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Chapter 5

Chapter 5. Groups and Organizations. Social Group. Two or more people who identify and interact with one another Category – a cluster of people who share a social trait such as age, sex, or race. Group Think.

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Chapter 5

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  1. Chapter 5 Groups and Organizations

  2. Social Group • Two or more people who identify and interact with one another • Category – a cluster of people who share a social trait such as age, sex, or race.

  3. Group Think • Social pressure within a group for individuals to conform to group norms and abandon individual and critical thinking • People will compromise judgment to avoid being difficult • Solomon Asch’s experiment

  4. Types of Groups • Primary Group – a small social group whose members share personal and enduring relationships • Secondary group – large and impersonal social groups devoted to some specific interest or activity • Ingroup – social group commanding a members esteem and loyalty • Outgroup – social group toward which one feels competition or opposition • Reference group – social group that serves as a point of reference for people making evaluations or decisions

  5. Group Size • Dyad- social group with 2 members • Triad- social group with 3 members • Coalition- small social group • Network- a web of social ties

  6. Formal Organizations • Large, secondary groups that are organized to achieve goals efficiently • Bureaucracy- a form of organization based on explicit rules, with a clear, impersonal, and hierarchical authority structure

  7. Types of Formal Organizations • Utilitarian – primary motive is income • Normative – not for income but to pursue some worthwhile goal • Coercive – involuntary

  8. Types of Leadership • Instrumental Leadership – group leadership that emphasizes the completion of tasks • Expressive Leadership – group leadership that focuses on collective well-being

  9. Leadership Styles • Authoritarian leadership- takes charge of decision making and demands compliance • Democratic leadership – include everyone in decision making • Laissez-faire leadership – allows group to function more or less on its own

  10. Weber’s Analysis of Bureaucracy • Complex division of labor (specialization) • Hierarchy of authority • Explicit rules • Rewards on the basis of performance • Impersonality • Extensive written records

  11. Negative Consequences • Trained incapacity/ indifference • Goal displacement • Rule of the many by the few (oligarchy) • Invisible women (glass ceiling)

  12. Corporation • A group that, through the legal process of incorporation, has been given the status of a separate and real social entity

  13. Organizational Culture • Classical theory – workers are motivated almost entirely by economic rewards • Human relations approach – emphasizes the role of people, communication, and participation within a bureaucracy

  14. McDonaldization • Efficiency • Calculability • Uniformity and predictability • Control through automation

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