Chapter 5 Journal

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Essentials of Sociology: A Down-to-Earth Approach

TWELFTH EDITION

Chapter 5

Social Groups and Formal Organizations

Learning Objectives (1 of 3)

5.1 Discuss the main characteristics of primary groups, secondary groups, in-groups and out-groups, reference groups, and social networks

5.2 Summarize the characteristics of bureaucracies, their dysfunctions, and goal displacement; also contrast ideal and real bureaucracy

Learning Objectives (2 of 3)

5.3 Discuss humanizing the work setting, fads in corporate culture, the “hidden” corporate culture, and worker diversity

5.4 Summarize major issues in the technological control of workers

Learning Objectives (2 of 3)

5.5 Be familiar with the effects of group size on stability, intimacy, attitudes, and behavior; types and styles of leaders; the Asch experiment on peer pressure; the Milgram experiment on authority; and the implications of groupthink

LO 5.1 Groups within Society

Primary Groups

Secondary Groups

In-Groups and Out-Groups

Reference Groups

Social Networks

LO 5.2—Primary Groups (1 of 3)

Family and Friends

Produce a Mirror Within

LO 5.2—Primary Groups (2 of 3)

The outstanding trait that these three people have in common does not make them a group, but a category.

LO 5.2—Primary Groups (3 of 3)

Primary groups such as the family play a key role in the development of the self. As a small group, the family also serves as a buffer from the often-threatening larger group known as society. The family has been of primary significance in forming the basic orientations of this couple, as it will be for their son.

LO 5.1—Secondary Groups (1 of 4)

Larger, Formal, and Impersonal

May Transform into Primary Groups

LO 5.1—Secondary Groups (2 of 4)

Secondary groups are larger and more anonymous, formal, and impersonal than primary groups. Why are these cyclists lined up at the start of a race an example of a secondary group?

LO 5.1—Secondary Groups (3 of 4)

Aggregates are people who happen to be in the same place at the same time.

LO 5.1—Secondary Groups (4 of 4)

How our participation in social groups shapes our self-concept is a focus of symbolic interactionists. In this process, knowing who we are not is as significant as knowing who we are.

LO 5.1—In-Groups and Out-Groups

In-groups

We feel loyalty

Shape our perception of right and wrong

“Us”

Out-groups

We feel antagonism

“Them”

LO 5.1—Reference Groups (1 of 2)

Evaluate Ourselves

Family, Neighbors, Teachers, Classmates

LO 5.1—Reference Groups (2 of 2)

All of us have reference groups—the groups we use as standards to evaluate ourselves. How do you think the reference groups of these members of the KKK who are demonstrating in Jaspar, Texas, differ from those of the police officer who is protecting their right of free speech? Although the KKK and this police officer use different groups to evaluate their attitudes and behaviors, the process is the same.

LO 5.1—Social Networks (1 of 2)

Social Network

People Linked to One Another

Six Degrees of Separation

LO 5.1—Social Networks (2 of 2)

The smallest part of social networks is our friends and acquaintances, the people we hang out with and do things together. This part of our social networks overlaps with and forms a core part of our reference groups. From these two photos, can you see how the reference groups and social networks of these youths are not likely to lead them to the same social destination?

LO 5.2 Bureaucracies

The Characteristics of Bureaucracies

“Ideal” Versus “Real” Bureaucracy

Goal Displacement and the Perpetuation of Bureaucracies

Dysfunctions of Bureaucracies

LO 5.2—The Characteristics of Bureaucracies (1 of 2)

Separate levels, with assignments flowing downward and accountability flowing upward

A division of labor

Written rules

Written communications and records

Impersonality and replacability

LO 5.2—The Characteristics of Bureaucracies (2 of 2)

When people learn of opportunities, they share this information with their networks. Opportunities then flow to people whose characteristics are similar to theirs.

LO 5.2—Goal Displacement and the Perpetuation of Bureaucracies (1 of 3)

Bureaucracies may take on a life of their own

Goal displacement

Figure 5.1 The Typical Bureaucratic Structure of a Medium-Sized University

Source: By the author.

LO 5.2—Goal Displacement and the Perpetuation of Bureaucracies (2 of 3)

The March of Dimes was founded by President Franklin Roosevelt in the 1930s to fight polio. When a vaccine for polio was discovered in the 1950s, the organization did not declare victory and disband. Instead, its leaders kept the organization intact by creating new goals—first “fighting birth defects,” and now “stronger, healthier babies.” Sociologists use the term goal displacement to refer to this process of adopting new goals.

LO 5.2—Goal Displacement and the Perpetuation of Bureaucracies (3 of 3)

McDonald’s in Tel Aviv, Israel.

LO 5.2—Dysfunctions of Bureaucracies (1 of 3)

Red Tape

Lack of Communication Between Units

Bureaucratic Alienation

Resisting Alienation

The Alienated Bureaucrat

Bureaucratic Incompetence

Peter Principle

LO 5.2—Dysfunctions of Bureaucracies (2 of 3)

Technology has changed our lives fundamentally. The connection to each telephone call used to have to be made by hand. As in this 1939 photo from London, England, these connections were made by women. Long-distance calls, with their numerous hand-made connections, not only were slow, but also expensive. In 1927, a call from New York to London cost $25 a minute. In today’s money, this comes to $300 a minute!

LO 5.2—Dysfunctions of Bureaucracies (3 of 3)

How is this worker trying to avoid becoming a depersonalized unit in a bureaucratic-economic machine?

LO 5.3 Working for the Corporation

Self-Fulfilling Stereotypes in the “Hidden” Corporate Culture

Diversity in the Workplace

LO 5.3—Self-Fulfilling Stereotypes in the “Hidden” Corporate Culture (1 of 3)

Self-Fulfilling Stereotypes and Promotions

LO 5.3—Self-Fulfilling Stereotypes in the “Hidden” Corporate Culture (2 of 3)

Bureaucracies have their dysfunctions and can be slow and even stifling. Most, however, are highly functional in uniting people’s efforts toward reaching goals.

LO 5.3—Self-Fulfilling Stereotypes in the “Hidden” Corporate Culture (3 of 3)

The cultural and racial–ethnic diversity of today’s work force has led to the need for diversity training.

LO 5.4 Technology and the Control of Workers: Toward a Maximum-Security Society (1 of 2)

Technology allows bosses to monitor millions of workers

LO 5.4 Technology and the Control of Workers: Toward a Maximum-Security Society (2 of 2)

As part of our developing surveillance society, our government is accumulating images of faces. The goal is to have the faces of all citizens and residents in government computerized files so any person can be identified immediately by face recognition software, even if the individual is just one in a crowd of thousands.

LO 5.6 Group Dynamics (1 of 2)

Effects of Group Size on Stability and Intimacy

Effects of Group Size on Attitudes and Behavior

Leadership

The Power of Peer Pressure: The Asch Experiment

LO 5.6 Group Dynamics (2 of 2)

The Power of Authority: The Milgram Experiment

Global Consequences of Group Dynamics: Groupthink

LO 5.6—Effects of Group Size on Stability and Intimacy (1 of 2)

Dyad: Two People

Triad: Three People

Stability

Coalitions

More Group Members  More Stability

LO 5.6—Effects of Group Size on Stability and Intimacy (2 of 2)

Group size has a significant influence on how people interact. When a group changes from a dyad (two people) to a triad (three people), the relationships among the participants undergo a shift. How do you think the birth of this child affected the relationship between the mother and father?

Figure 5.2 The Effects of Group Size on Relationships

It is helpful for complex images (i.e., charts and graphs) to have descriptive text near the image (perhaps as a caption or in the Notes field). They would still require alt text.

LO 5.6—Effects of Group Size on Attitudes and Behavior

Increase in Size Increases Formality

Increase in Size Diffuses Responsibility

LO 5.6—Leadership

Types of Leaders

Instrumental

Expressive

Leadership Style

Authoritarian

Democratic

Laissez-faire

Through the Author’s Lens Helping a Stranger (1 of 5)

As I was walking in Vienna, a city of almost 2 million people, I heard a crashing noise behind me. I turned, and seeing that a man had fallen to the sidewalk, quickly snapped this picture. You can see strangers beginning to help the man. This photo was taken about three seconds after the man fell.

Through the Author’s Lens Helping a Stranger (2 of 5)

Two strangers are helping the man, with another two ready to pitch in. They have all stopped whatever they were doing to help a man they did not know.

Through the Author’s Lens Helping a Stranger (3 of 5)

The man is now on his feet, but still a bit shaky. The two who have helped him up are still expressing their concern, especially the young woman.

Through the Author’s Lens Helping a Stranger (4 of 5)

By this point, the police officer has noticed that I have been taking photos. You can see him coming toward me, his hand on whatever he is carrying at his hip, his shoulders back, glowering and ready for a confrontation. He asked, “What are you doing?” I said, “I am taking pictures” (as though he couldn’t see this). He asked, “Do you have to take pictures of this man?” I said, “Yes,” and hoping to defuse the situation, added, “I’m a sociologist, and I’m documenting how people help each other in Vienna.” He grunted and turned away. This photo really completes the series, as this individual was acting as the guardian of the community, placing a barrier of protection around the participants in this little drama.

Through the Author’s Lens Helping a Stranger (5 of 5)

Adolf Hitler, shown here in Nuremberg in 1938, was one of the most influential—and evil—persons of the twentieth century. Why did so many people follow Hitler? This question stimulated research by Stanley Milgram (discussed in the text on pages 165–166).

LO 5.6—The Power of Peer Pressure: The Asch Experiment

Conformity

Experiment in Which Respondents Often Conformed to a Group of Strangers

Figure 5.3 Asch’s Cards

The cards used by Solomon Asch in his classic experiment on group conformity

It is helpful for complex images (i.e., charts and graphs) to have descriptive text near the image (perhaps as a caption or in the Notes field). They would still require alt text.

LO 5.6—The Power of Authority: The Milgram Experiment (1 of 2)

Milgram found that participants would “hurt” strangers by following the authority of the scientist

In the 1960s, social psychologists did highly creative but controversial experiments. This photo, taken during Stanley Milgram’s experiment, should give you an idea of how convincing the experiment was to the “teacher.”

LO 5.6—The Power of Authority: The Milgram Experiment (2 of 2)

LO 5.6—Global Consequences of Group Dynamics: Groupthink

Groupthink

Collective Tunnel Vision