Soci 205 Chapter 5

Front 1

aggregate

Back 1

consists of individuals who temporarily share the same physical space but who do not see themselves as belonging together (people waiting in a line)

Front 2

category

Back 2

consists of people who are similar characteristics; unlike groups, these individuals neither interact with one another nor take another into account (college women who wear glasses)

Front 3

group

Back 3

think of themselves as belonging together and they interact with one another

Front 4

primary groups

Back 4

Cooley: provides intimate, face-to-face interaction, they give us an identity, a feeling of who we are; values and attitudes become fused into our identity

Front 5

secondary groups

Back 5

larger, more anonymous, more formal, and more impersonal; based on some common interest or activity; fail to satisfy our deep needs for intimate association (they tend to break into smaller primary groups)

Front 6

voluntary association

Back 6

a group made up of volunteers who organize on the basis of some mutual interest

Front 7

the iron law of oligarchy

Back 7

Michels: how organizations come to be dominated by a self-perpetuating elite; most members of an organization are passive, and the members of the inner circle keep themselves in power by passing the leadership position around to one another; people are excluded from leadership b/c they don't represent the inner-circles values

Front 8

in-groups

Back 8

groups toward which we feel loyalty

Front 9

out-groups

Back 9

groups in which we feel antagonism

Front 10

reference groups

Back 10

the groups we use as standards to evaluate ourselves

Front 11

social network

Back 11

people who are linked to one another

Front 12

clique

Back 12

clusters within a group, or its internal factions

Front 13

What are the barriers that separate us into smaller worlds?

Back 13

geography, social class, gender, race

Front 14

electronic community

Back 14

people "meet" online

Front 15

What did Weber point out that bureaucracies have?

Back 15

1. clear levels with assignments flowing downward and accountability flowing upward
2. a division of labor-each worker has a specific task to fill
3. written rules
4. written communications and records
5. impersonality and replaceability

Front 16

goal displacement

Back 16

even after the organization achieves its goal and no longer has a reason to continue, it still does

Front 17

rationalization of society

Back 17

Weber viewed bureaucracies as such a powerful form of social organization that he predicted they would come to dominate social life; with their rules, regulations, and emphasis on results, would increasingly govern our lives

Front 18

alienation

Back 18

Marx: workers being cut off from the finished product of their labor

Front 19

corporate culture

Back 19

Kanter: contains "hidden values." These values create a self-fulfilling prophecy that affects people's corporate careers

Front 20

"slow track" positions

Back 20

women and minorities show "diversity" in a company be being placed in positions in which accomplishments seldom come to the attention of top management

Front 21

group dynamics

Back 21

how groups influence us and how we affect groups

Front 22

small group

Back 22

there are few enough members that each one can interact directly with all the other members

Front 23

dyad

Back 23

Simmel: smallest possible group consists of 2 ppl; most intense and intimate

Front 24

triad

Back 24

Simmel: with 3 ppl, interaction btw the first 2 decreases

Front 25

coalitions

Back 25

some group members aligning themselves against others

Front 26

diffusion of responsibility

Back 26

giving help was no more their responsibility than anyone else's

Front 27

leaders

Back 27

people who influence the behaviors, opinions, or attitudes of others; perceived as able to lead in a crisis; talkative and express self-confidence

Front 28

instrumental leader

Back 28

task oriented; tries to keep the group moving toward its goals, try to keep group members from getting sidetracked

Front 29

expressive leader

Back 29

socioemotional leader, not recognized as the leader, likely to crack jokes, to offer sympathy, help lift group's morale

Front 30

leadership styles

Back 30

ways of expressing yourself as a leader

Front 31

authoritarian leader

Back 31

gives orders

Front 32

democratic leader

Back 32

tries to gain consensus

Front 33

laissez-faire leader

Back 33

highly permissive

Front 34

groupthink

Back 34

Janis: collective tunnel vision that group members sometimes develop. As they begin to think alike, they become convinced that there is only one "right" viewpoint and a single curse of action to follow. They take any suggestion of alternatives as a sign of disloyalty