Sociology Ch 7

Front 1

Two or more people who identify with and interact with one another

Back 1

Social group

Front 2

Huge corporations and other bureaucracies that our society turns to

Back 2

Formal organizations

Front 3

A status in common, such as women, homeowners, soliers, millionaires, etc

Back 3

Category

Front 4

A small social group whose members share personal and lasting relationships

Back 4

Primary group

Front 5

A large and impersonal social group whose members pursue a specific goal or activity

Back 5

Secondary group

Front 6

Group leadership that focuses on the completion of tasks

Back 6

Instrumental leadership

Front 7

Group leadership that focuses on the group's well-being

Back 7

Expressive leadership

Front 8

This kind of leadership focuses on instrumental concerns, takes personal charge of decision making, and demands that group members obey orders

Back 8

Authoritarian leadership

Front 9

This kind of leadership is more expressive and makes a point of including everyone in the decision-making process

Back 9

Democratic leadership

Front 10

This kind of leadership allows the group to function more or less on its own

Back 10

Laissez-faire leadership

Front 11

The tendency of group members to conform, resulting in a narrow view of some issue

Back 11

Groupthink

Front 12

A social group that serves as a point of reference in making evaluations and decisions

Back 12

Reference group

Front 13

A social group toward which a member feels respect and loyalty

Back 13

In-group

Front 14

A social group toward which a person feels a sense of competition or opposition

Back 14

Out-group

Front 15

A social group with two members

Back 15

Dyad

Front 16

A social group with three members

Back 16

Triad

Front 17

A web of weak social ties

Back 17

Network

Front 18

Large secondary groups

Back 18

Formal organizations

Front 19

An organizational model rationally designed to perform tasks efficiently

Back 19

Bureaucracy

Front 20

Factors outside an organization that affect its operation

Back 20

Organizational environment

Front 21

A focus on rules and regulations to the point of undermining an organization's goals

Back 21

Bureaucratic ritualism

Front 22

The tendency of bureaucratic organizations to perpetuate themselves

Back 22

Bureaucratic inertia

Front 23

The rule of the many by the few

Back 23

Oligarchy

Front 24

The application of scientific principles to the operation of a business or other large organization

Back 24

Scientific management

Front 25

One that pays people for their efforts

Back 25

Utilitarian organization

Front 26

People join this not for income but to pursue some goal they think is morally worthwhile

Back 26

Normative organization

Front 27

These include community service groups, as well as political parties and religious organizations

Back 27

Voluntary associations

Front 28

What % of first-year college students in the US participated in volunteer activity?

Back 28

72%

Front 29

Membership in __ is involuntary. They join this organization as a form of punishment or treatment.

Back 29

Coercive organization

Front 30

What are the six key elements of the ideal bureaucratic organization?

Back 30

1. Specialization
2. Hierarchy of positions
3. Rules and regulations
4. Technical competence
5. Impersonality
6. Formal, written communications

Front 31

What are some factors that affect organizations?

Back 31

1. Technology
2. Economic
3. Political trends
4. Current events
5. Population patterns
6. Other organizations

Front 32

The failure of an organization to carry out the work that it exists to perform

Back 32

Bureaucratic inefficiency

Front 33

Scientific management involves three steps. What are they?

Back 33

1. Managers carefully observe the task performed by each worker, identifying all the operations involved and measuring the time needed for each.
2. Managers analyze their data, trying to discover ways for workers to perform each job more efficiently.
3. Management provides guidance and incentives for workers to do their jobs more quickly

Front 34

What % of non-Hispanic white men in the US held management jobs?

Back 34

54%

Front 35

What % did non-Hispanic white women hold managerial positions

Back 35

29%

Front 36

What are three examples of gender-linked patterns (the female advantage) apply to women?

Back 36

1. Women place greater value on communication skills than men and share information more than men do
2. Women are more flexible leaders who typically give their employees greater freedom
3. Compared to men, women tend to emphasize the interconnectedness of all organizational operations

Front 37

What are the three challenges formal organizations have to face?

Back 37

1. Race and gender
2. Japanese organizations
3. The changing nature of work

Front 38

What are the five differences that William Ouchi highlighted between formal organizations in Japan and those in the US?

Back 38

1. Japanese companies hired new workers in groups, giving everyone the same salary and responsibilities
2. Many Japanese companies hired workers for life, fostering a strong sense of loyalty
3. With the idea that employees would spend their entire careers there, many Japanese companies trained workers in all phases of their operations
4. Although Japanese corporate leaders took final responsibility for their organization's performance, they involved workers in "quality circles" to discuss decisions that affected them
5. Japanese companies played a large role in the lives of workers, providing home mortgages, sponsoring recreational activities, and scheduling social events

Front 39

What are several ways in which today's organizations differ from those of a century ago?

Back 39

1. Creative freedom
2. Competitive work teams
3. A flatter organization
4. Greater flexibility

Front 40

Less day-to-day supervision as long as they generate good results in the long run

Back 40

Creative freedom

Front 41

What are the four organizational principles of McDonaldization?

Back 41

1. Efficiency
2. Predictability
3. Uniformity
4. Control