MANA 30153 Final Exam – Key Content Areas to Study
Chapter 2
Similarity Attraction Phenomenon - tendency to be more attracted to similar individuals
Fault Lines - an attribute along which a group falls into subgroups
Glass Ceiling/Glass Cliff - Inequalities to women regarding average wage, men being 4 times more likely to reach top level, glass cliff - women promoted to leadership positions in struggling firms
Hofstede’s Cultural Framework - identifies and compares cultures across six dimensions of culture: Power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint
Chapter 10
Types of Conflict -
* Intrapersonal conflict - within an individual, inner tension
* Interpersonal conflict - conflict between two or more individuals
* Intragroup conflict - conflict within a team or group
* Intergroup conflict - conflict between two or more groups
Ways to Manage Conflict - 5 ways:
* Avoidance
* Uncooperative and unassertive
* People exhibiting this style deny the existence of the conflict and are prone to postponing any decisions in which a conflict may arise
* Accommodation
* Cooperative and unassertive
* These people give in to what the other side wants
* Compromise
* Middle-ground style
* People exhibiting this style have some desire to express their own concerns and get their way, but still respect the other person’s goals
* Competition
* These people want to reach their goal regardless of what others say or how they feel
* Competition may lead to poor relationships
* Collaboration
* High on both assertiveness and cooperation
* Both slides argue for their position, supporting it with facts and rationale while listening attentively to the other
Outcomes of Conflict
* Positive outcomes:
* Consideration of a broader range of ideas
* Surfacing of assumptions that may be inaccurate
* Increased participation and creativity
* Clarification of individual views that build learning
* Negative outcomes:
* Increased stress and anxiety among individuals
* Decreased productivity and satisfaction
* Feelings of being defeated and demeaned
* A climate of mistrust
Phases of Negotiation
* Investigation - Gather all the information necessary for the negotiation
* Determine your BATNA - best alternative to a negotiated agreement
* Presentation - assemble the information in a way that supports your position
* Bargaining - discuss your goals and seek an agreement with the other party
* Closure - either come to an agreement or walk away
Negotiation Essential Ingredients
* Best Alternative to a Negotiated Agreement (BATNA)
* Describes what you will do if you cannot reach an agreement
* What you get if you walk away from the negotiation
* Reservation point
* The point at which the deal is so bad it will make you walk away
* Informed by your BATNA
* Zone of Agreement (ZOA)
* Overlap between your and your counterpart’s reservation points
* Target (aspiration)
* Where you would like to end up (must be realistic)
Approaches to Negotiation
* Distributive approach
* The traditional fixed-pie approach in which the negotiators see the situation as a pie that they have to divide between them
* Integrative approach
* An approach to negotiation in which both parties look for ways to integrate their goals under a large umbrella
Third Party Solutions
* Alternative Dispute Resolution (ADR)
* ADR involves resolving conflict with the help of a specially trained, neutral third party without the need for a formal trial or hearing
* Mediation
* An outside third party (the mediator) enters the situation with the goal of assisting the parties in reaching an agreement
* The mediator can facilitate, suggest, and recommend
* The mediator does not make a final decision in the dispute
* Are very helpful when…
* The parties are unable to find a solution themselves
* Personal differences are standing in the way
* Ex: divorce resolutions
* Obtaining a quick resolution
* Arbitration
* The parties submit the dispute to the third-party arbitrator who makes the final decision (the “award”)
* Awards are made by the arbitrator in writing and are (usually) binding
* Arbitration-Mediation
* Both sides formally make their cases before an arbitrator who makes a decision and places it in a sealed envelope
* Then, the two parties work through mediation, but if they can’t come to an agreement, they follow the arbitrator’s decision
Chapter 11
Levels of Decisions
* Strategic decisions set the course for an organization
* Tactical decisions are decisions about how things will get done
* Operational decisions are decisions made each day to run the organization
Types of Decisions
* Strategic decisions
* Set overall course/direction for the organization
* Typically made by CEOs, Boards of Directors, Top Management Teams
* Tactical decisions
* Identify how to take action or how things will get done
* Typically made by department heads and managers
* Operational decisions
* Put the tactics into action; the day-to-day decisions individuals must make to accomplish their responsibilities and goals
* Made by individuals throughout the organization
* Steps in the rational decision making model
* The rational decision-making model describes the steps that decision makers should consider if their goal is to maximize the quality of their outcomes
* Identify the problem, establish decision criteria, weigh decision criteria, generate alternatives, evaluate the alternatives, choose the best alternative, implement the decision, evaluate the decision
* Making “good enough” decisions
* The bounded rationality model states that individuals knowingly limit their options to a manageable set and choose the first acceptable alternative
* Satisfice refers to accepting the first alternative that meets your minimum criteria
* Making intuitive decisions
* The intuitive decision-making model refers to arriving at decisions without conscious reasoning
* Experts making decisions scan the environment for cues to recognize patterns, then act based on prior experience
Dimensions of Creativity
* Five steps to creative decision-making
* Problem recognition, immersion, incubation, illumination, verification & application
* Dimensions of creativity
* Fluency refers to the number of ideas a person is able to generate
* Flexibility refers to how different the ideas are from one another
* Originality refers to how unique or novel ideas are
* Rare and unexpected, not just different
Brainstorming
* Provides an outlet for creative and spontaneous thinking
* Encourages sharing and building a bond
* Rules of engagement:
* Everyone participates
* Express any idea that comes to mind
* Record all ideas
* All ideas are valuable - no criticism
* The more ideas the better
* Piggybacking - building upon other’s ideas - is encouraged
Nominal Group Technique
* Individually brainstorm and write ideas on sticky notes
* Provide time for individuals to brainstorm on their own
* Explain ideas and put on flip chart paper
* Gather similar ideas together
* As a group discuss advantages and disadvantages of each
* Each individual votes for their favorite
Chapter 13
Influence tactics
* Rational Persuasion – Using logic, facts, or data to convince someone that your request or idea is reasonable
* Inspirational Appeals – Appealing to values, ideals, or emotions to gain support or enthusiasm
* Consultation – Involving others in the decision-making process to increase their commitment
* Ingratiation – Using flattery, praise, or friendly behavior to make someone more likely to comply
* Personal Appeal – Asking for support based on personal relationships or loyalty
* Exchange – Offering something in return for compliance (e.g., favors, rewards)
* Coalition – Gaining the support of others to persuade someone through group pressure
* Pressure – Using demands, threats, or repeated reminders to influence compliance
Directions of Influence
* Upward influence is the ability to influence those in positions higher than yours
* Downward influence is the ability to influence those in positions lower than yours
Network Ties and Roles
* Leverage social networks
* Sets of people who are meaningfully connected to an individual through social connections
* Source of power
* Source of contagion in the workplace
* Analyzing network ties and key network roles
* Central connectors - those linked to the greatest number of people
* Boundary spanners - people who connect one network to another
* Peripheral specialists - people with special expertise that can be drawn upon even though they often work independently of the group
Chapter 15
Organizational Culture Creation and Maintenance
* How’s an organization’s culture created
* Founder’s values and preferences
* Industry demand - industry characteristics and demands that act as a force to create similarities among organizational cultures
* Founder’s values
* A company’s culture is initially ties to the personality, background, and values of its founder/s
* Entrepreneurs establish
* Rules, values, structure
* Ex: Ben and Jerry’s
* Culture creation -> culture maintenance
* Attraction-selection-attrition, New employee onboarding, Leadership, Reward Systems
Organizational Culture Profiles
* Innovative cultures are flexible, adaptable, and experiment with new ideas
* Companies characterized by a flat hierarchy
* Ex: Nvidia
* Downplays titles and other status distinctions
* Aggressive cultures value competitiveness and outperforming competitors
* May fall short in the area of corporate social responsibility
* Ex: Wells Fargo
* Outcome-oriented cultures emphasize achievement, results, and action
* Hold employees and managers accountable for success
* Rewards are tied to goals, performance indicators
* Too much focus on outcomes and measurable performance objectives can lead to negative consequences
* Stable cultures are predictable, rule-oriented, and bureaucratic
* Aim to coordinate and align individual effort for greatest levels of efficiency
* These cultures prevent quick action
* Public sector institutions may be viewed as stable cultures
* People-oriented cultures value fairness, supportiveness, and respect for individual rights
* Create an atmosphere where work is fun, and employees do not feel required to choose between work and life
* Team-oriented cultures are collaborative and emphasize cooperation among employees
* Members tend to have more positive relationships with their coworkers and their managers
* Ex: SouthWest Airlines
* Detailed-oriented cultures emphasize precision, analytical decision-making, and paying attention to details
* Important decisions made through data analysis not intuition
* Service culture emphasizes high-quality service
* Employees are:
* Empowered to resolve customer problems in ways they see fit
* Engaged in their jobs
* Personally invested in improving operations for customer benefit
* Safety culture emphasizes safety as a workplace norm
* The organization can reduce accidents, maintain high morale and employee retention
Six Steps to Culture Change
* Creating urgency
* Present a case for culture change as necessary for the company’s success
* Changes at the Top
* Changing leaders and other key players
* Culture changer often follows changes at the highest levels of the organization
* Role Modeling
* Leaders model behaviors with goal of “trickle down effect”
* Training
* Well-crafted training programs can teach employees the new norms and behavioral styles
* Rewards
* Changing the reward system
* Rewarding employees who embrace the company’s new values and promoting these employees
* Symbols and Stories
* Developing new rituals, symbols, and stories can increase the chance of a successful culture change
* Symbols are useful during culture change efforts to help enlist employee support