Groups and Organizations

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Groups and Organizations
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Dyads and Triads

• tendency for triads to segregate into a pair and
  an isolate,
• The isolate may be in a position of social
  advantage,
• potential initiating a coalition with either of
  the members of the dyad

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Primary and Secondary Groups

• primary group, or a group consisting of intimate,
  face-to-face interaction and relatively
  long-lasting relationships
• serve expressive or needs

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Primary and Secondary Groups

• Secondary groups are larger in membership, less
  intimate, and less long-lasting
• serve instrumental or task-oriented needs

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Reference Groups

• generalized versions of role models

• have both positive and negative effects

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In-Groups and Out-Groups

• In-group members are favored with liking and
  trust

• Out-group members are regarded with suspicion

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Attribution theory

• dispositional attributions
• are made about others under certain conditions,
• such as out-group membership

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Social Networks

• a set of links between individuals
• or between other social units

• One's family usually forms the first social
  network

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SUICIDE RATES
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Small World

• You are probably no more then six persons away
  from any other person in the United States.

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SOCIAL INFLUENCE

• The Bystander Intervention Problem
• The Asch Conformity Experiment
• The Milgram Obedience Studies

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Bystander Effect
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Groupthink,

• The tendency for group members to reach a
  consensus opinion, even if that decision is
  stupid.

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Risky Shift

• tendency for groups to weigh risk differently
  than individuals

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formal organization

• A large, secondary group,
• highly organized
• to accomplish complex tasks
• and to achieve goals in an efficient manner.

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Types of Organizations

• Normative Organizations
• Coercive Organizations
• total institutions
• Utilitarian Organizations

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Bureaucracy

• A formal organization characterized by an
  authority hierarchy,
• a clear division of labor,
• explicit rules, and
• impersonality.

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Problems of Bureaucracies

• Groupthink
• Rigid adherence to rules
• Alienation

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McDonaldization

• efficiency,
• calculability,
• predictability, and
• control.

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The Japanese Model

• Theory X based on a belief that workers do not
  care about the organization
• Theory Y people have a desire to work and be
  responsible the organization impedes this
• Theory Z values long-term employment,
  interpersonal trust, and close personal
  relationships