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Key Topics for MANA 30153 Exam

May 7, 2025

MANA 30153 Final Exam – Key Content Areas to Study

Chapter 2: Diversity and Culture

  • Similarity Attraction Phenomenon: Tendency to be more attracted to similar individuals.
  • Fault Lines: Attributes along which a group falls into subgroups.
  • Glass Ceiling/Cliff: Inequalities involving women; men are more likely to reach top levels. Women often promoted to leadership in struggling firms.
  • Hofstede’s Cultural Framework: Six cultural dimensions:
    • Power distance
    • Individualism vs. collectivism
    • Masculinity vs. femininity
    • Uncertainty avoidance
    • Long-term vs. short-term orientation
    • Indulgence vs. restraint

Chapter 10: Conflict and Negotiation

Types of Conflict

  • Intrapersonal: Within an individual.
  • Interpersonal: Between individuals.
  • Intragroup: Within a team or group.
  • Intergroup: Between groups.

Conflict Management Styles

  • Avoidance: Uncooperative, unassertive.
  • Accommodation: Cooperative, unassertive.
  • Compromise: Middle-ground.
  • Competition: Focus on winning.
  • Collaboration: Assertive and cooperative.

Outcomes of Conflict

  • Positive: Broader ideas, increased creativity, clarification.
  • Negative: Stress, reduced productivity, mistrust.

Phases of Negotiation

  1. Investigation: Gather necessary information.
  2. Determine BATNA: Best Alternative to a Negotiated Agreement.
  3. Presentation: Support your position.
  4. Bargaining: Discuss goals and agree.
  5. Closure: Agreement or walk away.

Negotiation Essentials

  • BATNA: What you will do if not reaching agreement.
  • Reservation point: Worst deal you will accept.
  • Zone of Agreement (ZOA): Overlapping reservation points.
  • Target (Aspiration): Desired outcome.

Approaches to Negotiation

  • Distributive: Fixed-pie division.
  • Integrative: Integrate goals.

Third Party Solutions

  • Alternative Dispute Resolution (ADR): Resolve conflicts outside formal trials.
  • Mediation: Facilitated agreement, no final decision.
  • Arbitration: Binding decision by arbitrator.
  • Arbitration-Mediation: Use of sealed decision after mediation.

Chapter 11: Decision Making

Levels of Decisions

  • Strategic: Set organization direction.
  • Tactical: Implement strategies.
  • Operational: Day-to-day operations.

Types of Decisions

  • Strategic: By top management.
  • Tactical: By department heads.
  • Operational: By individual employees.

Decision Making Models

  • Rational Model: Step-by-step logical decision making.
  • Bounded Rationality: Satisficing - first acceptable option.
  • Intuitive: Based on patterns and experience.

Creativity in Decision Making

  • Five Steps: Problem recognition, immersion, incubation, illumination, verification.

Brainstorming

  • Encourages creative ideas and collaboration.

Nominal Group Technique

  • Individual and group brainstorming, discussing, and voting.

Chapter 13: Influence and Networking

Influence Tactics

  • Rational Persuasion: Logic and data.
  • Inspirational Appeals: Values and emotions.
  • Consultation: Involving others.
  • Ingratiation: Flattery.
  • Personal Appeal: Personal relationships.
  • Exchange: Offering favors.
  • Coalition: Group pressure.
  • Pressure: Demands and threats.

Directions of Influence

  • Upward: Influence superiors.
  • Downward: Influence subordinates.

Network Ties and Roles

  • Central Connectors: Most connections.
  • Boundary Spanners: Connect networks.
  • Peripheral Specialists: Specialized expertise.

Chapter 15: Organizational Culture

Culture Creation and Maintenance

  • Founder’s Values: Initial culture tie.
  • Industry Demand: Creates similarities across cultures.

Organizational Culture Profiles

  • Innovative: Flexible and creative.
  • Aggressive: Competitive.
  • Outcome-Oriented: Achievement-focused.
  • Stable: Rule-oriented.
  • People-Oriented: Fair and supportive.
  • Team-Oriented: Collaborative.
  • Detail-Oriented: Attention to detail.
  • Service Culture: High-quality service focus.
  • Safety Culture: Emphasizing safety norms.

Steps to Culture Change

  1. Creating urgency: Necessity of change.
  2. Changes at the Top: Leadership changes.
  3. Role Modeling: Behavioral examples by leaders.
  4. Training: Teaching new norms.
  5. Rewards: Reinforcing new values.
  6. Symbols and Stories: New rituals and symbols for change.