Title: interactiongroups
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2A 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?
3PRIMARY GROUPS
- TRAITS
- SMALL
- PERSONAL
- LONGLASTING
- PRIMARY RELATIONSHIPS
- SECURITY
- ASSISTANCE OF ALL KINDS
- EMOTIONAL TO FINANCIAL
4LARGE, 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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6GROUP 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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8PRESSURES 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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11GROUPS 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
12SIZE 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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14IMPACT 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
15THREE 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
16FROM 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
17THE 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
18HUMANIZING 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
19A 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
20MUCH 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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