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Exploring Groups and Organizations: Dynamics, Leadership & Culture

Discover the intricate world of social groups and organizations, from group dynamics like groupthink to different leadership styles and organizational structures. Learn about the impact of group size, leadership types, and organizational culture. Uncover key concepts such as Weber's bureaucracy analysis and negative consequences within formal organizations.

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Exploring Groups and Organizations: Dynamics, Leadership & Culture

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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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