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Networks, Groups, and Organizations

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Chapter 5 Networks, Groups, and Organizations Chapter Outline Beyond Individual Motives Social Networks: It s a Small World Groups Bureaucracy Freedom and ... – PowerPoint PPT presentation

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Title: Networks, Groups, and Organizations


1
Chapter 5
  • Networks, Groups,and Organizations

2
Chapter Outline
  • Beyond Individual Motives
  • Social Networks Its a Small World
  • Groups
  • Bureaucracy
  • Freedom and Constraint in Social Life

3
How Social Groups Shape Our Actions
  • 1. Norms of solidarity demand conformity.
  • When we form relationships, we develop norms of
    solidarity about how we should behave to sustain
    the relationships.
  • Study of the Nazis who roamed the Polish
    countryside to shoot and kill enemies of Nazi
    Germany felt they had to get their assigned job
    done or face letting down their comrades.

4
How Social Groups Shape Our Actions
  • 2. Structures of authority tend to render people
    obedient.
  • Most people find it difficult to disobey
    authorities because they fear ridicule,
    ostracism, and punishment.
  • Demonstrated in experiment conducted by social
    psychologist Stanley Milgram.

5
How Social Groups Shape Our Actions
  • 3. Bureaucracies are highly effective structures
    of authority.
  • The Nazi genocide machine was so effective
    because it was bureaucratically organized.
  • A bureaucracy is a large, impersonal organization
    composed of clearly defined positions arranged in
    a hierarchy.

6
Polling Question
  • How likely would you be to join an organization
    where membership is determined by race?
  • Very likely
  • Somewhat likely
  • Unsure
  • Somewhat unlikely
  • Very unlikely

7
Milgram Experiment
  • 71 of experimental subjects were prepared to
    administer shocks of 285 volts, despite the fact
    that the actor appeared to be in great distress
    at this level of current.
  • Teaches us that as soon as we are introduced to a
    structure of authority, we are inclined to obey
    those in power.

8
Obedience to Authority Increases with Separation
from the Negative Effects of Ones Actions
9
The Building Blocks of Social Networks
  • Dyad is the most elementary network form, a
    social relationship between two social units.
  • Triad is a social relationship among three social
    units.
  • The social dynamics of these two elementary
    network forms are fundamentally different.

10
The Dyad
  • Both are absorbed in the relationship.
  • Needs both partners to live but only one to die.
  • No free riders are possible.
  • Neither can deny responsibility by shifting it to
    a larger collectivity.

11
The Triad
  • Intensity and intimacy are reduced.
  • Allows a partner to be constrained for the
    collective good.
  • Coalitions are possible.
  • Third-party mediation of conflict between two
    partners is possible.

12
The Triad
  • Exploitation of rivalry between two partners is
    possible.
  • A divide-and-conquer strategy is possible.
  • Free riders are possible.
  • It is possible to shift responsibility to the
    larger collectivity.

13
The Asch Experiment
  • Asch assembled seven men. One was the subject,
    the others were actors.
  • Asch showed the men a card with a line on it and
    asked which line on the card was the same length
    as a line on card 2.
  • All six actors answered wrong.
  • The subject typically overruled his own
    perception and agreed with the majority.

14
The Asch Experiment
15
Factors in Conformity
  • The likelihood of conformity increases as group
    size increases to three or four members.
  • As group cohesiveness increases, so does the
    likelihood of conformity.
  • People with low status in a group are less likely
    to dissent than people with high status.

16
Factors in Conformity
  • People in individualistic societies like the
    United States tend to conform less than people in
    collectivist societies like China.
  • Even one dissenting voice greatly increases the
    chance that others will dissent.

17
Group Think
  • Group pressure to conform despite individual
    misgivings
  • Examples
  • President Roosevelt and his advisors refused to
    believe the Japanese would bomb Pearl Harbor.
  • President Nixon decided to cover up the Watergate
    break-in.

18
Groups
  • Groups are clusters of people who identify with
    each other.
  • Primary groups involve intense, intimate,
    enduring relations.
  • Secondary groups involve less personal and
    intense ties.
  • Reference groups are groups against which people
    measure their situation or conduct.

19
Polling Question
  • Which type of group is the most important to you?
  • Primary group
  • Secondary group

20
Four Criticisms Against Bureaucracies
  • Dehumanization
  • Bureaucratic ritualism
  • Oligarchy rule of the few
  • Bureaucratic inertia

21
Possible Dyadic Relationships by Number of People
in Group
22
Bureaucratic Structure
23
Network Structure
24
laissez-faire Leadership
  • The least effective,
  • Leader allows subordinates to work things out on
    their own, with almost no direction from above.
  • Works best when group members are highly
    experienced, trained, motivated, and educated and
    when trust and confidence in group members are
    high.

25
Authoritarian Leadership
  • Authoritarian leaders demand strict compliance
    from subordinates.
  • Most effective in a crisis such as a war or an
    emergency room.
  • May earn grudging respect for achieving the
    groups goals in the face of difficult
    circumstances.

26
Democratic Leadership
  • Offers more guidance than laissez-faire but less
    control than authoritarian.
  • Leaders try to include all group members in
    decision-making.
  • Except for crisis situations, democratic
    leadership is the most effective leadership style.

27
Quick Quiz
28
  • 1. Stanley Milgram's research, in which subjects
    used a "shock generator," showed that
  • people become hostile towards those who disagree
    with them.
  • the conclusions of Solomon Asch's research were
    incorrect.
  • when norms are put into writing, they are easier
    to enforce.
  • people are likely to follow the orders of
    authority figures.

29
Answer d
  • Stanley Milgram's research, in which subjects
    used a "shock generator," showed that people are
    likely to follow the orders of authority figures.

30
  • 2. Which of the following is NOT characteristic
    of a triad?
  • Intensity and intimacy are reduced.
  • Individuality is restricted.
  • Coalitions are possible.
  • Third-party mediation of conflict is possible.
  • No "free riders" are possible.

31
Answer e
  • The characteristic, No "free riders" are
    possible, is NOT characteristic of a triad.

32
  • 3. Which of the following statements is
    consistent with the findings of Solomon Asch's
    experiment in which subjects were asked to match
    lines?
  • Many people are willing to compromise their own
    judgment to avoid being seen as different.
  • Many people pick friends who tend to agree with
    them.
  • Ordinary people say things they know to be untrue
    to people in power.
  • All of these choices are correct.

33
Answer a
  • The statement
  • Many people are willing to compromise their own
    judgment to avoid being seen as different.
  • is consistent with the findings of Solomon
    Asch's experiment in which subjects were asked to
    match lines.

34
  • 4. Which of the following illustrate groupthink?
  • A group shares information and makes an effective
    recommendation.
  • A group leader makes a decision without
    consulting anyone, and the decision turns out to
    be a bad one.
  • A group seeks consensus, discouraging members
    from speaking freely, and making a poor policy
    recommendation.
  • None of these choices.

35
Answer c
  • The following illustrates groupthink
  • A group seeks consensus, discouraging members
    from speaking freely, and making a poor policy
    recommendation.

36
  • 5. The more levels in a bureaucratic structure
  • the more efficiently it operates.
  • the less likely is oligarchic rule to emerge.
  • the more difficult communication becomes.
  • the greater the number of dyadic relationships.
  • None of these choices.

37
Answer c
  • The more levels in a bureaucratic structure the
    more difficult communication becomes.
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