Social interaction among human beings is necessary
to the transmission of culture and the survival of
every society. This chapter examines the social behavior
of groups, formal organizations, and voluntary
associations.
When we find ourselves identifying closely with
a group, it is probably a primary group. A secondary
group is more formal and impersonal.
People tend to see the world in terms of in-groups and out-groups, a perception often fostered
by the very groups to which they belong.
Reference groups set and enforce standards of
conduct and perform a comparison function for
people's evaluations of themselves and others.
Interactionist researchers have revealed that
there are distinct and predictable processes at
work in the functioning of small groups. The
simplest group is a dyad, composed of two members.
Triads and larger groups increase ways of
interacting and allow for coalitions to form.
As societies have become more complex, large
formal organizations have become more powerful
and pervasive.
Max Weber argued that, in its ideal form, every
bureaucracy shares five basic characteristics:
division of labor, hierarchical authority, written
rules and regulations, impersonality, and employment
based on technical qualifications.
Bureaucracy can be understood as a process
and as a matter of degree; thus, an organization
is more or less bureaucratic than other
organizations.
When leaders of an organization build up their
power, it can lead to oligarchy (rule by a few).
The informal structure of an organization can
undermine and redefine official bureaucratic
policies.
People belong to voluntary associations for a
variety of purposes--for example, to share in
joint activities or to get help with personal
problems.
Technology has transformed workplace organizations
through telecommuting and electronic
communication.
Labor unions are on the decline because of
major shifts in the economy.
