Chapter 7Groups and Organizations

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Social GroupTwo or more people who identify and interact with one anotherNot every collection of individuals forms a groupWomen, homeowners, soldiers, college graduates, millionaires, etc. Not groups, but categories

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Not Quite a Social GroupCrowdTemporary cluster of peopleA group can have temporal statusCan become a group, then a crowd againA large gathering of people at a football gameA crowd that begins to riot might be considered a group 2013 Pearson Education, Inc. All rights reserved.

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Primary GroupsTraitsSmallPersonal orientationEnduring 2013 Pearson Education, Inc. All rights reserved.

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Primary GroupsPrimary relationshipsFirst group experienced in lifeIrreplaceableAssistance of all kindsEmotional to financial 2013 Pearson Education, Inc. All rights reserved.

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Secondary GroupsTraitsLarge membershipGoal or activity orientationFormal and polite 2013 Pearson Education, Inc. All rights reserved.

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Secondary GroupsSecondary relationshipsWeak emotional tiesShort termExamplesCo-workers and political organizations 2013 Pearson Education, Inc. All rights reserved.

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Group LeadershipThree leadership stylesAuthoritarian: Leader makes decisions; Compliance from membersDemocratic: Member involvement 2013 Pearson Education, Inc. All rights reserved.

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Group LeadershipLaissez-faire: Let group function on its ownTwo rolesInstrumental: Task-orientedExpressive: People-oriented 2013 Pearson Education, Inc. All rights reserved.

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Group Conformity StudiesAschs researchWillingness to compromise our own judgmentsLine experiment 2013 Pearson Education, Inc. All rights reserved.

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Group Conformity StudiesMilgrams researchRole authority playsFollowing ordersJaniss researchNegative side of groupthink 2013 Pearson Education, Inc. All rights reserved.

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Reference GroupStouffers researchWe compare ourselves in relation to specific reference groupsIn-groups and out-groupsLoyalty to in-groupOpposition to out-groups 2013 Pearson Education, Inc. All rights reserved.

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Group SizeThe dyadA two-member groupVery intimate, but unstable given its sizeThe triadA three-member groupMore stable than a dyad and more types of interaction are possible 2013 Pearson Education, Inc. All rights reserved.

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Social Diversity: Race, Class, and GenderLarge groups turn inward.Members have relationships between themselvesHeterogeneous groups turn outwardDiverse membership promotes interaction with outsiders 2013 Pearson Education, Inc. All rights reserved.

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Social Diversity: Race, Class, and GenderPhysical boundaries create social boundariesIf segregation of groups takes place, the chances for contact are limitedNetworksWeb of weak social ties, people we know of or who know of us 2013 Pearson Education, Inc. All rights reserved.

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Formal OrganizationsUtilitarian Material rewards for membersNormativeVoluntary organizationsTies to personal moralityCoercivePunishment or treatment; total institutions 2013 Pearson Education, Inc. All rights reserved.

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Max Webers Six Elements to Promote Organizational EfficiencySpecialization of dutiesHierarchy of officesRules and regulationsTechnical competenceImpersonalityFormal, written communications 2013 Pearson Education, Inc. All rights reserved.

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Organizational EnvironmentFactors outside an organization that affect its operation:Economic and political trendsCurrent eventsPopulations patterns 2013 Pearson Education, Inc. All rights reserved.

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Organizational EnvironmentOther organizationsInformal side of bureaucracyIn part, informality comes from the personalities of organizational leaders 2013 Pearson Education, Inc. All rights reserved.

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Problems of BureaucraciesBureaucratic alienationPotential to dehumanize individualsBureaucratic inefficiency and ritualismPreoccupation with rules, interferes with meeting goalsBureaucratic inertiaPerpetuation of the organization 2013 Pearson Education, Inc. All rights reserved.

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Evolution of Formal Organizations Scientific ManagementApplication of scientific principles to the operation of a business/large organizationIdentify tasks and time needed for tasksAnalyze to perform tasks more efficientlyProvide incentives for worker efficiency 2013 Pearson Education, Inc. All rights reserved.

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New Challenges to Formal OrganizationsRace and genderPattern of exclusionFemale advantageJapanese organizationsValue cooperation 2013 Pearson Education, Inc. All rights reserved.

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New Challenges to Formal OrganizationsOrganizational loyaltyChanging nature of workInformation-based organizationsCreative autonomy, competitive work teams, flatter organization, and greater flexibility 2013 Pearson Education, Inc. All rights reserved.

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McDonaldization of SocietyEfficiency: Do it quicklyPredictability: Use set formulasUniformity: Leave nothing to chanceControl: Humans are most unreliable factor 2013 Pearson Education, Inc. All rights reserved.

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McDonaldization of SocietyEach principle limits human creativity, choice, and freedom Weber: Rational systems are efficient but dehumanizing 2013 Pearson Education, Inc. All rights reserved.

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Future of Organizations: Opposing TrendsMovement toward more creative freedom for highly skilled information workersMovement toward increased supervision & discipline for less skilled service workers 2013 Pearson Education, Inc. All rights reserved.

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