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CHAPTER 8
GROUPS & ORGANIZATIONS
AGGREGATE VS. GROUP AGGREGATE SAME TIME & PLACE
ONLY NO SHARED VALUES IRREGULAR
INTERACTION NO IDENTITY
GROUP REGULAR PATTERN
OF INTERACTION AGREED TO NORMS
& VALUES ROLES DEF-SET OF PEOPLE
WHO IDENTIFY WITH ONE ANOTHER, INTERACT IN INFORMAL WAYS WITH COMMON VALUES
GROUP DYNAMICS RECURRING SOCIAL PATTERNS **SIZE HAS A LARGE IMPACT ON DYNAMICS DYAD-
NO MEDIATOR OR INTRUDERS TRIAD
ONE MEMBER CAN FIX CONFLICT OR ABSTAIN FROM THE GROUP
BEYOND 3 DIVISION OF LABOR DECREASED QUALITY OF COMMUNICATION &
AMOUNT
LEADERSHIP PATTERNS
DIRECT TASKS=INSTRUMENTAL LEADER
MAINTAIN GOOD RELATIONSHIP=EXPRESSIVE LEADER
4 STAGES OF DECISION-MAKING
1-ORENTATION 2-EVALUATE POSSIBILITIES 3-ELIMINATE UNDESIRABLES 4-NORMALIZE RELATIONSHIPS
**GROUP THINK*** Watergate, War in Iraq
TYPES OF GROUPS IN GROUPS
Boundary between groups=values
Use conflict from outside to keep group together
OUTGROUPS
REFERENCE GROUPS Provides standards of
behavior
PRIMARY Face to face
interaction Strong personal
identity Long term SECONDARY Limited Weak ties Shallow relationships Weak identity
GROUP SURVIVAL BASED ON LEVEL OF COMMITMENT 6 steps to a Greedy Group- Kanter study of Amish
SACRIFICE INVESTMENT RENUNCIATION COMMUNION MORTIFICATION TRANSCENDENCE
FORMAL ORGANIZATIONS
1- ORGANIZE LARGE NUMBERS
2-INTEGRATE DIVERSE TASKS
3-DECREASE OPPOSITION CO-OPTATION
WEBER’S IDEAL BUREAUCRACY
1-SPECIALIZATION 2-HEIRARCHY OF OFFICES 3-RULES 4-IMPERSONALITY 5-REWARDS BASED ON MERIT
REALITIES OF LARGE GROUPS 1-INFORMAL NORMS
HAWTHORNE STUDY 2-RITUALISM
Rules more important than results 3-PARKINSONS’ LAW
Work expands to fill available hours 4-PROTECT INEPT
Peter Principle
MODELS FOR UNDERSTANDING GROUPS
1-ADAPTATION—MICROSOFT
2-SELECTION
STUDY OF 2 CORPORATIONS MITSUBISHI LIFETIME
EMPLOYMENT PROMOTION BASED
ON SENIORITY GROUP
ACHIEVEMENTS CONCERN FOR
HEALTH & WELFARE OF EMPLOYEES
VOLVO NO ASSEMBLY LINE MORE CREATIVE—
ROTATE JOBS LESS PRODUCTIVITY WORK AS A TEAM—
NO FLOOR MANAGERS
GOV’T GUARANTEES FULL EMPLOYMENT
HIGH ABSENTEEISM