MGMT 3720 Lecture 5 Outline of Last Lecture (For test 2) Chapter 7. Motivation conceptsI. Three key elements of motivationII. Applicability of early theories of motivationIII. Applying Predictions of Self-determination Theory to intrinsic and extrinsic rewardsIV. Implications of job engagement for managementV. Goal-setting Theory, Self-efficacy Theory, & Reinforcement TheoryVI. Organizational justice and Equity TheoryVII. Key Tenets of Expectancy TheoryVIII. Compare contemporary theories of motivationChapter 8. Motivation: From concepts to applicationI. Job Characteristics ModelII. Main ways job can be redesignedIII. Specific alternative work arrangements IV. Employee involvement measures V. Different types of Variable-pay programsVI. Flexible benefitsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.VII. Motivational benefits of intrinsic rewardsOutline of Current Lecture (For test 3)Chapter 9- Foundations of group behaviorI. Group definition and typesII. Five stages of group developmentIII. Change of role requirements in situationsIV. Norms, status, and influence on behaviorV. How group size affects performanceVI. Cohesive groups: benefits and disadvantagesVII. Implications of diversity for group effectivenessVIII. Group decision making: strength and weaknessesIX. Effectiveness of brainstorming and nominal group techniqueChapter 10: understand work teamsI. Growing population of teamsII. Contrasting groups and teamsIII. Five types of teamsIV. Characteristics of effective teamsV. How to create team playersVI. When to use individualsCurrent LectureChapter 9- Foundations of group behaviorGroup- multiple people interacting and interdependent, who have come together to complete certain objectives- Formal groups- Groups defined by the organization’s structure- Informal groups- Alliances that aren’t formally structured and aren’t organizationally assigned.Social identity theory- studies when and why people consider themselves part of or identify themselves with a group. Ex: fraternities, associating yourself with a sports team, etc.- Individuals in groups have emotional reactions to the failures and successes of their group they’re associated with because their self-esteem gets tied to the performance of that group.- Social identities help us understand who we are and where we fit in with others- Social identities encourage In-group favoritism- which is where we see members of our group as better than others not in our group. And this paves way for stereotyping.Characteristics that make a social identity important to people:1. Similarity- suggests people that have more similarities in values and characteristics have a larger level of group identification2. Distinctiveness- people are more likely to observe identities that show how they are different from other groups3. Status- individuals use identities to define who they are and increase self-esteem, so this explains why individuals tend to rather associate themselves with high-status groups4. Uncertainty reduction- is important because being in a group helps people understand who they are and how they fit in the worldStages of group development:Pre-stage 1- not in a group yetStage 1 forming- put into a group but there is still a lot of uncertainty about the group’s purpose, structure, and leadershipStage 2 storming- period of intergroup conflict, until the end of this phase where will be a kind of clear hierarchy of leadership in the groupStage 3 norming- close relationships develop and group starts functioning cohesively. At the endof this stage, group has come up with a common set of expectations of what defines appropriate member behavior.Stage 4 performing- structure is fully functional and accepted, starts being efficient in performanceStage v adjourning (for temporary committees)- objective is accomplishment and group disbandsGroup effectiveness- Groups go through the stages of group development at different rates- Groups with a high sense of purpose and strategy quickly achieve high performance and get better over time- Groups with a positive social focus also get to the performing stage more quickly.- Groups don’t always proceed clearly (in order) from one stage to the next. Storming and performing can happen at the same time, and people can regress in their progress to previous stagesThe punctuated-equilibrium model (like a productivity curve)A: First meeting: people meet and procrastinate till laterTransition stage: decide to start getting some work on it but still slow pacedPhase 2: the week or night before people cram to finish to completionB: CompletionHow role requirements change in different situations:Role- a set of expected behavior patterns related to someone occupying a position in a social unit.Role perception- how you think you should behave in a situationRole expectations- how others think you should behave in a situation- Psychological contract- an unwritten agreement between employee and employer that sets out mutual expectations- like what management expects from workers and vise versa. If role expectations aren’t met, expect negative consequences from the other party.Role conflict- happens when compliance with one role requirement conflicts or makes it hard tocomply with another role requirement. Ex: the role of being a mom and the role of being a CEO for a company. Sometimes things may conflict.Zimbardo’s prison experiment- Zimbardo and his team simulated a prison environment on 24 healthy, average students and randomly half to be guards and half to be prisoners and established some basic rules. The experiment ended up being too successful in showing how quickly people learn new roles, and it had to be ended early due to the participants’ reactions.Idea: if you levy expectations on them then they will follow it?Norms- acceptable standards of behavior within a social unit that are shared by the group’s members- Performance norms- how hard members should work, what the level of output should be, how to get the job done, what level of tardiness is appropriate- Appearance norms- dress codes, unspoken rules about when to look busy- Social arrangement norms- who to eat lunch with, whether to form relationships on andoff the job- Resource allocation norms- ex: you’re good at marketing so you join a marketing firm because that’s where you’ll have a