Upload
khaela-mercader
View
228
Download
0
Embed Size (px)
Citation preview
7/26/2019 Ch 7 Social Groups and Organizations
1/25
roups and Organizations
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
2/25
Social Group
Two or more people who identify and interact with oneanother.
Not every collection of individuals forms a
group. Many people with a status in common
women, homeowners, soldiers,
millionaires, college graduates, and
Roman Catholicsare not groups, but
categories.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
3/25
Not Quite a Social Group
Crowd
Temporary cluster of people
A group can have temporal status
A crowd can become a group, then a
crowd again.
A large gathering of people at a football game
A crowd that begins to riot might be
considered a group.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
4/25
Primary Groups
Traits
Small
Personal orientation
Enduring
Primary relationships
First group experienced in life
Irreplaceable
Assistance of all kinds
Emotional to financial
Small social groups whose members share personal,
lasting relationships.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
5/25
Secondary Groups
Traits
Large membership
Goal or activity orientation
Formal and polite
Secondary relationships
Weak emotional ties
Short term
Examples
Co-workers and political
organizations
A large, impersonal social group whose
members pursue a specific goal or activity.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
6/25
Summing UpPrimary Groups and Secondary Groups
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
7/25
Group Leadership
Two roles Instrumental: Task-oriented
Expressive: People-oriented
Three leadership styles Authoritarian: Leader makes decisions;
Compliance from members
Democratic: Member involvement Laissez-faire: Mainly let group function on its
own
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
8/25
Group Conformity Studies
Aschs research Willingness to compromise our own
judgments
Line experiment Milgrams research
Role authority plays
Following orders
Janiss research Negative side of groupthink
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
9/25
Figure 7.1Cards Used in Aschs Experiment in Group ConformityIn Aschs experiment, subjects were asked to match the line on Card 1 to one of the lines on Card 2. Many subjects agreed with the wrong answers given by
others in their group.
Source: Asch (1952).
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
10/25
Reference Group
Stouffers research
We compare ourselves in relation tospecific reference groups.
In-groups and out-groups
Loyalty to in-groupOpposition to out-groups
A social group that serves as a point of reference in
making evaluations and decisions
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
11/25
Group Size
The dyad
A two-member group
Very intimate, but unstable given its size The triad
A three-member group
More stable than a dyad and more typesof interaction are possible
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
12/25
Figure 7.2Group Size and RelationshipsAs the number of people in a group increases, the number of relationships that link them increases much faster. By the time six or seven people
share a conversation, the group usually divides into two. Why are relationships in smaller groups typically more intense?
Source: Created by the author.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
13/25
Social Diversity:
Race, Class, and Gender Large groups turn inward.
Members have relationships between themselves.
Heterogeneous groups turn outward.
Diverse membership promotes interaction with
outsiders.
Physical boundaries create social boundaries.
If segregation of groups takes place, the chances
for contact are limited.
Networks
Web of weak social ties, people we know of or who
know of usSocio logy, 13hEdi t ionby John Macionis
Copyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
14/25
Global Map 7.1Internet Users in Global Perspective Socio logy, 13hEdi t ionby John Macionis
Copyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
15/25
Formal Organizations
Utilitarian
Material rewards formembers
Normative
Voluntary organizations
Ties to personal morality
Coercive
Punishment or treatment
Total institutions
Large secondary groups organized to achieve goals
efficiently; date back thousands of years.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
16/25
Summing UpSmall Groups and Formal Organizations
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
17/25
Bureaucracy
Max Webers six elements to promote
organizational efficiency:
Specialization of duties
Hierarchy of offices
Rules and regulations
Technical competence
Impersonality
Formal, written communications
An organizational model rationally designed toperform tasks efficiently
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
18/25
Organizational Environment
Factors outside an organization thataffect its operation:
Economic and political trends
Current events
Populations patterns
Other organizations
Informal side of bureaucracy
In part, informality comes from thepersonalities of organizational leaders.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
19/25
Problems of Bureaucracies
Bureaucratic alienation Potential to dehumanize individuals
Bureaucratic inefficiency and ritualism
Preoccupation with rules, interferes with meeting
goals
Bureaucratic inertia
Perpetuation of the organization
Oligarchy: The rule of the many by the few Helps distance officials from the public.
Michels: Concentrates power and threatens
democracySocio logy, 13hEdi t ionby John Macionis
Copyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
20/25
The Evolution of Formal Organizations
Scientific ManagementApplication of scientific principles to the
operation of a business or large
organization
1. Identify tasks and time needed for tasks
2. Analyze to perform tasks more efficiently
3. Provide incentives for worker efficiency
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
21/25
New Challenges
to Formal Organizations
Race and gender
Pattern of exclusion
Female advantage
Japanese organizations
Value cooperation
Organizational loyalty
Changing nature of work Information-based organizations
Creative autonomy, competitive work teams,
flatter organization, and greater flexibilitySocio logy, 13hEdi t ionby John Macionis
Copyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
22/25
Figure 7.3U.S. Managers in PrivateIndustry by Race, Sex, and
Ethnicity, 2005
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
23/25
Figure 7.4Two Organizational ModelsThe conventional model of bureaucratic organizations has a pyramid shape, with a clear chain of command. Orders flow from the top down, and reports of
performance flow from the bottom up. Such organizations have extensive rules and regulations, and their workers have highly specialized jobs. More open
and flexible organizations have a flatter shape, more like a football. With fewer levels in the hierarchy, responsibility for generating ideas and making
decisions is shared throughout the organization. Many workers do their jobs in teams and have a broad knowledge of the entire organizations operation.
Source: Created by the author.
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
24/25
McDonaldization of Society
Efficiency: Do it quickly
Predictability: Use set formulas
Uniformity: Leave nothing to chance
Control: Humans are most unreliable
factor
Each principle limits human creativity,choice, and freedom.
Weber: Rational systems are efficient but
dehumanizing.Socio logy, 13hEdi t ionby John Macionis
Copyr ight 2010 Pearson Education, Inc. All r igh ts reserved.
7/26/2019 Ch 7 Social Groups and Organizations
25/25
Future of Organizations:
Opposing Trends Movement toward more creative
freedom for highly skilled information
workers
Movement toward increased
supervision and discipline for lessskilled service workers
Socio logy, 13hEdi t ionby John MacionisCopyr ight 2010 Pearson Education Inc All r igh ts reserved