Sociology Chapter 5

Social Groups

Social Structure

• relatively stable patterns of behaviour

• repeated over generations

• makes interaction more understandable

Social Institutions

• organize social relations & meet basic needs

• ex. family, ed, economy

Elements of Social Structure: Social Status

= socially defined positions within society, have many at same time

• master status: status dominates al others (what we/others think most important)

Ascribed vs. Achieved Status

• ascribed: placed in at birth, cant easily change (ex. race/gender)

• achieved: places in social structure people achieve for self

(ascribed usually constrains achieved)

Elements of Social Structure: Social Roles

expectations about behaviour attached to particular social status

• role set: variety of roles we play (occupy diff roles)

Role Conflict & Strain

C: incompatible expectations arise when individual holds 2/more social positions 

S: difficulty when same social position imposes conflicting demands/expectations 

Elements of Social Structure: Groups

collection of people w something in common who believe what they have in common is significant

• similar norms/values/expectations

• interact on regular basis

• identify eo as part of group

Primary Groups

• sm/tightly knit & bound by very strong sense of belonging

• hard to exit

• ex. family/friends

Secondary Groups

• lrg/impersonal groups

• bound by shared goal/activity (not em ties)

• ex. companies

Ingroup vs. Outgroup

I: group you belong to/have sense of identity w (ex. culture)

O: groups you dont belong to, might feel competition/hostility, may have neg biases

Reference Groups

used as standards for evaluating your behaviour

• strongly influences your behaviour even tho you dont belong to

Voluntary vs. Involuntary Groups

• V: groups you belong to because you choose to join (ex. friend group)

• IV: groups where membership is assigned

Coalition

aligning of groups towards common goals

Elements of Social Structure: Social Networks

=network of individuals connected by interpersonal relationships

• strong/weak ties

• ex. friends/coworkers, etc.

Aggregate

set of individuals who happen to be in same place at same time

Category

• consists of one kind of person across time/space

• sets of people w similar characteristics (ex. race categories)

Instrumental vs. Expressive Leader

• I: focus on group goals, giving orders, making plans to achieve those goals

• E: looks to increase harmony/minimize conflict in group

Leadership Styles: Authoritarian

lead by giving orders & setting down rules which they expect group to follow

Leadership Styles: Democratic

lead by trying to reach consensus

• instead of issuing orders, consider all viewpoints to try/reach decision

Leadership Styles: Laissez-Faire

• extremely permissive

• mostly leave group to function on own

Milgram Experiment

• direct order: non compliance

• appeal to values: compliance

Groupthink

narrowing of thought in group, mems believe only one possible correct answer

Functionalism

• social systems have universal/self maintaining features→ help them survive & achieve goals

• people need to take on special roles to keep systems functioning

Durkheim: Mechanical Society

• simple/trad societies

• less division of labour (more self sufficient)

• similar activities/characteristics/beliefs (unified by similarities→ consensus)

• common rituals/routines

Durkheim: Organic Solidarity

• modern/complex societies

• greatest division of labour (interdependent)

• specialized tasks

• differences of perspective/religion/etc

• higher chance of anomie (confusion due to rapid changes in norms)

• unified by differences

Functionalism: 5 Major Tasks Society Must Complete

1. replace members (family, gov)

2. socialize members (family, ed, religion)

3. distribute resources (economic system, gov)

4. preserve order (legal institutions)

5. maintain members sense of purpose (religion, family)

Functionalism: Tonnies

ties holding social groups together

• gemeinschaft: past society, defined by shared past/communal networks (ex. family, religious institutions) 

• gesellschaft: present society, defined by market relations, business contracts, individuality, competition

Conflict Theory

• social institutions help maintain privileges of powerful individuals/groups within society

Interactionism

• people create/revitalize social structure daily

• goffman: all take part in social performance, present ideal versions of self

Feminism

social structures maintain/enforce power & privilege of some

• social structures remain gendered & disadvantage women 

Organizations & Formal Organizations

O: lrg groups w collective goal/purpose 

OF: planned groups that coordinate people/capital/tools through formalized roles/statuses/relationships to efficiently achieve specific goals

Formal Organizations: Utilitarian vs. Normative vs. Coercive

• U: join because you have something to gain (ex. school→ pay but get degree)

• N: join to achieve something worthwhile, not paid

• C: cant leave wo permission, must conform

Bureaucracy

formal org thrives in public & private sector

• hierarchy of departments

• involves formal rationality: efficiently administered formal rules/procedures

Max Webers Ideal Typical Model

aka ideal type

• tool used by societies

• scheme of categorization

• pure (basic) form (not perfect)→ involves simplification

• helps make phenomenon understandable for description/analysis

Weber: 6 Defining Traits of Ideal Bureaucracy

1. division of labour: everyone has specific job

2. hierarchy of authority: positions ranked, know who to report to

3. written rules/regs: rules clear/concise, offers employees clear standards for performance

4. written documents: extensive documentation to enforce rules

5. impersonality: carry out roles wo giving personal consideration to people as individuals

6. hiring/promotion based on tech merit: tech/ed qualifications

Problems with Bureaucracies

• inefficient (supposed to be efficient)

• goal displacement: rules become end in themselves

• bureaucratic personality: workers more concerned w following procedures than doing job properly