Sociology Chapter 5

Front 1

social group

Back 1

a collection of people who interact with one another and have a certain feeling of unity (sorority)

Front 2

social aggregate

Back 2

just a number of people who happen to be in one place but do not interact with each other (people in line at a store)

Front 3

social category

Back 3

number of people who have something in common but do not interact with each other or gather in one place (men)

Front 4

in-group

Back 4

the group to which an individual is strongly tied as a member

Front 5

out-group

Back 5

the group of which an individual is not a member (Gamma Phi Beta)

Front 6

Three characteristics of an in-group

Back 6

1. use of symbols such as names, slogans, dress, and badges to identify themselves so that they will be distinguishable from the out-group
2. view themselves in terms of positive stereotypes and the out-group in terms of negative stereotypes
3. inclined to compete or clash with the out-group

Front 7

reference group

Back 7

a group that is used as a frame of reference for evaluating one's own behavior (in-groups; can be any group and you don't have to be a member)(family)

Front 8

primary group

Back 8

individuals interact informally, relate to each other as whole persons, and enjoy their relationship for its own sake (sorority, family, etc)

Front 9

secondary group

Back 9

individuals do not know each other personally, interact formally if at all, and relate to each other only in terms of particular roles and for certain practical purposes. (salesperson and customer)

Front 10

Three types of leaders:

Back 10

1. Instrumental leader
2. Expressive leader
3. Laissez-faire leader

Front 11

instrumental leader

Back 11

achieve their group's goal by getting others to focus on task performance. "Let's get to work! We're getting off-track!" (Also known as autocratic leaders.) Generally disliked by group but most effective.

Front 12

expressive leader

Back 12

achieve group harmony by making others feel good. (Also known as democratic leaders.) More concerned with members' feelings so that cohesiveness can reign in the group. Generally liked by group and more effective.

Front 13

laissez-faire leader

Back 13

lets others work more or less on their own. Widely assumed that people, especially if educated/skilled, will perform well if left with a minimum of direction, instruction, or supervision from above. Generally medium-liked and least effective.

Front 14

idiosyncrasy credit

Back 14

the privilege that allows leaders to deviate from their groups' norms or, by extension, society's norms. (Bill Clinton's affair.)

Front 15

conducted classic short line-long line experiment to test pressure to conform. Found 1/3 changed their answer to the group's answer even when they knew the group was wrong and they were right.

Back 15

Solomon Asch

Front 16

conducted classic teacher-learner shock punishment test to examine pressure to be obedient to authority- found most subjects shocked learners for incorrect answers when told to even though they thought the learners were in excruciating pain.

Back 16

Stanley Milgram

Front 17

groupthink

Back 17

the tendency for members of a group to maintain a consensus to the extent of ignoring the truth (caused Kennedy and advisors to invade Cuba)

Front 18

coined the term groupthink

Back 18

Irving Janis

Front 19

dyad

Back 19

group of two people; can easily become the most cohesive because its members are inclined to be most personal and interact most intensely. Also least durable because if one person leaves it's over

Front 20

triad

Back 20

three-person group; if one person leaves it can still survive, but makes it possible for two people to gang up on the third. also possible for third to patch up an argument between the other two

Front 21

The more people that join a group, the more _____ and the less ______ it becomes

Back 21

durable, personal

Front 22

social network

Back 22

webs of social relationships that link individuals or groups to one another

Front 23

On a social network map, the points are called ________ and the lines are called __________

Back 23

nodes, links

Front 24

instrumental support

Back 24

money and service given to you by family and friends etc in your social networks

Front 25

formal organizations

Back 25

groups whose activities are rationally designed to achieve specific goals. Most likely to develop from secondary groups

Front 26

higher participants

Back 26

members of an organization that exercise power over the lower participants so that the latter will help the organization achieve its goals (the administration)

Front 27

lower participants

Back 27

members of an organization that are subject to the exercise of power of higher participants so that they can help the organization achieve its goals

Front 28

Three kinds of power (by higher participants):

Back 28

1. coercive power-use of physical force
2. remunerative power- use of material awards such as money
3. normative power- use of moral persuasion, prestige of a leader, or promise of social acceptance

Front 29

Three kinds of involvement (by lower participants):

Back 29

1. alienative involvement- in which they do not support the organization's goals
2. calculative involvement- in which they are moderately supportive
3. moral- in which they strongly support the organization

Front 30

examples of coercive organizations

Back 30

prisons, concentration camps, and custodial psychiatric hospital; involvement is alienative (they're prisoners)

Front 31

Three most common types of organizations:

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1. Coercive organizations- coercive power and alientative participation
2. Utilitarian organizations- remunerative power and calculative involvement
3. Normative organizations- normative power and moral involvement

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examples of utilitarian organizations

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factories, banks, and other businesses; pay their employees with money; involvement is renumeration because they're in it for the money, generally

Front 33

examples of normative organizations

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churches and political parties; involvement is moral because participants strongly support the group's goals and values

Front 34

Amitai Etzioni

Back 34

created typology of formal organizations

Front 35

functionalist take on maintaining organizations

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emphasis on encouraging employees to work harder through scientific management and human relations; organizations are conflict-free and harmonious

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conflict-perspective take on maintaining organizations

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critical of social inequality as harmful to organizations and emphasize social equality as the key to organizational success

Front 37

symbolic-interactionist take on maintaining organizations

Back 37

focus on definitions of the situation in organizations; an organization can succeed if its members share a positive view of the organization, or the Western view of rationality ensures bureaucratic efficiency

Front 38

scientific management

Back 38

associated with functionalist perspective; the primary goal of an organization is to maximize efficiency. Maximum efficiency depends on maximum division of labor, close supervision of workers, and an incentive system of piecework wages

Front 39

Three things maximum efficiency depends on, according to Frederick Taylor:

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1. Maximum division of labor (very-maximum; assembly-line style)
2. Close supervision of workers
3. Incentive system of piecework wages

Front 40

Frederick Taylor

Back 40

US engineer who published first systematic presentation of scientific management

Front 41

Elton Mayo

Back 41

challenged practically all the assumptions of the scientific management theory in the 30s in his human relations theory

Front 42

Human relations theory

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productivity depends on social forces, especially the informal relations among workers

Front 43

What maximum efficiency depends on, according to Elton Mayo:

Back 43

informal organizations between workers within the formal organization- social relationships

Front 44

informal organization

Back 44

group formed by the informal relationships among members of an organization

Front 45

collectivist model

Back 45

in collectivist organizations, power moves not from the top-down but from the bottom-up. Influenced by Marx and the conflict perspective

Front 46

examples of collectivist organizations in the United States

Back 46

some 5,000 so-called alternative institutions established during the 1970s- free schools, medical clinics, legal collectives, food cooperatives, communes, and cooperative businesses collectively owned and managed with no hierarchy of authority

Front 47

quality circles

Back 47

small groups of employees within a company that work together as equals

Front 48

participatory democracy

Back 48

open-door policy, whereby employees report directly to top management

Front 49

feminist model

Back 49

calls for not just getting everyone to work together as equals but for emotional support from one's coworkers, as typically exists in a group of close friends

Front 50

cultural theories (symbolic interactionist)

Back 50

emphasize how organizational member's beliefs influence their behavior in the organization

Front 51

interpretive theories (symbolic interactionist)

Back 51

focuses on the individual's perspective on life in organizations

Front 52

hermeneutic theories

Back 52

how how interpretations of the meanings of organizational documents influence member's interactions

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symbolic interactionist perspective:

Back 53

corporate culture consists of members' shared definitions of what the organization is like and therefore significantly affect what goes on in the organization

Front 54

cureaucracy

Back 54

a modern Western organization defined as being rational in achieving its goal efficiently (a planned, objective, unified method based on abstract rules)

Front 55

rationalization

Back 55

Max Weber's term for the process of replacing subjective, spontaneous, informal, and diverse ways of doing things with a planned, objective, unified method based on abstract rules

Front 56

Max Weber

Back 56

coined the term "rationalization" and studied bureaucracy

Front 57

normative organizational theories

Back 57

theories that suggest what we should do to achieve our goals

Front 58

Weber's theory of bureaucracy

Back 58

portrays bureaucracy as the embodiment of the Western-or the male- definition of rationality as the proper and effective way to run an organization

Front 59

Parkinson's law

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"Work expands to fill the time available for its completion."

Front 60

C. Northcote Parkinson was the author of ______'s ______ and believed that it is in the nature of a bureaucracy to grow by ____ % a year

Back 60

Parkinson's law, 6% per year