Groups and organizations chp6 Flashcards

(37 cards)

1
Q

Sociologists study groups from both a

A

macro and a micro level of analysis and differentiate between groups based on:

  • size
  • closeness of members
  • duration the group stays together
  • purpose
  • organizational structure
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2
Q

Social categories

A

-are not groups when the people involved do not necessarily know each other.
-They engage in similar behavior rather than meeting or hanging out together.
Examples:
-Truck drivers
-Teenagers
-People over 75 years old

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3
Q

dyad

A

A dyad is a group of two people.

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4
Q

triad

A

A triad is a three-person group.

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5
Q

George Simmel (1902)

A

discovered the group size effect; he observed how group size influences the behavior of the members.

-Tension often builds when a third person is introduced into a two-person group; the group may splinter into 2 + 1.

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6
Q

diad, triad, four, five, six, seven

how many relationships

A
diad-1
triad-3
four-6
five-10
six-15
seven-21
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7
Q

Primary groups consist of:

A
  • intimate, face-to-face interaction
  • relatively long-lasting relationships
  • serve members’ emotional needs
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8
Q

Primary groups have a_______ ________ on its members _______ _________

A

powerful influence on their members
and affect individuals’ personalities and identities.
-ex: family and peers

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9
Q

Secondary groups are:

A
  • larger in size than primary groups
  • less intimate
  • have a shorter duration
  • less significant to members’ emotions and lives
  • serve instrumental needs (getting something out of it)
    In specific circumstances, such as catastrophes, secondary groups often take on the characteristics of a primary group.
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10
Q

Primary group characteristics

A
  • total personality involvement
  • emotional warmth
  • spontaneity, informality
  • direct (face-to-face) contact
  • smaller size
  • valued as end (intrinsic rewards-psychological reward)
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11
Q

Secondary group characteristics

A
  • segmented personality involvement
  • emotional coolness
  • patterning, formality
  • indirect (non-face-to-face) contact
  • larger size
  • valued as means to end (extrinsic rewards-tangible reward)
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12
Q

Reference groups

A
  • provide standards for evaluating your values, attitudes, and behaviors
  • You may or may not belong to this group.
  • Strongly influence one’s aspirations, self-evaluation, and self-esteem
  • Examples include: major league sports teams, popular bands and/or classical musicians and super models.
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13
Q

In-Groups

A

are social groups which you belong to. It provides a sense of identity as “us.”

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14
Q

Out-groups

A

are complementary and are referred to as “them”; you are not a member of that group.

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15
Q

Social Networks

A

are links between individuals, groups, or other social units

  • The strength of network links varies, yet ones that are weak still connect us to other networks.
  • Networks help us achieve many of our objectives.
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16
Q

Social groups

A

exert tremendous influence on our behavior/identity.

  • Even when we overtly deny the connection, the influence still exists.
  • The not-me syndrome: The gulf between what people think they will do and what they actually do.
17
Q

The Asch Conformity Experiment

A
  • Solomon Asch showed that even simple objective facts cannot withstand the distorting pressure of group influence.
  • Which line on the right is more nearly equal in length to the line on the left (line S)? Line B, obviously.
  • Asch discovered that social pressure of a rather gentle sort was sufficient to cause an astonishing rise in the number of wrong answers.
18
Q

The Milgram Obedience Studies

A

Stanley Milgram discovered that people are disturbingly likely to obey when an authority figure demands compliance.
-70% of subjects were willing to obey completely and shock a stranger with dangerous shocks against his will.

19
Q

Groupthink:

A

group decision making, associated with unintended and disastrous consequences.
-People are unwilling to offer a differing view out of fear of being disloyal

20
Q

Risky shift:

A

when people in a group are more likely to make risky decisions than if they are alone

21
Q

Polarization shift

A

occurs when group discussion leads to a shift to more or less risk-taking.

22
Q

Deindividuation

A

is a willingness to do together what we would not do alone.

23
Q

A formal organization:

A
  • is a large secondary group
  • is highly organized to do a complex task(s)
  • achieves goals efficiently
  • has activities that are regulated/defined in advance
  • Is a place where conformity is expected/formally enforced

Examples: schools, churches, political parties, and governments

24
Q

normative organizations:

A
  • voluntary organizations
  • participants share like values and moral standards
  • group activities are worthwhile

Examples: PTA, choirs, bull-fighting clubs, monasteries

25
Coercive organizations
are: -total institutions -membership is largely involuntary Examples: prisons and detention centers
26
Utilitarian groups are:
-large organizations -either for-profit or nonprofit -members join for specific purposes, such as monetary reward Examples: Microsoft, General Motors
27
Bureaucracies are
- large - formal - complex organizations - based on rationality & efficiency
28
Ideally, bureaucracies have six characteristics.
1. Division of labor and specialization 2. Hierarchy of authority 3. Rules and regulations 4. Impersonal relationships 5. Career ladder (technical expertise) 6. Efficiency
29
Common problems found in bureaucracies:
- Ritualism - Alienation - Groupthink - Risky shift
30
The McDonaldization of Society
- McDonaldization of society - Modern society widely adopts McDonald’s prototype of the fast food restaurant business strategy. - This is visible everywhere: leisure and entertainment, shopping, health care clinics, drive-up banks, pharmacies, politics, and even education.
31
Ritzer defined four traits of the McDonald’s Model:
1. Efficiency 2. Calculability 3. Predictability 4. Control This operating system allows faster distribution of goods and services to a large and ever-increasing demand for product.
32
Diversity in Organizations
There are fewer females and minority members than white males in top executive positions. - Rosabeth Moss Kanter (Men and Women of the Corporation)- not that diverse and tend to be powerless - to ensure the corporate culture reproduces itself at the top levels leaders groom workers who are like them - Minorities and women are showcased and find a glass ceiling-this is as far as you can go - Minorities and women have fewer opportunities - Advantaged- become popular versus Disadvantaged Employees- become authoritarian negative relationships with subordinates
33
Functionalism perspective
Weber said eufunctions of bureaucracy help the overall stability of society.
34
Conflict perspective
hierarchy in bureaucracy is stratified (layered): - encourages conflict among the individuals within it - lessens the smooth, efficient running of the organization
35
Symbolic interaction perspective
- stresses the role of the self in any group | - Especially: how the self develops as a product of social interaction.
36
groups
consists of two or more individuals who interact, share goals and norms and have a subjective awareness as "we"
37
how are bureaucracies different from small business
Bureaucracies differ from small businesses in that they are large and impersonal.