Professional Documents
Culture Documents
Three Leadership Styles C. Group Conformity 1. Asch's Research 2. Milgram's Research 3. Janis's "Groupthink" D. Reference Groups 1. Stouffer's Research E. In-groups and Out-groups F. Group Size 1. The Dyad 2. The Triad G. Social Diversity: Race, Class, and Gender H. Networks II. Formal Organizations A. Types of Formal Organizations 1. Utilitarian Organizations 2. Normative Organizations 3. Coercive Organizations B. Origins of Formal Organizations C. Characteristics of Bureaucracy D. Organizational Environment E. The Informal Side of Bureaucracy F. Problems of Bureaucracy 1. Bureaucratic Alienation 2. Bureaucratic Inefficiency and Ritualism 3. Bureaucratic Inertia G. Oligarchy III. The Evolution of Formal Organizations 1. Scientific Management 2. The First Challenge: Race and Gender 1. Patterns of Privilege and Exclusion 2. The "Female Advantage" 3. The Second Challenge: The Japanese Work Organization 4. The Third Challenge: The Changing Nature of Work 5. The "McDonaldization" of Society 1. McDonaldization: Three Principles 2. Can Rationality be Irrational? The Future of Organizations: Opposing Trends Making the Grade Key Points Key Concepts Applications and Exercises MySocLab
LEARNING OBJECTIVES
To explain the differences among categories, crowds, primary groups, and
secondary groups
To identify the various types of leaders associated with social groups To compare and contrast the research of Asch, Milgram, and Janis on
group conformity
To explain the importance of reference groups to group dynamics by
To distinguish between in-groups and out-groups To explain the relevance of group size to the dynamics of social groups To discover what characteristics predict which people will join particular
the basis of their respective activities, hierarchies, norms, criteria for membership, relationships, communications, and focuses functioning of an organization
To identify the outcomes of the informal side of bureaucracy To explain the limitations of bureaucracy To understand oligarchy, the rule of many by the few To understand the evolution of formal organizations from "scientific
namely race and gender, competition primarily from the Japanese, and the changing nature of work
To understand what is meant by the McDonaldization of society
CHAPTER REVIEW
The introduction to this chapter illustrates how the principles of "fast food" preparation, started by McDonalds, are linked to the changing nature of social groups and formal organizational structures of society. This chapter provides
insight into the extent to which social groups, from families to large-scale bureaucratic structures, have meaning in our lives.
SOCIAL GROUPS
A social group is defined as two or more people who identify and interact with one another. While we each have our own individuality, the "us" feeling that can only be achieved in social groups is central to our existence as human beings. Not all collections of individuals are social groups. People who share a status in common are defined as a category, but the vast majority never interact with one another. A crowd is a temporary cluster of individuals who may or may not interact. Ordinarily they are too transitory to qualify as a social group, although occasionally they may become group-like.
Group Leadership
Leadership plays a critical role in group dynamics. Secondary groups are more likely to identify formal leaders.
Two Leadership Roles
Research reveals that there are usually two types of leaders in social groups. Instrumental leadership refers to group leadership that emphasizes the completion of tasks. Expressive leadership emphasizes collective well-being. This differentiation is also linked to gender, with men typically taking the instrumental role and women taking the expressive role in leadership positions especially in the family, although increased equality has blurred this distinction.
Three Leadership Styles
Three decision-making styles are identified. One is authoritarian leadership, which focuses on instrumental concerns. This type of leader makes decisions on his or her own, demanding strict compliance from subordinates. Another type is the democratic leader who takes a more expressive approach, seeking to include all members in the decisionmaking process. A third type is labelled laissez-faire. Leaders using this approach tend to downplay their power, allowing the group to function on its own. Look at the Applying Sociology Box (p. 157) to estimate the type of leadership style most likely to develop in the DJ subculture.
Group Conformity
Group conformity is a dimension of group dynamics where members seek the satisfaction of being like other members. The Reena Virk murder is used to illustrate that members of groups will exhibit extreme violence in order to fit in with group expectations. Three research projects illustrate the importance of group conformity to the sociological understanding of group processes.
Asch's Research
Solomon Asch conducted an experiment in which "nave" subjects were asked to answer questions concerning the length of lines. Accomplices of the experimenter comprised the rest of the group, who purposely gave incorrect answers. Often the naive subject would give a "wrong" answer in order to conform. Figure 7-1 (p. 158) illustrates an example of the cards used in this experiment. The experiment found that one-third of the subjects would compromise their judgment to agree with the group.
Milgram's Research
Stanley Milgram conducted an experiment that naive subjects believed was about learning and memory. The naive subject played the role of a "teacher" and the accomplice played the role of a "learner." If learners failed to correctly remember word pairs given by the teacher, the teacher was instructed by Milgram (a legitimate authority figure) to electrically shock the learner. His research suggests that people comply with almost blind obedience to authority figures. Further, if encouraged by others in a group situation, subjects were likely to administer even higher voltage shocks, indicating that even "ordinary" individuals can elicit conformity behaviour.
Janis's "Groupthink"
Irving Janis researched the actions of high government officials by examining historical documents. He theorized that even experts in groups can be led to engage in behaviour that violates common sense. Janis discusses three factors htat affect decision-making processes and create groupthink, an adoption of a narrow consensus view caused by group conformity. The lack of acceptance that Quebec might vote to secede in the 1995 referendum is a recent Canadian example of "groupthink."
Reference Groups
The term reference group signifies a social group that serves as a point of reference for people making evaluations and decisions. These groups can be primary or secondary. They are a major factor involved in anticipatory socialization processes.
Stouffer's Research
Samuel Stouffer conducted research on the morale and attitudes of soldiers in World War II in order to investigate the dynamics of reference groups. Stouffer found what appeared to be a paradox: Soldiers in branches with higher promotion rates were more pessimistic about their own chances of being promoted than soldiers in branches with lower rates of promotion. This is explained, however, by the identification of the groups against which the soldiers measured their progress. In relative terms, those soldiers in branches with higher rates felt deprived.
Group Size
Group size significantly influences how members socially interact. As a group's membership is added to arithmetically, the number of possible relationships expands rapidly. Figure 7-2 (p. 160) provides an illustration.
The Dyad
The dyad has two members and is characterized by intensity and instability. Marriages in Canada are a good example.
The Triad
The triad is composed of three members and often has more stability although the "third wheel" phenomenon is always a possibility. As groups grow larger they become more stable because the loss of a member does not threaten the group. Larger groups, however, have less emotional intensity and greater formality.
This section focuses on the research by Peter Blau, who identifies three ways in which the structure of social groups regulates intergroup association. The three factors include group size, heterogeneity of group members, and physical boundaries.
Networks
The term network refers to a web of weak social ties that links people who identify and interact little with one another. Little sense of membership is felt by individuals in the network and only occasionally do they come into contact. Demographic characteristics, such as age, education, gender, and residence patterns influence the likelihood of a person's involvement in networks. New information technology has generated a global network of immense size. Global Map 7-1 (p. 162) shows the extent of the internet and the Thinking It Through Box (p. 164) examines the origins and possible future of cyberspace, which offers immense networking capabilities unencumbered by formal usage rules. There is some evidence to support the notion that "who you know" in your network is just as important as "what you know."
FORMAL ORGANIZATIONS
Today our lives seem focused around formal organizations, large, secondary groups that are organized to achieve their goals efficiently. In a society like Canada, these are vast organizations whose cultures remain unchanged as members come and go.
Utilitarian organizations provide material benefits for members in exchange for labour. Most people must join at least one organization in order to "make a living""
Normative Organizations
People join normative organizations to pursue some goal they consider morally worthwhile. Voluntary associations like the PTA and the Lions Club would be examples. Canadian students are increasingly involved in volunteer activities.
Coercive Organizations
Coercive organizations serve as a form of punishment (prisons) or treatment (psychiatric hospitals). People are separated from the rest of society within distinct physical boundaries and are labelled as inmates or patients.
Characteristics of Bureaucracy
A bureaucracy is an organizational model rationally designed to perform complex tasks efficiently. Our telephone system is an example of the scope and capacity of bureaucratic organizations. Max Weber identified six basic characteristics or elements of the ideal bureaucracy. These include specialization, hierarchy of offices, rules and regulations, technical competence, impersonality, and formal, written communications. In contrast to small groups, like families, that have a personal character, the organizational model of bureaucracy limits unpredictability and promotes efficiency. The Summing Up Table (p. 167) differentiates between the qualities of bureaucracies and small groups. The internet is in some ways like a formal organization, but it escapes many elements of bureaucracy. See the Media Perspectives Box (p. 168).
Organizational Environment
Organizational environment refers to a range of factors outside an organization that affect its operation. These include technology, politics, the economy, current events (September 11, 2001), population patterns, and other organizations.
Problems of Bureaucracy
Although bureaucratic structures are widespread in today's society, there are concerns about dehumanization, alienation, and threats to democracy and personal freedom.
Bureaucratic Alienation
The efficiency goals of the organization reduce human beings to small pieces of a large machine, leaving both worker and client feeling alienated.
Bureaucratic Inefficiency and Ritualism
The image of red tape is closely tied to bureaucracies. Bureaucratic ritualism signifies a preoccupation with rules and regulations as ends in themselves rather than as means to organizational goals. This process, often referred to as "red tape," tends to reduce performance and stifle the creativity of members.
Bureaucratic Inertia
Bureaucracies seem to have lives of their own. Bureaucratic inertia refers to the tendency of bureaucratic organizations to persist over time whether there is any reason for their existence beyond the jobs of its members.
Oligarchy
Robert Michels observed the fact that oligarchy, or the rule of the many by the few, was a typical outgrowth of bureaucracy. He suggested that individuals in high levels within a bureaucratic hierarchy tend to accumulate power and use it to promote their own objectives thereby endangering democratic principles. Canada Map 7-1 (p. 171) illustrates the size of government bureaucracy in Canada.
Scientific Management
Early in the twentieth century, Frederick Taylor suggested that scientific management, the application of scientific principles to the operation of organizations, was the answer to inefficiency. Analysis of task, application of methods to more efficiently manage the task, and incentives to workers for higher productivity were the way to lower prices and higher wages. The capacity to make these decisions rested with the managers alone. As decades passed, formal organizations faced several challenges including race and gender, rising competition, and the changing nature of work.
Excluding women and minorities shuts out over half the population and even if they are represented in small numbers, they feel excluded from advancement, thereby reducing their contribution to the organization. With open opportunities the organization's leaders value the contributions of all.
The "Female Advantage"
Much research has shown that women try to understand issues more than men and are better at communication and sharing information. They are more flexible leaders who welcome contributions from workers and focus on interconnectedness in the organization. Overall, they make organizations more flexible and open.
What is McDonald's? It is fast therefore efficient. It is consistent, therefore it has uniformity. It is the same everywhere in the world, therefore it has predictability and it is rigidly controlled through automation. It can be a comforting break from the "real world." Automatic teller machines, automatic hatcheries, and laser scanners in grocery stores are the latest examples of these principles applied elsewhere.
Can Rationality Be Irrational?
Does such rationality lead to dehumanization and loss of creativity and ultimately to a system that controls people rather than the reverse?