strategy rather than an absence of resolve

B. Always a failure of assertiveness requiring correction through training

C. Evidence of low concern for both self and other in every case

D. A style that appears only in high uncertainty avoidance cultures

Which practices meaningfully reduce the disadvantage non-native speakers face in a shared-language meeting? (Select all that apply.)

Multi2 pts

A. Circulating agendas and key materials in advance

B. Avoiding idioms, slang, and sports metaphors

C. Allowing written contributions alongside spoken ones

D. Deliberately slowing pace and rotating who speaks first

E. Asking non-native speakers to speak last so they have time to prepare a summary

Best practice when working through a consecutive interpreter includes:

MC1 pt

A. Briefing the interpreter in advance on goals and terminology, speaking in short complete thoughts, and addressing the counterpart directly

B. Speaking in long uninterrupted passages so the interpreter has full context before rendering

C. Using humor and idiom to build rapport, since interpreters can localize them naturally

D. Addressing all remarks to the interpreter rather than the counterpart

Explain the concept of face and facework, and describe two concrete meeting-design changes a manager could adopt to obtain honest feedback in a high-face-concern setting.

Text3 pts

You are leading a negotiation where your side treats the contract as final and binding and the counterparty treats it as a framework for an ongoing relationship. Explain how each side is likely to misread the other, and describe how you would structure the negotiation to prevent a breakdown.

Text4 pts

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