4: Groups and Organizations
- Page ID
- 2031
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 4.1: Prelude to Groups and Organizations
- This page examines a 2010 vandalism incident in Muncie, Indiana, involving three high school students and the influence of social groups on behavior. It highlights how group dynamics led to significant damage and felony charges for one student. The discussion ties to sociological themes, illustrating that individual actions are often shaped by group membership, echoing John Donne's idea of societal interconnectedness.
- 4.2: Social Groups
- This page explores social groups, highlighting their characteristics and roles in shaping identity and interaction. It distinguishes between primary and secondary groups, and details the dynamics of in-groups and out-groups, particularly in times of economic distress. The importance of social networks is emphasized, noting that weak ties can provide essential opportunities, while also discussing how social class, race, and gender impact access to these networks.
- 4.3: Group Dynamics and Behavior
- This page explores the complexities of group dynamics and their impact on individual behavior, highlighting the balance leaders must find between task achievement and member satisfaction. It discusses conformity's dual nature through key experiments, including those by Asch, Milgram, and Zimbardo, illustrating how peer pressure and authority can lead to extreme behaviors and groupthink.
- 4.4: Formal Organizations
- This page examines formal organizations, categorizing them as utilitarian, normative, and coercive. It emphasizes bureaucratic features like specialization and hierarchy, while noting disadvantages such as rigidity and oligarchy, influenced by Weber and Michels. Additionally, the page contrasts Japanese and American corporate cultures, highlighting Japan’s collective practices and their impact on gender dynamics.
- 4.5: Groups, Organizations, and Social Change
- This page examines the dual nature of groups and organizations in social change, serving as both agents of reform and barriers to progress. Historical examples, like civil rights and women's suffrage, illustrate their capacity for impact. The page also addresses whistle-blowing as a vital means for individuals to confront unethical practices within these entities, highlighting the courage needed to promote ethical standards in the pursuit of social good.
- 4.S: Groups and Organizations (Summary)
- This page discusses the importance of social groups in life, distinguishing between primary and secondary groups, as well as in-groups and out-groups. It explores leadership styles, noting differences between genders, and examines the impact of conformity on group behavior. Challenges faced by formal organizations, including bureaucracy and oligarchies, are highlighted, along with ongoing disparities in rank for women and minorities.