Chapter 4

1. Chapter 4 Social Interactions, Organizations, and Groups

2. Social Structure • Social Structure - expected behavior patterns to guide social interaction. • Encoded in norms, values, and beliefs • Transmitted by institutions – family, religion, schools, media, government

3. Social and Informal Groups • A collection of people who interact with each other on a regular basis. • Perceived sense of identity with other group members • In-group – one to which we give a strong attachment and loyalty

4. Outgroups • In some cases there is strong resentment – even hatred – toward other groups • Example: Racist skinheads who hate racial minorities

5. Value of a group • The group proves us with a sense of identity and security • Durkheim – lack of social integration (group membership) and suicide. (ie. O.A)

6. Groups as a source of Social Control • Individuals who fail to live up to group expectations – ostracized / alone • To avoid – individuals try to conform

7. Types of Groups • Social Aggregate: a collection of people who find themselves together but do not interact or have a common sense of identity (bus stop) • Social Category: a collection of people who share something in common but who do not interact with each other (PSU fans)

8. Primary Groups • Primary Groups: - Most important • Intimate face-to face association and cooperation (family, close friends) • Fundamental in forming the social nature and ideas of the individual • Most important primary group = family • People tend to be more honest and open • Primary relationship such as family can be comforting but can also be repressive, controlling, and suffocating. Less influence by primary groups can allow the individual to seek new experiences and achieve interpersonal growth (Durkheim)

9. Secondary Groups • Large, less personal, and more formal (ie.. School classes) • Groups that we join to accomplish a goal (Obtaining college degree, improve the environment, running for public office, recreational adventures) • People tend to keep their guard up. We feel the need to perform or play a role.

10. Reference Groups • People who give you advice • Use them as a yardstick to measure attitudes and behavior. • There are instances where reference groups may conflict.

11. Social Networks • Cliques • The links between individuals, families, cliques, other groups • “It’s not what you know; it’s who you know.” • A lack of social networking continues to be a major source of social and economic inequality.

12. Take your paper. Fold it into 4 columns. Label your columns at the top. Think about the groups that you belong to or have participated in this week. Please identify what type of group it is.

13. The Individual in SocietySocial Status • The position that one occupies in a group or organization. • Ascribed status: no control (birth, sex, race, class, nationality….) • Master status: other members of society attach more significance to some statuses than others. (Race, Gender, Sexual Orientation) • In many cases not possible to change master status. • Master statuses have capacity to limit or expand one’s life chances (majority and power elites) • Achieved status: gain through our own efforts (student, professional, father, carpenter, president)

14. ROLES • Attached to each status is a role (set of expected behaviors) • Each expected behavior = norm *BUT STILL….. BEHAVIOR VARIATIONS* • Role strain (“Keep Trying!”): When it is not possible to successfully fulfill all the expectations of a role b/c of contradictory demands within an existing role. • Role Conflict (“Give Up!”): Present when 2 or more roles you occupy are in conflict. Something must give. • Role Distancing: When we find ourselves in a role that we do not like or is stressful…we portray attitude of disinterest or non-commitment. • Role Exit: Chooses to exit a role from which he/she has become disillusioned.

15. Formal Organizations • An organization is defined as a group with an identifiable membership that engages in concerted collective action to achieve a common purpose. • Traditional authority vs. Rational authority (Traditions, customs vs. Industrialization) “Time tested” vs. Rules, efficiency, measurable results, practicality

16. Why move toward Rationality? • Max Weber: Protestant Reformation • Roman Catholics resisted change but Protestants embraced it. • Particularly Calvinists believed in predestination • Impressed with productivity and believed sign from God to enter Heaven. • Those who produced were well-off.

17. Why move toward Rationality? • Karl Marx: • Capitalism ended traditional authority • Capitalism capacity to increase wealth & goods.

18. Bureaucracy • According to Weber – division of labor is specialized b/c society is more complex • Tendency to develop highly patterned rules / authoritative admin. • Bureaucracy – “red tape” it is called by many • Weber sees it as instrument for successful admin. • Flows the perfect ordering of labor, capital, and tools • Written rules – to be efficient / as little as possible is left to individual discretion • Division of labor – series of tasks that allow for maximum efficiency. • Hierarchy of author (Chain of command) • Written records – written documentation of their activities (track goods/services AND evaluate performance) • Separation of organizational life and personal life. Problems: • Unfortunately, rules and regulations become more important than purpose of organization • March of Dimes example: Tendency to perpetuate its existence at all costs • “Trained incapacity” – individuals become rule followers so much so that they lose individual thought.

19. Group Dynamics • Group cohesion: strength of the bond uniting group members. • Group Size: most basic = dyad (intimate &fragile) • Triad = possibility of coalitions (2:1) • Once a group reaches 12 – personal interaction is difficult to maintain / cliques begin to form

20. Leadership Styles • Authoritative - top down • Democratic – consensus building • Laissez-faire – “laid back” / consultant role

21. Conformity Asch’s Lines