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interactiongroups

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A GROUP IS DEFINED AS (1) TWO OR MORE PEOPLE, (2) WHO INDENTIFY, AND (3) ... BUREAUCRATIC RITUALISM. FOLLOWING THE ORGANIZATION'S RULES BECOMES A PRIMARY CONCERN ... – PowerPoint PPT presentation

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Title: interactiongroups


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A GROUP IS DEFINED AS (1) TWO OR MORE PEOPLE, (2)
WHO INDENTIFY, AND (3) INTERACT WITH ONE ANOTHER
  • CATEGORY
  • PEOPLE WITH COMMON STATUS
  • AGGREGATE
  • PEOPLE IN THE SAME PLACE
  • CROWD
  • TEMPORARY CLUSTER OF PEOPLE

WHAT PARTS OF YOUR LIFE ARE NOT INFLUENCED BY A
GROUP?
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PRIMARY GROUPS
  • TRAITS
  • SMALL
  • PERSONAL
  • LONGLASTING
  • PRIMARY RELATIONSHIPS
  • SECURITY
  • ASSISTANCE OF ALL KINDS
  • EMOTIONAL TO FINANCIAL

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LARGE, IMPERSONAL SOCIAL GROUPWHOSE MEMBERS
PURSUE SOME GOAL
  • TRAITS
  • LARGE MEMBERSHIP
  • IMPERSONAL
  • TEMPORAL
  • SECONDARY RELATIONSHIPS
  • WEAK EMOTIONAL TIES BETWEEN PERSONS
  • IMPORTANCE TO ADULT CAREERS
  • NETWORKING

OK, NOW WHO RECALLS WHAT OUR GOALS ARE?
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GROUP LEADERSHIP
SORRY, BUT GIVEN THE TIME CONSTRAINTS, I DONT
HAVE THE TIME OR THE DESIRE TO DEBATE THESE
ISSUES. ITS MY CALL!
  • TWO ROLES
  • INSTRUMENTAL
  • TASK ORIENTED
  • EXPRESSIVE
  • PEOPLE ORIENTED
  • THREE STYLES
  • DEMOCRATIC
  • MEMBER INVOLVEMENT
  • LAISSEZ-FAIRE
  • MAINLY LET GROUP FUNCTION ON ITS OWN
  • AUTHORITARIAN
  • DICTATE SPECIFICS TO GROUP MEMBERSHIP

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PRESSURES TO CONFORM TO GROUP DESIRES
  • ASCHS RESEARCH
  • COMPROMISING OUR OWN JUDGMENTS
  • MILGRAMS RESEARCH
  • FOLLOWING GROUP ORDERS
  • JANIS RESEARCH
  • NEGATIVE SIDE OF GROUPTHINK
  • LACK OF OBJECTIVITY

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GROUPS PERFORM VARIOUS FUNCTIONS FOR PEOPLE
  • REFERENCE GROUPS
  • GROUPS ACT AS YARDSTICKS FROM WHICH TO EVALUATE
    ONESELF
  • HOW YOUR FAMILY AND FRIENDS MAY REACT TO YOU IF
    YOU TAKE PART IN SPECIFIC BEHAVIORS
  • INTERRACIAL DATING AND MARRIAGE
  • MOVING AWAY TO TAKE NEW JOB
  • INGROUPS AND OUTGROUPS
  • SHOWING LOYALTY AND OPPOSITION
  • DEVELOPING ETHNOCENTRIC ATTITUDES

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SIZE COUNTS!
IN MY CASE, SIZE IS BEGINNING TO BE AN
IMPORTANT FACTOR!
  • THE DYADIC RELATIONSHIP
  • A TWO-PERSON GROUP
  • VERY INTIMATE, BUT UNSTABLE GIVEN ITS SIZE
  • THE TRIADIC RELATIONSHIP
  • A THREE-PERSON GROUP
  • MORE STABLE THAN A DYAD AND MORE TYPES OF
    INTERACTION IS POSSIBLE
  • A TWO-MEMBER COALITION MAY FORM TO PRESSURE THE
    THIRD GROUP MEMBER
  • SIZE AND PURPOSE
  • GROUP SIZE IS VERY IMPORTANT WHEN CONSIDERING THE
    PURPOSE OF THE GROUP
  • GREATER ACCMOPLISHMENT AND TASK SATISFACTION FROM
    A LARGER GROUP
  • SMALLER GROUPS ADD TO EMOTIONAL SUPPORT AND
    INTENSITY

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IMPACT OF GROUP DIVERSITY
DIVERSITY OF A GROUP IMPACTS UPON THE MEMBERS IN
FOUR WAYS
  • LARGE GROUPS TURN INWARD
  • THE SMALLER THE GROUP, THE GREATER THE LIKELIHOOD
    THAT MEMBERS WILL NEED TO REACH BEYOND THE
    IMMEDIATE GROUP
  • HETEROGENEOUS GROUPS TURN OUTWARD
  • SUCH INTRAGROUP CONTACT PROMOTES DIVERSE
    INTERGROUP CONTACT ASSOCIATIONS
  • SOCIAL PARITY PROMOTES CONTACT
  • IF GROUPS ARE EQUAL IN STANDING, THEN MEMBERS OF
    ALL BACKGROUNDS ARE MORE LIKELY TO ASSOCIATE WITH
    EACH OTHER
  • PHYSICAL BOUNDARIES PROMOTE SOCIAL BOUNDARIES
  • IF SEGREGATION OF GROUPS TAKES PLACE, THE
    CHANCES FOR CONTACT ARE LIMITED

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THREE TYPES OF FORMAL ORGANIZATIONS
  • UTILITARIAN
  • MATERIAL REWARDS FOR MEMBERS
  • MIN-MAX THEORY
  • NORMATIVE
  • VOLUNTARY ORGANIZATIONS
  • TIES TO PERSONAL MORALITY
  • COERCIVE
  • PUNISHMENT OR TREATMENT
  • TOTAL INSTITUTIONS

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FROM AN IDEAL STANDPOINT, THE FOLLOWING ARE
TRAITS FOUND WITHIN A BUREAUCRACY
AN ORGANIZATIONAL MODEL RATIONALLY DESIGNED
TO PERFORM COMPLEX TASKS EFFICIENTLY
  • SPECIALIZATION OF DUTIES
  • HIERARCHY OF OFFICES
  • RULES AND REGULATIONS
  • TECHNICAL COMPETENCE
  • IMPERSONALITY
  • FORMAL, WRITTEN COMMUNICATIONS

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THE PROBLEMS WITH BUREAUCRACIESWHILE THEY ARE
EFFICIENT AND RATIONAL IN THEIR APPROACH TO
HANDLING BUSINESS, THIS FORM OF ORGANIZATION
COMES WITH ITS PROBLEMS
  • BUREAUCRATIC ALIENATION
  • POTENTIAL TO DEHUMANIZE INDIVIDUALS
  • BUREAUCRATIC RITUALISM
  • FOLLOWING THE ORGANIZATIONS RULES BECOMES A
    PRIMARY CONCERN
  • BUREAUCRATIC INERTIA
  • PERPETUATION OF THE ORGANIZATION
  • OLIGARCHY
  • CONTROL AND CENTRALIZED POWER
  • PARKINSONS LAW
  • JOBS TAKE AS MUCH TIME AS ALLOWED
  • PETER PRINCIPLE
  • RISING TO ONES LEVEL OF INCOMPETENCE

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HUMANIZING BUREAUCRACY
CERTAIN THINGS CAN BE DONE WITHIN A BUREAUCRATIC
ORGANIZATION TO MAKE THEM MORE PERSON-ORIENTED
  • PROMOTE SOCIAL INCLUSIVENESS
  • DONT LET RACE, SEX, OR ETHNICITY MAKE PEOPLE
    FEEL AS IF THEY DONT BELONG
  • SHARE RESPONSIBILITY
  • PROMOTE TEAM EFFORTS AND REWARD INDIVIDUAL
    THINKING AND INITIATIVE
  • EXPAND OPPORTUNITIES FOR ADVANCEMENT
  • ALL PERSONS SHOULD BE MADE TO FEEL THAT NEW IDEAS
    AND APPROACHES ARE GOOD THINGS AND NEED TO BE
    REWARDED

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A RANGE OF FACTORS EXTERNAL TO AN ORGANIZATION
THAT AFFECTS ITS OPERATION
  • TECHNOLOGY
  • ORGANIZATIONS ARE SHAPED BY HIGH-TECH MACHINES
  • POLITICAL AND ECONOMIC TRENDS
  • ITS A GLOBAL CORPORATE GAME THESE DAYS
  • POPULATION PATTERNS
  • WORKFORCE NUMBERS ARE BEING SQUEEZED WHILE DEMAND
    RISES
  • OTHER ORGANZIATIONS
  • ORGANIZATIONS NEED TO BE AWARE OF OTHER
    ORGANIZATIONS AND WHAT THEY OFFER NEW SHARING
    AGREEMENTS OR CONTRACTS ARE OFTEN USED
  • BOTTOMLINE
  • NO ORGANIZATION OPERATES IN A SOCIAL VACUUM

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MUCH OF SOCIETY IS STARTING TO RESEMBLE THESE
BASIC PRINCIPLES
  • EFFICIENCY
  • DO IT QUICKLY
  • CALCULABILITY
  • DO IT ACCORDING TO PLAN
  • UNIFORMITY
  • LEAVE NOTHING TO CHANCE
  • CONTROL THROUGH AUTOMATION
  • HUMANS ARE MOST UNRELIABLE FACTOR

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