Lscc - Syg 2000 ( Chapter 9 ) - Groups, Organizations & The Workplace

Front 1

#1 Q

List the three characteristics of a SOCIAL GROUP

Back 1

#1 A

Three characteristics:
1) Regular interaction that is oriented toward a common purpose
2) A set of norms
3) A structure of statuses and roles

Hint 1

p. 222

Front 2

#2 Q

This is the term for a large-scale group that has a name, a structure of statuses and roles, official goals, and a set of rules (to promote the goals)

Back 2

#2 A

FORMAL ORGANIZATION

Hint 2

p. 223

Front 3

#3 Q

This is the type of FORMAL ORGANIZATION that compels (requires) individuals to participate in them (e.g., Total Institutions)

Back 3

#3 A

COERCIVE ORGANIZATIONS

Hint 3

p. 223

Front 4

#4 Q

This is true of PRIMARY GROUPS

Back 4

#4 A

They are always small in size (membership)

Hint 4

p. 224

Front 5

#5 Q

This is true about SECONDARY GROUPS

Back 5

#5 A

They have grown in popularity and size as society has modernized

Hint 5

p. 224

Front 6

#6 Q

This is the term for when a group collectively arrives at a decision that one or more of its individual members privately oppose but will not challenge

Back 6

#6 A

GROUPTHINK

Hint 6

p. 226

Front 7

#7 Q

This is the term for when a group arrives at a stronger position than its members individually favor

Back 7

#7 A

GROUP POLARIZATION

Hint 7

p. 226

Front 8

#8 Q

List three of the basic characteristics of FORMAL ORGANIZATIONS

Back 8

#8 A

Three characteristics:
1) The presence of leader(s)
2) They have a specific purpose/goal
3) They are self-perpetuating (survive beyond the individual members/leaders)

Hint 8

p. 227

Front 9

#9 Q

The types of organizations to which Robert Michel's (pronounced: MY kuls) "Iron Law of Oligarchy" applied

Back 9

#9 A

All FORMAL ORGANIZATIONS

Hint 9

p. 228

Front 10

#10 Q

The type(s) of leadership that a successful group must have

Back 10

#10 A

Both types:
1) EXPRESSIVE
2) INSTRUMENTAL

Hint 10

p. 228

Front 11

#11 Q

The one U.S. president that is considered to have been both an EXPRESSIVE and an INSTRUMENTAL leader

Back 11

#11 A

Franklin D. Roosevelt ("FDR")
[Presidency: 1933 - 1945]

Hint 11

p. 229

Front 12

#12 Q

This is the style of leadership that is preferred during emergencies and wartime

Back 12

#12 A

AUTHORITARIAN Leadership

Hint 12

p. 230

Front 13

#13 Q

This is the best way to describe Max Weber's opinions about BUREAUCRACY

Back 13

#13 A

A necessary "evil":
a) Depersonalizing (unfavorable)
b) Essential to any healthy democracy in accomplishing vital functions

Hint 13

p. 233
para. 2

Front 14

#14 Q

This is Max Weber's term for group decision-making based purely upon the accomplishment of organizational goals

Back 14

#14 A

RATIONALIZATION
[Rational decision-making]

Hint 14

p. 231

Front 15

#15 Q

According to Weber, this is the one characteristic that all BUREAUCRACIES possess that provides accountability

Back 15

#15 A

HIERARCHICAL CHAIN OF COMMAND
[ "power pyramid" ]

Hint 15

p. 230

Front 16

#16 Q

This is how Karl Marx viewed BUREAUCRACIES

Back 16

#16 A

A system that helps the rich and powerful

Hint 16

p. 233

Front 17

#17 Q

This is the term for when work expands to fill the time (and employees) available

Back 17

#17 A

"PARKINSON'S LAW"

Hint 17

p. 235

Front 18

#18 Q

This is true of the organizational structure of large corporations such as IBM and Apple Computer

Back 18

#18 A

Formal organizational structures are vital to success in business

Front 19

#19 Q

This is the one dysfunction of BUREAUCRACIES upon which both Marx and Weber agreed

Back 19

#19 A

WORKER ALIENATION

Hint 19

p. 236

Front 20

#20 Q

These are two innovations that have enabled Japanese work organizations to become competitive in the world market

Back 20

#20 A

Two innovations:
1) QUALITY CONTROL CIRCLES
2) LIFETIME EMPLOYMENT (for select groups of exemplary employees)

Hint 20

pp. 240 - 241

Front 21

#11 Q

The one U.S. president that is considered to have been both an EXPRESSIVE and an INSTRUMENTAL leader

Back 21

#11 A

Franklin D. Roosevelt ("FDR")
[Presidency: 1933 - 1945]

Front 22

#12 Q

This is the style of leadership that is preferred during emergencies and wartime

Back 22

#12 A

AUTHORITARIAN Leadership

Front 23

#13 Q

This is the best way to describe Max Weber's opinions about BUREAUCRACY

Back 23

#13 A

A necessary "evil"

Front 24

#14 Q

This is Max Weber's term for group decision-making based purely upon the accomplishment of organizational goals

Back 24

#14 A

RATIONALIZATION
[Rational decision-making]

Front 25

#15 Q

According to Weber, this is the one characteristic that all BUREAUCRACIES possess

Back 25

#15 A

HIERARCHICAL CHAIN OF COMMAND
[ "pyramid of power" ]

Front 26

#16 Q

This is how Karl Marx viewed BUREAUCRACIES

Back 26

#16 A

A system that helps the rich and powerful more than societal needs

Front 27

#17 Q

This is the term for when work expands to fill the time (and employees) available

Back 27

#17 A

"PARKINSON'S LAW"

Front 28

#18 Q

This is true of the organizational structure of large corporations such as IBM and Apple Computer

Back 28

#18 A

Formal organizational structures are vital to success in business

Front 29

#19 Q

This is the one dysfunction of BUREAUCRACY that both Marx and Weber agreed upon

Back 29

#19 A

WORKER ALIENATION

Front 30

#20 Q

These are two innovations that have enabled Japanese work organizations to become competitive in the world market

Back 30

#20 A

Two innovations:
1) QUALITY CONTROL CIRCLES
2) LIFETIME EMPLOYMENT

Front 31

#21 Q

This is the definition of a DYAD

Back 31

#21 A

The smallest possible group
[ consists of 2 people ]

Front 32

#22 Q

This is the definition of a TRIAD

Back 32

#22 A

A group consisting of 3 people

Front 33

#23 Q

This is the definition of INGROUP

Back 33

#23 A

The group to which a person belongs

Front 34

#24 Q

This is the definition of OUTGROUP

Back 34

#24 A

The group(s) to which a person does NOT belong
[ the opposite of the INGROUP ]

Front 35

#25 Q

This is the definition of IDEAL TYPE

Back 35

#25 A

An abstract description into which actual groups/entities will fit (more or less)

Front 36

#26 Q

This is the definition of ALIENATION (as used by Marx)

Back 36

#26 A

The result of separating the worker from the produce (or product) of his/her labor

Front 37

#27 Q

This is the definition of INFORMAL STRUCTURE

Back 37

#27 A

The actions that employees take on a daily basis, in contrast to formal rules

Front 38

#28 Q

This is the definition of NEGOTIATED ORDER

Back 38

#28 A

Individuals, with their needs, objectives and experiences, ultimately make the organization
[ sometimes referred to as: "Corporate Culture" ]

Front 39

#29 Q

This is the definition of GLOBALIZATION

Back 39

#29 A

The transition to a worldwide economy that transcends (goes beyond) national boundaries

Front 40

#30 Q

This is the definition of EXPRESSIVE LEADERSHIP

Back 40

#30 A

An EXPRESSIVE LEADER:
1) Helps maintain the cohesiveness of the group
2) Cares about the emotional well-being of its members
[ a.k.a. "SOCIO-EMOTIONAL LEADER" ]

Front 41

#31 Q

This is the definition of INSTRUMENTAL LEADERSHIP

Back 41

#31 A

An INSTRUMENTAL LEADER:
1) Helps the group define its job
2) Helps the group determine how best to accomplish its job/goals
[ a.k.a. "TASK LEADER" ]

Front 42

#32 Q

This is the definition of BUREAUCRACY

Back 42

#32 A

The dominant type of FORMAL ORGANIZATION in modern society, consisting of:
1) Division of labor
2) Hierarchy
3) Formal rules and regulations
4) Impersonality and universalism
5) Managerial or administrative staff
6) Lifelong careers

Front 43

#43 Q

This is the definition of an AGGREGATE

Back 43

#43 A

[ Opposite of SOCIAL GROUP ] A group that has a common purpose, but who do not interact regularly, nor any division of roles and statuses
[ Example: people standing on the street corner waiting for the stoplight to change ]

Front 44

#44 Q

List the three types of FORMAL ORGANIZATIONS, according to Etzioni

Back 44

#44 A

Three types:
1) NORMATIVE
(purely voluntary membership - recreational clubs, political groups, etc.)
2) UTILITARIAN
(mostly voluntary, functional membership purpose - corporations, governments, labor unions, etc.)
3) COERCIVE
(involutary - prison, etc.)

Front 45

#45 Q

List three examples of SECONDARY GROUPS

Back 45

#45 A

Examples:
1) Businesses
2) Schools
3) Political organizations
4) Churches

Front 46

#46 Q

This is one of the principle reasons that SECONDARY GROUPS are more common in modern societies than in PREINDUSTRIAL societies

Back 46

#46 A

Unlike in PREINDUSTRIAL societies, modern social interaction requires that we come into contact with far more, and diverse, people in business, education, government, etc.

Front 47

#47 Q

List three examples of PRIMARY GROUPS

Back 47

#47 A

Examples:
1) Family
2) Roommates
3) Friends
4) Bowling team
5) Church gatherings/groups (in many cases)

Front 48

#48 Q

This term applies to one of the first discovered effects of GROUP POLARIZATION

Back 48

#48 A

"RISKY SHIFT"
[based upon the group perception that some "bold and different" action(s) should be taken]

Front 49

#49 Q

This is the definition of OLIGARCHY

Back 49

#49 A

Rule by a small group of leaders, with little of no effective input from the rest of the members of that group

Front 50

#50 Q

List the three styles of leadership

Back 50

#50 A

1) DEMOCRATIC
2) AUTHORITARIAN
3) LAISSEZ-FAIRE (pronounced: Lah zay FAIR)

Front 51

#51 Q

This is the general definition of the LAISSEZ-FAIRE leadership style

Back 51

#51 A

Leaving decision-making up to the group (usually by consensus), without providing any particular direction/focus

Front 52

#52 Q

List the names/terms for at least five of the DYSFUNCTIONS of BUREAUCRACIES

Back 52

#52 A

1) DECISION AVOIDANCE
2) TRAINED INCAPACITY
3) NORMALIZATION OF DEVIANCE
4) SELF-PERPETUATION & GOAL DISPLACEMENT
5) TENDENCY TO EXPAND
(a.k.a. "PARKINSON'S LAW")
6) RITUALISM
7) ALIENATION (of workers)
8) "the PETER PRINCIPLE" (people tend to get promoted until they reach their level of incompetence)