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Social group

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2 or more people who identify and interact with one another

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Primary & secondary

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Two types of social groups:

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Primary group

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Small social group whose members share personal and enduring relationships -People share many activities, spend a great deal of time together, and feel they know one another well -Families are these types of groups in that they are the first groups we experience in life and because they are of central importance in socialization process -Members think of the group as an end in itself rather than as a means to other ends

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Secondary groups

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Large and impersonal social groups devoted to some specific interest or activity -Involve weak social ties, commonly short term, goal oriented, typically impersonal

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Instrumental leadership

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Group leadership that emphasizes the completion of tasks

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Expressive leadership

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Group leadership that emphasizes collective well-being

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Instrumental & expressive

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2 types of group leadership:

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Authoritarian, Democratic, & Laissez-faire

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3 styles of decision-making in groups:

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Authoritarian leadership

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Leadership that focuses on instrumental concerns, takes personal charge of decision-making, and demands strict compliance from subordinates

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Democratic leadership

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Leadership that is more expressive and tries to include everyone in the decision-making process

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Laissez-faire leadership

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Leadership that allows the group to function more or less on its own

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Solomon Asch

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His research into group conformity showed us that many of us are willing to compromise our own judgment and to avoid being different, even from people we do not know

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Stanley Milgram

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His research into obedience suggests that people are more likely to follow directions from not only "legitimate authority figures," but also groups of oridnary individuals, even when it means inflicting harm on another person

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Janis

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His research dealt with a process called GROUPTHINK

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Groupthink

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The tendency of group members to conform by adopting a narrow view of some issue

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Reference group

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A social group that serves as a point of reference for people making evaluations or decisions

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Stouffer

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His research on reference group dynamics showed that we do not make judgments about ourselves in isolation, nor do we compare ourselves with just anyone

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In-group

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A social group commanding a member's esteem and loyalty

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Out-group

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A social group toward which one feels competition or opposition

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Dyad

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A social group with 2 members -Social interaction is typically intense -Typically less stable than larger groups

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Georg Simmel

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Influenced the names for group size:

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Triad

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A social group with 3 members -More stable than dyads -Any 2 members can form a majority of coalition

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Social diversity

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Race, ethnicity, class, & gender

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4 ways that social diversity incluences group contact:

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1. Larger a group, more likely members will maintain relationships only w/ other members 2. More internally heterogenous a group is, more likely that its members will interact w/ outsiders 3. Greater the overall social parity within setting, more likely it is that people from diverse backgrounds will mingle and form ties 4. Physical space affects the chances of contact among members

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Network

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Web of weak social ties

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Formal organizations

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Large, secondary groups that are organized to achieve goals efficiently

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Utilitarian, coercive, & normative

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3 types of formal organizations:

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Utilitarian

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Organizations in which people join in pursuit of material rewards

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Coercive

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Organizations which are distinguished by involuntary membership

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Normative

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Organizations or voluntary associations in which people pursue goals they consider morally worthwhile

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Bureaucracy

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(Became common during the Industrial Revolution) An organizational model rationally designed to perform tasks effeciently

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Specialization, Hierarchy of offices, Rules & regulations, Technical competence, Impersonality, Formal & written communications

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6 key chracterisitics of bureaucracy identified by Max Weber:

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Organizational environment

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A range of factors outside the organization that affects its operation (Technology, Economic & political trends, Population patterns, Other organizations)

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Members of organizations try to personalize their procedures and surroundings

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Informal side of bureaucracy:

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Bureaucratic alienation

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The reduction of the human being to a "small cog in a ceaselessly moving mechanism" (Weber)

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Bureaucratic inefficiency & ritualism

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The preoccupation with rules and regulations to the point of thwarting an organization's goals

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Bureaucratic inertia

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The tendency of bureaucratic organizations to perpetuate themselves

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Robert Michels

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Made the link between bureaucracy and oligarchy

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Oligarchy

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The rule of the many by the few

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"Iron Law of Oligarchy"

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Refers to the pyramid shape of bureaucracy placing a few leaders in charge of organizational resources

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Scientific management

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The application of scientific principles to the operation of a business or other large organization

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3 steps of scientific management:

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a) Managers observe taks performed by workers b) Managers analyze data to discover ways for workers to become more efficient c) Management provides guidance and incentives to workers to be more efficient

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"Female advantage"

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Women bring a "________ __________" to companies striving to be more flexible and democratic

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58%

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By the end of the 20th century, white men in the U.S. held _____% of management jobs

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Hiring & advancement, Lifetime security, Holistic involvement, Broad-based training, Collective decision making

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Differences b/t formal organizations in Japan & the U.S: (5)

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Creative autonomy, Competitive work teams, Flatter organization, Greater flexibility

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Ways in which today's organizations differ from those of a century ago: (4)

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McDonaldization of society

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Principles of fast-food restaurants are dominating other sectors of society. Highly standardized and regulated. More automated systems are employed instead of human beings.

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Efficiency, Calculability, Uniformity & predictability, Control & automation

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4 principles of McDonaldization:

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Rationality

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Although efficient, may be irrational and highly dehumanizing

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Intelligent Organizations

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Have become more productive than ever

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Postindustrial economy

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Has created many highly skilled jobs, more routine service jobs, and offers few of the benefits that today's highly skilled workers enjoy

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Organizational "flexibility"

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___________ ____________ that gives better-off workers more autonomy carries the threat of "downsizing" for rank-and-file employees

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Social group

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2 or more people who identify and interact with one another

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group

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not every individual forms a _______

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many people with a status in common

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women, homeowners, soldiers, millionaires, college graduates, and Roman catholics

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