[4] Groups within Society (Henslin)

• Primary Groups

  • “By primary groups I mean those characterized by intimate face-to-face association and cooperation. They are primary in several senses, but chiefly in that they are fundamental in forming the social nature and ideals of the individual.”
  • Producing a Mirror Within - Because of how intimate primary groups are, their influence over us becomes the mirror within. We act as a reflection of what they look for in us.
• Secondary Groups

  • “secondary groups are larger, more anonymous, and more formal and impersonal.”
  • they often fail to satisfy our deep needs for intimate association.
  • Voluntary Associations = a group made up of volunteers who organize on the basis of some mutual interest
  • The Inner Circle and the “Iron Law” of Oligarchy = a significant aspect of a voluntary association is that its key members, its inner circle, often grow distant from the regular members.
• In-Groups and Out-Groups

  Implications for a Socially Diverse Society: Shaping Perception and Morality - dividing the world into a “we” and “them” also leads to discrimination, hatred, and, as we saw in our opening vignette, even murder.
• Reference Groups

  • Evaluating Ourselves - the groups we refer to when we evaluate ourselves are called reference groups.
• • Social Networks people who are linked to one another (family, friends, acquaintances, people at work and school, and even “friends of friends.”)
• The Characteristics of Bureaucracies

  1. Hierarchy
  2. Division of Labor
  3. Written Rules
  4. Written Communications and Records
  5. Impersonality and Replaceability
• Hierarchy: There are separate levels with responsibilities flowing downward and accountability upward.
• Division of Labor: Each worker has specific tasks, and coordination ensures the organization's purpose is achieved.
• Written Rules: Bureaucracies emphasize written procedures, with rules covering various situations.
• Written Communications and Records: Extensive record-keeping and communication through written reports are common.
• Impersonality and Replaceability: The focus is on the office rather than the individual, and workers are seen as replaceable units within the organization.
• Goal Displacement and the Perpetuation of Bureaucracies

  • In a process called goal displacement, even after an organization achieves its goal and no longer has a reason to continue, continue it does.
• Dysfunctions of Bureaucracies

  • Red Tape: A Rule Is a Rule - Bureaucracies can be so bound by rules that the results defy logic.
  • Bureaucratic Alienation - term for workers’ lack of connection to the product of their labor; caused by workers being assigned repetitive tasks on a small part of a product— this leads to a sense of powerlessness and normlessness.
  • Resisting Alienation - workers want to feel valued and to have a sense of control over their work, they resist alienation. A major form of that resistance is forming primary groups at work
• • Self-Fulfilling Stereotypes and Promotions - These dynamics create self-fulfilling stereotypes within the corporate culture, where those who match the leadership's expectations succeed while others are marginalized. This hidden aspect of corporate culture influences the opportunities and outcomes for employees, reinforcing existing stereotypes and expectations.
• Diversity in the Workplace

  • With such extensive diversity, the stereotypes in the hidden corporate culture will give way, although only grudgingly
• Group Dynamics

  • This term refers to how groups influence us and how we influence groups.
• Types of Leaders

  • instrumental leader - (or task-oriented leader), tries to keep the group moving toward its goals.
  • expressive leader - (or socioemotional leader), in contrast, usually is not recognized as a leader, but he or she certainly is one.
• Leadership Styles

  • authoritarian leader, one who gives orders
  • democratic leader, one who tries to gain consensus
  • laissez-faire leader, one who is highly permissive (means “allow to do”)