Groups, Networks & Organizations

Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities

Groups, Networks & Organizations Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities

Groups, Networks & Organizations Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities In-groups  loyalty and respect for “WE” Feelings of superiority Others are inferior

Groups, Networks & Organizations Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities In-groups  loyalty and respect for “WE” Feelings of superiority Others are inferior Out-groups  feelings of antagonism& contempt “those people “others” Example  ethnics marrying with their own groups

Groups, Networks & Organizations Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities In-groups  loyalty and respect for “WE” Feelings of superiority Others are inferior Out-groups  feelings of antagonism& contempt “those people “others” Example  ethnics marrying with their own groups Primary / Expressively bonded groups Strong emotional ties Face to face interaction Intimacy High sense of commitment Personal “we” Greater similarity/ race/ethnicity

Groups, Networks & Organizations Society / Groups are what we identify ourselves with  organizational addicts Bonded by greater similarities In-groups  loyalty and respect for “WE” Feelings of superiority Others are inferior Out-groups  feelings of antagonism& contempt “those people “others” Example  ethnics marrying with their own groups Primary / Expressively bonded groups Strong emotional ties Face to face interaction Intimacy High sense of commitment Personal “we” Greater similarity/ race/ethnicity Secondary / Instrumental groups Impersonal Use them as they use us/ instrument Emotional feelings are possible Similarity in age Example: schools, work groups, organization

Groups, Networks & Organizations Reference GroupsPrimary / Expressively bonded groups Strong emotional ties Face to face interaction Intimacy High sense of commitment Personal “we” Greater similarity/ race/ethnicity Secondary / Instrumental groups Impersonal Use them as they use us/ instrument Emotional feelings are possible Similarity in age Example: schools, work groups, organization

Groups, Networks & Organizations Reference Groups The groups we are in provide standards by which we make self evaluations Standard of judging our behaviors & attitude We don’t have to belong to the group for it to be our reference group Primary / Expressively bonded groups Strong emotional ties Face to face interaction Intimacy High sense of commitment Personal “we” Greater similarity/ race/ethnicity Secondary / Instrumental groups Impersonal Use them as they use us/ instrument Emotional feelings are possible Similarity in age Example: schools, work groups, organization

Groups, Networks & Organizations Group Size

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive Triads – 3 persons More stable than dyads 3rd can draw attention away from the other (mediator) 2 can form alliances to gang up on the 3rd  (opportunist) no member is the dominant one 2 weaker challenge the 3 rd One who divides and conquers

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive Triads – 3 persons More stable than dyads 3rd can draw attention away from the other (mediator) 2 can form alliances to gang up on the 3rd  (opportunist) no member is the dominant one 2 weaker challenge the 3 rd One who divides and conquers

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive Triads – 3+ persons More stable than dyads 3rd can draw attention away from the other (mediator) 2 can form alliances to gang up on the 3rd  (opportunist) no member is the dominant one 2 weaker challenge the 3 rd One who divides and conquers

Groups, Networks & Organizations Group Size Dyads – 2 persons Intimacy and conflict Intense and unstable Both parties have to cooperate to survive Triads – 3+ persons More stable than dyads 3rd can draw attention away from the other (mediator) 2 can form alliances to gang up on the 3rd  (opportunist) no member is the dominant one 2 weaker challenge the 3 rd One who divides and conquers Larger Groups

Groups, Networks & Organizations Larger Groups groups size increases  intensity(-)  stability (+) Increased combination of interaction When one relationship doesn’t work out  move to another Withdrawal of some members doesn’t threaten the groups survival More exclusive  avoid nonmembers (fraternities) Beyond 10+ they develop a hierarchy with leaders on top

Groups, Networks & Organizations Types of Leadership Leader –influence others behavior in a group Transactional/ Expressive leaders – Routine Get others to perform their part Concerned with emotions Larger Groups groups size increases  intensity(-)  stability (+) Increased combination of interaction When one relationship doesn’t work out  move to another Withdrawal of some members doesn’t threaten the groups survival More exclusive  avoid nonmembers (fraternities)

Groups, Networks & Organizations Types of Leadership Leader –influence others behavior in a group Transactional/ Expressive leaders – Routine Get others to perform their part Concerned with emotions

Groups, Networks & Organizations Types of Leadership Leader –influence others behavior in a group Transactional/ Expressive leaders – Routine Get others to perform their part Concerned with emotions Transformational / Instrumental leaders – Beyond the mere routine Higher purpose Sense of mission Goal oriented Teacher who gets through a lesson plan

Groups, Networks & Organizations Types of Leadership Leader –influence others behavior in a group Transactional/ Expressive leaders – Routine Get others to perform their part Concerned with emotions Transformational / Instrumental leaders – Beyond the mere routine Higher purpose Sense of mission Goal oriented Teacher who gets through a lesson plan Larger Groups groups size increases  intensity(-)  stability (+) Increased combination of interaction When one relationship doesn’t work out  move to another Withdrawal of some members doesn’t threaten the groups survival More exclusive  avoid nonmembers (fraternities) Beyond 10+ they develop a hierarchy with leaders on top

Groups, Networks & Organizations Conformity

Groups, Networks & Organizations Conformity Going along with others

Groups, Networks & Organizations Conformity Going along with others Solomon Asch Asked subjects to match a line with 3 other lines Secret accomplices were asked to voice out the wrong answer Most test subjects went with the group They discounted their own perceptions

Groups, Networks & Organizations Conformity Going along with others Solomon Asch Asked subjects to match a line with 3 other lines Secret accomplices were asked to voice out the wrong answer Most test subjects went with the group They discounted their own perceptions Obedience to Authority/ Milgram

Groups, Networks & Organizations Conformity Going along with others Solomon Asch Asked subjects to match a line with 3 other lines Secret accomplices were asked to voice out the wrong answer Most test subjects went with the group They discounted their own perceptions Obedience to Authority/ Milgram seeks to understand how punishment affects learning. The student making mistakes must be punished by electric shocks After every mistake the subjects looked for approval from the experimenter to increase electrical shock He says to continue, and subjects continue Experimenter gives no sign to stop 65 % delivered the highest level of shocks, 450 volts Obedience to Authority

Groups, Networks & Organizations Obedience to Authority/ Milgram seeks to understand how punishment affects learning. The student making mistakes must be punished by electric shocks After every mistake the subjects looked for approval from the experimenter to increase electrical shock He says to continue, and subjects continue Experimenter gives no sign to stop 65 % delivered the highest level of shocks, 450 volts Obedience to Authority

Groups, Networks & Organizations GroupthinkObedience to Authority/ Milgram seeks to understand how punishment affects learning. The student making mistakes must be punished by electric shocks After every mistake the subjects looked for approval from the experimenter to increase electrical shock He says to continue, and subjects continue Experimenter gives no sign to stop 65 % delivered the highest level of shocks, 450 volts Obedience to Authority

Groups, Networks & Organizations Groupthink Conformity may sometimes lead to disaster Members ignore ways of thinking and plan of action that go against the group Alternative possibilities are ruled out Columbia Shuttle  some knew about the problem Obedience to Authority/ Milgram seeks to understand how punishment affects learning. The student making mistakes must be punished by electric shocks After every mistake the subjects looked for approval from the experimenter to increase electrical shock He says to continue, and subjects continue Experimenter gives no sign to stop 65 % delivered the highest level of shocks, 450 volts Obedience to Authority

Groups, Networks & Organizations Groupthink Conformity may sometimes lead to disaster Members ignore ways of thinking and plan of action that go against the group Alternative possibilities are ruled out Columbia Shuttle  some knew about the problem

Groups, Networks & Organizations Groupthink Conformity may sometimes lead to disaster Members ignore ways of thinking and plan of action that go against the group Alternative possibilities are ruled out Columbia Shuttle  some knew about the problem Networks “Good connections” Connections that link us to other groups Direct connections – similar race, class, ethnicity Indirect connections – friends’ friends Higher classes  Great advantage in weak ties Learn of new jobs through connections with relatives and friends Lower classes  Not advantageous Their friends do not have access to prestigious places  bad networks Women – less likely to climb up  know fewer people in fewer occupations

Groups, Networks & Organizations Organizations

Groups, Networks & Organizations Organizations Collective action to achieve a common purpose  universities, religious inst., business corporations Instrumental bonds Highly formal  achieve objectives (rules, regulations, and procedures) Formality  requirement for legal standing We deal w/ them from birth to death Most dominant Not wholly beneficial  take things out of our own hands control by officials over whom we have little influence

Groups, Networks & Organizations Organizations Collective action to achieve a common purpose  universities, religious inst., business corporations Instrumental bonds Highly formal  achieve objectives (rules, regulations, and procedures) Formality  requirement for legal standing We deal w/ them from birth to death Most dominant Not wholly beneficial  take things out of our own hands control by officials over whom we have little influence Types of Formal Organizations (1) Utilitarian Work for an income Corporations

Groups, Networks & Organizations Organizations Collective action to achieve a common purpose  universities, religious inst., business corporations Instrumental bonds Highly formal  achieve objectives (rules, regulations, and procedures) Formality  requirement for legal standing We deal w/ them from birth to death Most dominant Not wholly beneficial  take things out of our own hands control by officials over whom we have little influence Types of Formal Organizations (1) Utilitarian Work for an income Corporations (2) Normative Not for income Work seen as morally worthwhile PTA, voluntary services

Groups, Networks & Organizations Organizations Collective action to achieve a common purpose  universities, religious inst., business corporations Instrumental bonds Highly formal  achieve objectives (rules, regulations, and procedures) Formality  requirement for legal standing We deal w/ them from birth to death Most dominant Not wholly beneficial  take things out of our own hands control by officials over whom we have little influence Types of Formal Organizations (1) Utilitarian Work for an income Corporations (2) Normative Not for income Work seen as morally worthwhile PTA, voluntary services (3) Coercive Involuntary organizations Isolate to change attitudes Punishment  prisons Treatment  psychiatric wards

Groups, Networks & Organizations BureaucracyTypes of Formal Organizations (1) Utilitarian Work for an income Corporations (2) Normative Not for income Work seen as morally worthwhile PTA, voluntary services (3) Coercive Involuntary organizations Isolate to change attitudes Punishment  prisons Treatment  psychiatric wards

Groups, Networks & Organizations Bureaucracy Rationalistic  calculating & efficient Pays little attention to the past Forward and progress oriented 1. Clear cut hierarchy – pyramid Official duties Supervised from higher up 2. Written rules govern actions of all Operates in predictable fashion Paperwork Impersonal  fair treatment 3. Officials are full time salaried Technical competence College degrees 4. Home life and work life are separate 5. No one owns what they produce Service oriented Types of Formal Organizations (1) Utilitarian Work for an income Corporations (2) Normative Not for income Work seen as morally worthwhile PTA, voluntary services (3) Coercive Involuntary organizations Isolate to change attitudes Punishment  prisons Treatment  psychiatric wards

Groups, Networks & Organizations Bureaucracy Rationalistic  calculating & efficient Pays little attention to the past Forward and progress oriented 1. Clear cut hierarchy – pyramid Official duties Supervised from higher up 2. Written rules govern actions of all Operates in predictable fashion Paperwork Impersonal  fair treatment 3. Officials are full time salaried Technical competence College degrees 4. Home life and work life are separate Squeezed for all energy 5. No one owns what they produce Service oriented Bureaucracy and Democracy

Groups, Networks & Organizations Bureaucracy Rationalistic  calculating & efficient Pays little attention to the past Forward and progress oriented 1. Clear cut hierarchy – pyramid Official duties Supervised from higher up 2. Written rules govern actions of all Operates in predictable fashion Paperwork Impersonal  fair treatment 3. Officials are full time salaried Technical competence College degrees 4. Home life and work life are separate Squeezed for all energy 5. No one owns what they produce Service oriented Bureaucracy and Democracy Ruled by faceless bureaucrats Specialized and hierarchical Top people rule Bottom people follow Big bureaucracy  workers actions not openly visible Those at the top loose control since they don’t see the actions of the bottom Power is delegated downward Little time for critical thinking Pass decisions down to subordinates Leaders accept decisions DEMOCRACY

Groups, Networks & Organizations Dysfunctions of Bureaucracy Rationalistic  calculating & efficient Pays little attention to the past Forward and progress oriented 1. Clear cut hierarchy – pyramid Official duties Supervised from higher up 2. Written rules govern actions of all Operates in predictable fashion Paperwork Impersonal  fair treatment 3. Officials are full time salaried Technical competence College degrees 4. Home life and work life are separate Squeezed for all energy 5. No one owns what they produce Service oriented Bureaucracy and Democracy Ruled by faceless bureaucrats Specialized and hierarchical Top people rule Bottom people follow Big bureaucracy  workers actions not openly visible Those at the top loose control since they don’t see the actions of the bottom Power is delegated downward Little time for critical thinking Pass decisions down to subordinates Leaders accept decisions DEMOCRACY

Groups, Networks & Organizations Dysfunctions of Bureaucracy Rely on written rules and procedures Rules upheld at any cost Not encouraged to be flexible No use of one’s judgments Managing cases according to objective criteria Loose sight of big picture Refuse compensation, in absence of paperwork Undervalue the needs of clients Bureaucratic alienation Bureaucracy and Democracy Ruled by faceless bureaucrats Specialized and hierarchical Top people rule Bottom people follow Big bureaucracy  workers actions not openly visible Those at the top loose control since they don’t see the actions of the bottom Power is delegated downward Little time for critical thinking Pass decisions down to subordinates Leaders accept decisions DEMOCRACY

Groups, Networks & Organizations Dysfunctions of Bureaucracy Rely on written rules and procedures Rules upheld at any cost Not encouraged to be flexible No use of one’s judgments Managing cases according to objective criteria Loose sight of big picture Refuse compensation, in absence of paperwork Undervalue the needs of clients Bureaucratic alienation IRON CAGE OF RATIONALITY Bureaucracy and Democracy Ruled by faceless bureaucrats Specialized and hierarchical Top people rule Bottom people follow Big bureaucracy  workers actions not openly visible Those at the top loose control since they don’t see the actions of the bottom Power is delegated downward Little time for critical thinking Pass decisions down to subordinates Leaders accept decisions DEMOCRACY

Groups, Networks & Organizations Dysfunctions of Bureaucracy Rely on written rules and procedures Rules upheld at any cost Not encouraged to be flexible No use of one’s judgments Managing cases according to objective criteria Loose sight of big picture Refuse compensation, in absence of paperwork Undervalue the needs of clients Bureaucratic alienation IRON CAGE OF RATIONALITY The “McDonaldization” of Society/ Ritzer

Groups, Networks & Organizations Dysfunctions of Bureaucracy Rely on written rules and procedures Rules upheld at any cost Not encouraged to be flexible No use of one’s judgments Managing cases according to objective criteria Loose sight of big picture Refuse compensation, in absence of paperwork Undervalue the needs of clients Bureaucratic alienation IRON CAGE OF RATIONALITY The “McDonaldization” of Society/ Ritzer De-bureaucratization  overstated Principles of fast food restaurant dominate society Efficiency  under 50 second The quicker the better Calculability Standardization mass produced according to a standard plan Uniformity and predictability same burger anywhere you go leaves nothing to chance control through machinery  humans are unreliable machines should take control Machines replace humans The Irrationality of rationality Divest humans of Creativity “people could loose control over the system and it could come to control us”