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13 views16 pages

Lesson 6

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linhnk234111e
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Sociology

Sixteenth Edition, Global Edition

Groups and
Organizations

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Social Group
• Clusters of people with whom we interact in everyday
life
• Two or more people who identify with and interact with
one another
• Made up of people with shared experiences, loyalties,
and interests
Crowd
Temporary cluster of people
A group can have temporal status
A crowd can become a group, then a crowd again.
A large gathering of people at a football game
A crowd that begins to riot might be considered a group.

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Primary and secondary groups
Primary groups are small in size and characterized
by personal and intimate relationships between
their members. Members have strong feelings of
loyalty and identification.
Primary groups play a central role in shaping our
personalities and self-concepts.
 Traits: Small, personal orientation, enduring
 Primary relationships: First group experienced in life,
irreplaceable
 Assistance of all kinds: Emotional to financial
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Secondary Groups

A large, impersonal social group whose members pursue a specific goal or


activity. Secondary groups based on task-oriented, impersonal and
specific ties. When these secondary groups are large we refer as
organizations.
 Traits
› Large membership
› Goal or activity orientation
› Formal and polite
 Secondary relationships
› Weak emotional ties
› Short term
 Examples
› Co-workers and political organizations
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Group Leadership
• Two roles
– Instrumental: Task-oriented
– Expressive: People-oriented
• Four leadership styles

- Autocratic: Leader makes decisions; Compliance from members


- Bureaucratic: The member has to get trained about the procedure
and skills to do the task well (certificate, degrees…), and when
you already become a member you must follow the rules
- Democratic: Member involvement to give opinions, the boss makes
decision based on members’ benefits
- Laissez-faire: Mainly let group function on its own, the leader cares
about deadline and quality

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Summing Up
Primary Groups and Secondary Groups
Primary Group Secondary Group
Quality of relationships Personal orientation Goal orientation

Duration of relationships Usually long-term Variable; often short-term

Breadth of relationships Broad; usually involving Narrow; usually involving few activities
many activities
Perception of relationships Ends in themselves Means to an end

Examples Families, circles of friends Co-workers, political organizations

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Groups: What Is…?
• In-groups (integration)
– Display loyalty and respect to group members
– Exist in relation to out-group
– Generally hold overly positive views of themselves
• Out-groups
– Opposition to out-groups
– May be defined by in-group as lower status
– May be socially, politically, and economically
subordinated by in-group

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Group Size
• The dyad
– A two-member group
– Very intimate, but unstable
given its size
• The triad
– A three-member group
– More stable than a dyad and
more types of interaction are
possible
In a triad, if the relationship
between any two members
becomes more intense in a
positive sense, two are likely to
exclude the third.
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Figure 7–2 Group Size and Relationships

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Formal Organizations
 Large secondary groups organized to achieve goals
efficiently

 Utilitarian (vị lợi)


› Material rewards for members
 Normative (chuẩn mực)
› Voluntary organizations
› Ties to personal morality
 Coercive (cưỡng chế)
› Punishment or treatment
› Total institutions

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Bureaucracy
• An organizational model rationally designed to perform tasks
efficiently
• Max Weber’s six elements to promote organizational
efficiency:
– Specialization of duties (each status has consistent skill)
– Hierarchy of offices
– Rules and regulations
– Technical competence (use technology to run the
company)
– Impersonality (functional)
– Formal, written communications (formal decisions)

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The Bureaucratic Organization

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• Matrix organizational structure

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Organizational Environment

• Factors outside an organization that affect its


operation:
– Economic and political trends
– Current events
– Populations patterns
– Other organizations
• Informal side of bureaucracy
– In part, informality comes from the personalities of
organizational leaders.

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Figure 7–4 Two Organizational Models

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McDonaldization of Society
• Principles
• Efficiency: Do it quickly.
• Predictability: Use set formulas.
• Uniformity: Leave nothing to
chance.
• Control: Humans are most
unreliable factor.
Many other jobs, such as working
the counter at McDonald's,
involve the same routines and
strict supervision found in
factories a century ago.

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