1. SOCIAL INTERACTION Social Groups

4. Types of Interaction Category – shared social characteristics Aggregates – shared space Both can become social groups Social Groups  Identification – belongingness  Awareness  Shared expectations

5. Types of Groups Primary Secondary SmallLarger Intimate, intense Impersonal, distant Informal, directFormal, indirect relationship Goal orientation orientation Holistic Compartmentalized, specific,ltd EnduringTemporary, short duration Irreplaceablereplaceable ProcessProduct

6. Divisions Ingroups Outgroups  WeThey  Loyalty/identityCompetition Power Unity Ethnocentrism Social Distance - Bogardus

7. Research - Sherifs Competition & limited social interaction  Intolerance; lack of acceptance & understanding; distain; emphasis of differences Cooperation & opportunity for social interaction  Tolerance; acceptance; understanding; emphasis on commonalities Thus degree of tolerance and understanding can be changed or manipulated

9. Building Blocks Dyad -2Triad -3 Mortality Immortality Consensus Conflict/tension/dynamic Intense Coalitions Fragile/unstable Stable

10. Factors that impact groups Size Intimacy Organization

11. Axiom of Social Groups The more members of a social group interact within the group, the more they are influenced norms & values, the more similar they become – GROUP = AN ENTITY – functions as a whole – not just individual members Transcends the individuals

12. Reference Groups Evaluation Decision making May or may not be ingroup

13. Blau – Social Diversity “hooking” and “herding” Large groups turn in- herding Diverse, heterogeneous groups turn out- hooking Social parity/equality increases contact, relationships Physical proximity/boundaries --- social connections or separation

14. Networks Indirect and weak connections---but Significant resource Density & extensiveness varies Social capital – SES, gender, race, ethnicity, religion, associations may create the network

15. Group Leadership: Key Roles Instrumental Expressive product process outward inward action/structure emotional organization connections “prods/engages” “glues” respectedliked, affection admired remembered

16. Leadership Styles Authoritarian - instrumental Laissez Faire - expressive Democratic – both possible

17. Simmel – Group Dynamics Leadership atmosphere/style IE roles/coordination(status) Communicationcohesion control commitment satisfaction/productivity creativityhistory/formation IPA Blau factors Evolution

18. Moreno - Sociogram

20. Group Conformity Asch - conformity Milgram – compliance & obedience Janis – Group Think & Risky Shift

21. Asch

22. Milgram

23. Janis

25. Society as Group Key question – what connects and glues a society? Durkheim  Mechanical Solidarity Organic Solidarity  Likeness, homogeneitydifferences, interdependence Durkheim’s Dilemma – increase individual freedom but increased anomie and separateness Tonnies  GemeinschaftGesellschaft primary group tiessecondary group ties

26. Formal Organizations Secondary groups Organized – goal directed Main function = EFFICIENCY Not necessarily best or most effective

27. Types -Etzioni Normative  PTA, Scouts Utilitarian  USD 512 for me Coercive  Prison

28. Weber Rationality – spontaneous and traditional replaced by “systems”  market place ----mall  Exchange ----barter --- money & price tags  Tutor/scholar ----high school  Anomie ------ Alienation

29. Weber: Ideal type –Bureaucracy - characteristics Specialization Hierarchy Formal rules and regulations Impersonality Formal, written communications Technical competence/qualification

30. Dysfunctions - dehumanizes Bureaucratic inefficiency – the unique Peters Principle; Peters Corollary Parkinson’s Law Bureaucratic ritualism – red tape; ltd creativity Bureaucratic personality Bureaucratic inertia ---- Bloat Bureaucratic alienation Status conflicts Oligarchy

31. Informal System Humanizes Personalizes Bends and shapes Makes flexible; more creative; more responsive

32. Examples “holes in the system” Personalized space Primary groups Influence leaders Group norms Grapevine (emails, gossip)

33. Other factors Organizational environment – factors that impact nature of Bureaucracy context

34. Kanter Hidden corporate cultures – self fulfilling prophecies – encourage those like me – “patterns of privilege” Humanizing Bureaucracy  Issues of gender and race - diversity  Opening up – decrease in/out groups  Frequent promotions

36. Tannen and Helgesen male/female management styles Male Image focus – impact of ? on rep. Hold more info – power More hierarchy of decision-making – more supervision or direction Focus on own division- competitive Female Information focus – ask ? To understand Share info more Value communication More flexible – more autonomy Interconnectedness of all aspects of the organization – cooperative 21c – female adv.?

37. Japan: Ouchi – Theory Z Bureaucracy shaped by values/norms Japan  Group hiring and promotion  Lifetime employment  Holistic involvement  Broad, non-specialized training  Collective decision-making

38. Work and Work Style Creative autonomy Self managed teams Flattened organization Less rigid, more flexible