Post on 16-Jan-2016
transcript
GROUPS AND ORGANIZATIONS
Chapter 5
WE NEED EACH OTHER! Social groups: important for
survival
As infants, we would die if it weren’t for “family groups”
As adults, we need even more!
SUMMER CAMP EXPERIMENT Sherif took 12-yr-old
boys to summer camp. ½ given a cabin &
named Eagles, ½ given cabin & named Rattlers
Had own paraphernalia & played competitive games won knives, etc.
At first, everyone friendly, but then…
SUMMER CAMP EXPERIMENT, P. 2
They became fierce competitors!
Calling each other names, raiding cabins, fighting, etc.
EAGLES VS. RATTLERSIN-GROUPS OUT-GROUPS
Boys strongly tied to their group
Used symbols to identify themselves (names, slogans, dress, badges)
View themselves in positive stereotypes
Inclined to compete w/out-group
Boys that were not a member of that group
Out-groups stereotyped in a negative way
All showed how easily loyalty turns into
hostility & aggression with competition
END OF THE EXPERIMENT Competition does strengthen unity
Sherif made camp’s only water tank break down & called on all boys to fix it
As they worked together, the cooperation eroded the hostility
IN-GROUPS & GANGS AKA: Reference Groups – group used
as a frame of reference for evaluating one’s own behavior (ex. = gangs)
Gangs evaluate themselves based on standards they’ve created & agree on – like a mugging or raping• Called normative effect – aka a norm
IN-GROUPS & GANGS, P. 2 Opposite of this, also have comparison effects & associative effects – comparing yourself & your success to others
Leads to negative feelings
LEADERSHIP STYLES Instrumental leaders - achieve
group’s goal by getting others to focus on task performance (“the go-getters”)
Expressive leaders – achieve group harmony by making others feel good; value partnership over leadership
Laissez-faire leaders – “let do”; lets others do their work more or less on their own
LEADERSHIP STYLES, P. 2 Instrumental – effective, but rubs
people the wrong way; least liked, most effective
Expressive – most liked, less effective
Laissez-faire – assumes if people are left alone, then will perform well. Reality = offers no social support; well liked, least effective
LEADERSHIP STYLES, P. 3
As leader, you are given privileges that allow you to deviate from group’s norm = idiosyncrasy credit
You must conform to the group’s changing ways, or will be forced out
GROUPTHINK Members of a cohesive group maintain
census to extent of ignoring the truth
Pressure to conform can lead to disastrous consequences
DIVERSITY helps to avoid groupthink
However, groups naturally develop social networks – webs of social relationships
SOCIAL GROUPS Formal Organizations – secondary
groups whose activities are rationally designed to achieve specific goals (like teacher/student)
Key to increase productivity is through Informal Organizations – group formed based on personal interactions
RATIONALIZATION VS. BUREAUCRACY
Bureaucracy – organization that’s rational in achieving it’s goal efficiently (Max Weber); most efficient form of organization
Rationalization – process of replacing subjective, informal, or diverse ways of doing things with a planned, objective, unified method; based on abstract rules
BUREAUCRATIC PROBLEMS 1. Rules & regulations – based on
what’s known, not what’s anticipated
2. Grows unnecessarily larger! Called Parkinson’s Law = work expands to fill time available for its completion to appear busy• Start to feel overworked, want bigger salary,
more perks & incentives until you reach your “dead point” of retirement = PETER PRINCIPLE