Sociology Chapter 7

¡Supera tus tareas y exámenes ahora con Quizwiz!

Bureaucracy

(Became common during the Industrial Revolution) An organizational model rationally designed to perform tasks effeciently

Organizational environment

A range of factors outside the organization that affects its operation (Technology, Economic & political trends, Population patterns, Other organizations)

In-group

A social group commanding a member's esteem and loyalty

Reference group

A social group that serves as a point of reference for people making evaluations or decisions

Out-group

A social group toward which one feels competition or opposition

Dyad

A social group with 2 members -Social interaction is typically intense -Typically less stable than larger groups

Triad

A social group with 3 members -More stable than dyads -Any 2 members can form a majority of coalition

Rationality

Although efficient, may be irrational and highly dehumanizing

58%

By the end of the 20th century, white men in the U.S. held _____% of management jobs

Expressive leadership

Group leadership that emphasizes collective well-being

Instrumental leadership

Group leadership that emphasizes the completion of tasks

Postindustrial economy

Has created many highly skilled jobs, more routine service jobs, and offers few of the benefits that today's highly skilled workers enjoy

Intelligent Organizations

Have become more productive than ever

Janis

His research dealt with a process called GROUPTHINK

Solomon Asch

His research into group conformity showed us that many of us are willing to compromise our own judgment and to avoid being different, even from people we do not know

Stanley Milgram

His research into obedience suggests that people are more likely to follow directions from not only "legitimate authority figures," but also groups of oridnary individuals, even when it means inflicting harm on another person

Stouffer

His research on reference group dynamics showed that we do not make judgments about ourselves in isolation, nor do we compare ourselves with just anyone

Georg Simmel

Influenced the names for group size:

Members of organizations try to personalize their procedures and surroundings

Informal side of bureaucracy:

McDonaldization of society

Principles of fast-food restaurants are dominating other sectors of society. Highly standardized and regulated. More automated systems are employed instead of human beings.

Social diversity

Race, ethnicity, class, & gender

"Iron Law of Oligarchy"

Refers to the pyramid shape of bureaucracy placing a few leaders in charge of organizational resources

Primary group

Small social group whose members share personal and enduring relationships -People share many activities, spend a great deal of time together, and feel they know one another well -Families are these types of groups in that they are the first groups we experience in life and because they are of central importance in socialization process -Members think of the group as an end in itself rather than as a means to other ends

Scientific management

The application of scientific principles to the operation of a business or other large organization

Primary & secondary

Two types of social groups:

Creative autonomy, Competitive work teams, Flatter organization, Greater flexibility

Ways in which today's organizations differ from those of a century ago: (4)

Network

Web of weak social ties

"Female advantage"

Women bring a "________ __________" to companies striving to be more flexible and democratic

loyalty; opposition

__________ to in-group; __________ to out-group

Organizational "flexibility"

___________ ____________ that gives better-off workers more autonomy carries the threat of "downsizing" for rank-and-file employees

dyad

a 2-member group; very intimate, but unstable given its size

group; crowd

a crowd can become a _______, then a ______ again

group

a crowd that begins to riot might be considered a __________

secondary groups

a large, impersonal social group whose members pursue a specific goal or activity -traits: large membership, goal or activity orientation, formal and polite -secondary relationships: weak emotional ties, short term -examples: co-worker and political organizations

Reference group

a social group that serves as a point of reference in making evaluations and decisions

crowd

a temporary cluster of people; a group can have temporal status

networks

a web of weak social ties, people we know of or who know of us

3 steps of scientific management:

a) Managers observe taks performed by workers b) Managers analyze data to discover ways for workers to become more efficient c) Management provides guidance and incentives to workers to be more efficient

bureaucracy

an organizational model rationally designed to perform tasks efficiently

scientific management

application of scientific principles to the operation of a business or large organization

Michels

concentrates power and threatens democracy (oligarchy viewpoint)

efficiency

do it quickly (McDonaldization)

outward

heterogenous groups turn _________- diverse membership promotes interaction with outsiders

control

humans are most unreliable factor (McDonaldization)

changing nature of work

info-based organizations; creative autonomy, competitve work teams, flatter organization, and greater flexibility

inward

large groups turn ____________- members have realtionships among themselves

formal organizations

large secondary groups organized to achieve goals efficiently; date back thousands of years

authoritarian

leader makes decision; compliance from members

uniformity

leave nothing to change (McDonaldization)

laissez-faire

mainly let group function on its own

utilitarian

material rewards for members (formal organization)

democratic

member involvement

Janis' research

negative side of groupthink; group members can conform, resulting in narrow view of some issue (ex; cuba/Bay of Pigs with Kennedy)

group

not every individual forms a _______

race and gender

pattern of exclusion; "female advantage"

expressive

people-oriented group leadership role

bureaucratic inertia

perpetuation of the organization

social boundaries

physical boundaries create ___________ boundaries

bureaucratic alienation

potential to dehumanize individuals

bureaucratic inefficiency and ritualism

preoccupation w/ rules, interferes w/ meeting goals

coercive

punsihment or treatment; total institutions (formal organization)

Weber

rational systems are efficient but dehumanizing

Milgram's research

role authority plays; following orders

primary groups

small social groups whose members sharre personal, lasting relationships -traits: small, personal orientation (family), enduring -primary relationships: first group experienced in life (family); irreplaceable -assistance of all kinds: emotional to financial

Instrumental

task-oriented group leadership role

oligarchy

the rule of the many by the few; helps distance officials from the public

predictability

use set formulas (McDonaldization)

japanese organizations

value cooperation; organizational loyalty

normative

voluntary organizations; ties to personal morality (formal organization)

stouffer's research

we compare ourselves in relation to specific reference groups

Asch's research

willingness to compromise our own judgments; line experiment (conformity)

many people with a status in common

women, homeowners, soldiers, millionaires, college graduates, and Roman catholics

categories

women, homeowners, soldiers, millionaires, college graduates, and Roman catholics- are not groups, but ______________

4 ways that social diversity incluences group contact:

1. Larger a group, more likely members will maintain relationships only w/ other members 2. More internally heterogenous a group is, more likely that its members will interact w/ outsiders 3. Greater the overall social parity within setting, more likely it is that people from diverse backgrounds will mingle and form ties 4. Physical space affects the chances of contact among members

instrumental & expressive

2 goals of group leadership:

Social group

2 or more people who identify and interact with one another

1

2 people form _______ relationship

Instrumental & expressive

2 types of group leadership:

authoritarian, democratic, laissez-faire

3 leadership styles of group leadership:

3

3 people form _______ relationships

Authoritarian, Democratic, & Laissez-faire

3 styles of decision-making in groups:

Utilitarian, coercive, & normative

3 types of formal organizations:

triad

3-member group; more stable than the dyad and more types of interaction are possible

6

4 people form _______ relationships

Efficiency, Calculability, Uniformity & predictability, Control & automation

4 principles of McDonaldization:

10

5 people form _______ relationships

Specialization, Hierarchy of offices, Rules & regulations, Technical competence, Impersonality, Formal & written communications

6 key chracterisitics of bureaucracy identified by Max Weber:

15

6 people form _______ relationships

21

7 people form _______ relationships

Hiring & advancement, Lifetime security, Holistic involvement, Broad-based training, Collective decision making

Differences b/t formal organizations in Japan & the U.S: (5)

Secondary groups

Large and impersonal social groups devoted to some specific interest or activity -Involve weak social ties, commonly short term, goal oriented, typically impersonal

Formal organizations

Large, secondary groups that are organized to achieve goals efficiently

Laissez-faire leadership

Leadership that allows the group to function more or less on its own

Authoritarian leadership

Leadership that focuses on instrumental concerns, takes personal charge of decision-making, and demands strict compliance from subordinates

Democratic leadership

Leadership that is more expressive and tries to include everyone in the decision-making process

Robert Michels

Made the link between bureaucracy and oligarchy

Utilitarian

Organizations in which people join in pursuit of material rewards

Normative

Organizations or voluntary associations in which people pursue goals they consider morally worthwhile

Coercive

Organizations which are distinguished by involuntary membership

Bureaucratic inefficiency & ritualism

The preoccupation with rules and regulations to the point of thwarting an organization's goals

Bureaucratic alienation

The reduction of the human being to a "small cog in a ceaselessly moving mechanism" (Weber)

Oligarchy

The rule of the many by the few

Bureaucratic inertia

The tendency of bureaucratic organizations to perpetuate themselves

Groupthink

The tendency of group members to conform by adopting a narrow view of some issue


Conjuntos de estudio relacionados

CIS 4280 Exam II (Part 4), exam 3 networking

View Set

Utah Driver Handbook - Chapter 3

View Set

Telephone English- checking and clarifying information p.18-19

View Set

The Gilded Age Through The Roaring Twenties

View Set

Midterm 2 Review Questions CH.8-14

View Set

220-901 A+ Command Line Tools & Troubleshooting

View Set