Test 3 Flashcards
(102 cards)
Inequality/stratification
- Marx focused on social class and the economic dimensions of inequality (bi-polarization of class).
- arrangement of class into certain groups
- Weber expanded on this
‘rounding out’ of Marx
- Weber is often cited as ‘rounding out’ the Marxian tradition or ‘economic determinism’
- Weber argues that social stratification should be extended to include elements of ‘prestige’ such as ‘status and power’.
- Weber includes these dimension not to refute Marx, but to extend (round out) his ideas – making it more NUNACED
- Multiple classes / sources of power
Class
- Some economic situation
- group of people who can be found in the same ‘economic’ or ‘market’ situation.
- not a ‘community’ but a group of people who share the same kinds of ‘resources’. The individuals may or may not know each other – but they have similar experiences because of they access (or lack of access) to resources.
- They are not a “COMMUNITY” but act together on the basis of self (individual) interest.
- Class is not just about wealth but also about the individual’s ability to access and control economic resources. It focuses on the material factors of social life.
Status
- Refers to a group of people who share a similar ‘style of life’.
- This group of people may or may not be affluent (rich) but they share similar prestige or similar experiences of social life.
- social estimation of honor
- Class and status do not always go hand in hand
Status Monopoly
- “If you have to ask how much it costs, you can’t afford it”
- Ask how much it costs?
- For Weber, status is about more than wealth; it’s about respect, cultural capital, lifestyle, and belonging to certain social networks.
- Honour and prestige
power and attainment of power
- Refers to a group of people who are ’organized around a particular political order. [ex. Type of government].
- Most obvious form of organized power is politics
- *Most often, political parties are focused on the active attainment of power.
- Politicians leading change
- Democratic process
- For Weber different forms of POLITICAL power have the opportunity to eliminate inequality and to push for change.
Historical sociologist
- Sociologists might study trends in social inequality or patterns of political authority.
- History is more focused on understanding the specific, unique events, actions, and individuals that have shaped particular times and places.
- Sociology abstracts from the particularities of history to build theories about general social processes.
- The two go hand in hand. We need to look at social life historically, to understand / generate concepts that help us understand society.
ideal types
- The use of ‘concepts’ as tools
- Methodological tool for comparative sociology
- Sociologists create logically constructed ‘concepts’ (from their historical observations) that help them understand the empirical world.
- ‘Concepts’ are not the “empirical world” but they are ‘tools’ to gain a better understanding of reality.
- ‘Concepts’ should be considered ‘ideal types’ that are more heuristic devices (tools / conceptual tools) to assess social reality.
- Ideal types allow sociologists to identify ‘divergences’.
- ‘Empirical reality’ is a lot different from the ‘ideal type’.
- Not always positive or utopian
- Never fully found in the real world
- Can be combined to create theoretical models
- Can exist in various forms
- Tools of interpretation
four ideal types
- Historical ideal types (modern capitalism)
- Action Ideal types (effectual action)
- Sociological ideal types (bureaucracy)
- Structural ideal types (traditional authority)
historical ideal type
These relate to phenomena found in some particular historical epoch
*modern capitalism
action ideal types
These are pure types of action based on the motivations of the actor (for example, effectual action).
sociological ideal types
These relate to phenomena that cut across a number of historical periods and societies (for example, bureaucracy).
structural ideal types
These are forms taken by the causes and consequences of social action (for example, traditional domination).
accentuation
- ‘exaggerated’ forms of the ‘outside world’ that are only useful when applied to the ‘outside world’ to see how the ‘world’ is similar/not similar from the ideal style.
traditional authority
- Based on long standing beliefs, customs and practices. Common in pre-industrial societies – ex. King, queen, or royal family. Authority is granted irrespective of skills and is based on ‘blood line’ or ‘divine designation’.
charismatic authority
- Based on the extra-ordinary powers of individuals. Charismatic leaders may exercise authority (good & bad) over a whole society or a smaller group ex. Hitler, Jesus, Buddah. Charismatic authority depends on the followers to admire them and follow them.
- Charismatic authority is the least stable form of authority.
- The routinization of charisma is the process by which charismatic authority is transformed into institutional authority.
- Bureaucracy: A new bureaucracy is created to formalize the charismatic leader’s principles.
- Return to tradition: The charismatic leader disrupts a tradition, which is then returned to.
- Death of Charismatic leader
- routinization of charisma
Rational Legal Authority
- Based on the assumed legitimacy of societies lays and rules and the rights of leaders to act under the rules to make decisions and set policies. Common in modern democracies, power is given to people who are elected by voters.
- Note: Justin Trudeau
- peaceful transfer of power
- Bureaucracies
ideal type of ‘rational legal authority’
- Bureaucracy
- rationalization
- Highest degree of efficiency
- Rules and procedures allow for high efficiency and the consistent execution of work by all employees. Rules and procedures are detailed and stable, and can be easily understood by employees – the rules are registered in permanent archives, and made accessible to all.
- The rules and procedures make it easier for management to maintain control and adjust when necessary.
- In Weber’s view, a bureaucracy is “escape proof”, “practically unshatterable” – one of the hardest institutions to destroy, as it continues to play an increasing role in modern society.
- Not emotions or values or lineage
task specialization
- 1 of 6 basic principles of Bureaucracy
- Tasks are divided into simple, routine categories
- Everyone takes on a task on the basis of their competencies
- Everyone knows what is expected of them
- Everyone has a specific place in the organization
- Each department has specific responsibilities
- Going beyond specific responsibilities is not necessary
Hierarchical authority
- 1 of 6 basic principles of Bureaucracy
- Managers are organised into hierarchical layers - there are many hierarchical positions.
- highest on the hierarchy has the greatest power.
- The bottom layers are always subject to supervision and control.
- The hierarchy outlines how people communicate and how power and responsibilities are distributed.
Formal Selection
- 1 of 6 basic principles of Bureaucracy
- All employees are selected on the basis of skills & competencies
- All employees are trained, educated, and experienced
- All salaries are a reflection of the level of their position
- Employee contracts are determined by organization rules and requirements
uniform rules and requirements
- 1 of 6 basic principles of Bureaucracy
- Formal rules and requirements are required to ensure uniformity,
- All formal expectations are predetermined and predictable
- All administrative processes are defined by official rules
- Rules are enforced so as to achieve uniformity and so efforts are well co-ordinated
- Rules and expectations are (more or less) stable and formalized in ‘reports’ and ‘policies’
- New rules and requirements are introduced by senior members, management or directors
impersonal regulations
- 1 of 6 basic principles of Bureaucracy
- Regulations and clear requirements create distant and impersonal relationships between employees,
- Impersonal rules prevent nepotism or involvement from outsiders or politics.
- All social exchanges are regulated through tasks or ‘impersonal’ relationships
- Official views are free from any personal involvement, emotions and feelings.
- Decisions are solely made on the basis of rational factors, rather than personal factors
career orientation
- 1 of 6 basic principles of Bureaucracy
- Skilled tasks
- Gain expertise and move upward
- Employees are selected on the basis of their expertise.
- It is agreed that the right people are in the ‘right positions’ because of their training and skill.
- People accurately use their ‘human capital’ and can build their careers by continuing to build their skills.
- People can continue to become experts in their field by improving their performance.