SOCIAL INTERACTION

Social Groups

Types of Interaction

Category – shared social characteristics

Aggregates – shared spaceBoth can become social groups Social Groups

Identification – belongingness Awareness Shared expectations

Types of Groups

Primary Secondary Small Larger Intimate, intense Impersonal, distant Informal, direct Formal, indirect relationship Goal orientation

orientation Holistic Compartmentalized,

specific,ltd Enduring Temporary, short durationIrreplaceable replaceableProcess Product

Divisions

Ingroups Outgroups We They Loyalty/identity Competition

PowerUnityEthnocentrismSocial Distance - Bogardus

Research - SherifsCompetition & 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

Building Blocks

Dyad -2 Triad -3Mortality ImmortalityConsensus Conflict/tension/dynamicIntense CoalitionsFragile/unstable Stable

Factors that impact groups

Size

Intimacy Organization

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

Reference Groups

EvaluationDecision makingMay or may not be ingroup

Blau – Social Diversity

“hooking” and “herding” Large groups turn in- herdingDiverse, heterogeneous groups turn

out- hooking Social parity/equality increases

contact, relationshipsPhysical proximity/boundaries ---

social connections or separation

Networks

Indirect and weak connections---butSignificant resourceDensity & extensiveness variesSocial capital – SES, gender, race,

ethnicity, religion, associations may create the network

Group Leadership: Key Roles

Instrumental Expressive product process

outward inward action/structure emotional

organization connections “prods/engages” “glues” respected liked, affection admired remembered

Leadership Styles

Authoritarian - instrumental

Laissez Faire - expressive

Democratic – both possible

Simmel – Group Dynamics

Leadership atmosphere/style I E roles/coordination(status)

Communication cohesion control commitment

satisfaction/productivity creativity history/formation

IPA Blau factors Evolution

Moreno - Sociogram

Group Conformity

Asch - conformity

Milgram – compliance & obedience

Janis – Group Think & Risky Shift

Asch

Milgram

Janis

Society as Group

Key question – what connects and glues a society?

Durkheim Mechanical Solidarity Organic

Solidarity Likeness, homogeneity differences,

interdependence

Durkheim’s Dilemma – increase individual freedom but increased anomie and separateness

Tonnies Gemeinschaft Gesellschaft

primary group ties secondary group ties

Formal Organizations

Secondary groups Organized – goal directed Main function = EFFICIENCY

Not necessarily best or most effective

Types -Etzioni

Normative PTA, Scouts

Utilitarian USD 512 for me

Coercive Prison

Weber

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

Weber: Ideal type –Bureaucracy - characteristics

Specialization Hierarchy Formal rules and regulationsImpersonality Formal, written communications Technical competence/qualification

Dysfunctions - dehumanizes

Bureaucratic inefficiency – the unique

Peters Principle; Peters CorollaryParkinson’s LawBureaucratic ritualism – red tape; ltd

creativityBureaucratic personality Bureaucratic inertia ---- Bloat Bureaucratic alienation Status conflicts Oligarchy

Informal System

Humanizes Personalizes Bends and shapesMakes flexible; more creative; more

responsive

Examples

“holes in the system”Personalized space Primary groups Influence leadersGroup norms Grapevine (emails, gossip)

Other factors

Organizational environment – factors that impact nature of Bureaucracy

context

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

Tannen and Helgesenmale/female management stylesMaleImage focus –

impact of ? on rep.Hold more info –

powerMore hierarchy of

decision-making – more supervision or direction

Focus on own division- competitive

FemaleInformation focus –

ask ? To understand

Share info more Value communication

More flexible – more autonomy

Interconnectedness of all aspects of the organization –cooperative

21c – female adv.?

Japan: Ouchi – Theory Z

Bureaucracy shaped by values/normsJapan

Group hiring and promotion Lifetime employment Holistic involvement Broad, non-specialized training Collective decision-making

Work and Work Style

Creative autonomy Self managed teams Flattened organization Less rigid, more flexible