CHAPTER 8 GROUPS & ORGANIZATIONS

AGGREGATE VS. GROUP AGGREGATE SAME TIME & PLACE ONLY NO SHARED VALUES IRREGULAR INTERACTION NO IDENTITY GROUP REGULAR PATTERN OF INTERACTION AGREED TO NORMS & VALUES ROLES DEF-SET OF PEOPLE WHO IDENTIFY WITH ONE ANOTHER, INTERACT IN INFORMAL WAYS WITH COMMON VALUES

GROUP DYNAMICS RECURRING SOCIAL PATTERNS **SIZE HAS A LARGE IMPACT ON DYNAMICS DYAD- NO MEDIATOR OR INTRUDERS TRIAD ONE MEMBER CAN FIX CONFLICT OR ABSTAIN FROM THE GROUP BEYOND 3 DIVISION OF LABOR DECREASED QUALITY OF COMMUNICATION & AMOUNT

LEADERSHIP PATTERNS DIRECT TASKS=INSTRUMENTAL LEADER MAINTAIN GOOD RELATIONSHIP=EXPRESSIVE LEADER

4 STAGES OF DECISION- MAKING 1-ORENTATION 2-EVALUATE POSSIBILITIES 3-ELIMINATE UNDESIRABLES 4-NORMALIZE RELATIONSHIPS **GROUP THINK*** Watergate, War in Iraq

TYPES OF GROUPS IN GROUPS Boundary between groups=values Use conflict from outside to keep group together OUTGROUPS REFERENCE GROUPS Provides standards of behavior PRIMARY Face to face interaction Strong personal identity Long term SECONDARY Limited Weak ties Shallow relationships Weak identity

GROUP SURVIVAL BASED ON LEVEL OF COMMITMENT 6 steps to a Greedy Group- Kanter study of Amish SACRIFICE INVESTMENT RENUNCIATION COMMUNION MORTIFICATION TRANSCENDENCE

FORMAL ORGANIZATIONS 1- ORGANIZE LARGE NUMBERS 2-INTEGRATE DIVERSE TASKS 3-DECREASE OPPOSITION CO-OPTATION

WEBER’S IDEAL BUREAUCRACY 1-SPECIALIZATION 2-HEIRARCHY OF OFFICES 3-RULES 4-IMPERSONALITY 5-REWARDS BASED ON MERIT

REALITIES OF LARGE GROUPS 1-INFORMAL NORMS HAWTHORNE STUDY 2-RITUALISM Rules more important than results 3-PARKINSONS’ LAW Work expands to fill available hours 4-PROTECT INEPT Peter Principle

MODELS FOR UNDERSTANDING GROUPS 1-ADAPTATION—MICROSOFT 2-SELECTION

STUDY OF 2 CORPORATIONS MITSUBISHI LIFETIME EMPLOYMENT PROMOTION BASED ON SENIORITY GROUP ACHIEVEMENTS CONCERN FOR HEALTH & WELFARE OF EMPLOYEES VOLVO NO ASSEMBLY LINE MORE CREATIVE— ROTATE JOBS LESS PRODUCTIVITY WORK AS A TEAM—NO FLOOR MANAGERS GOV’T GUARANTEES FULL EMPLOYMENT HIGH ABSENTEEISM