CH6 STRUCTURE Flashcards

1
Q

The emergent, consensual
standards that regulate group
members’ behaviors; social
standards

A

norms

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2
Q

4 types of norms

A
  1. prescriptive norms
  2. proscriptive norms
  3. descriptive norms
  4. injunctive norms
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3
Q

norms that define the
socially appropriate way to respond
in a social situation

A

prescriptive norms

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4
Q

norms that are prohibitions;
they define the types of actions that
should be avoided if at all possible

A

proscriptive norms

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5
Q

norms that describe what
people usually do, feel, or think in a
particular situation

A

descriptive norms

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6
Q

norms that are evaluative;
describe the sorts of behaviors that
people ought to perform

A

injunctive norms

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7
Q

Increase in the number of roles in a
group, accompanied by the gradual
decrease in the scope of these roles
as each one becomes more
narrowly defined and specialized.

A

role differentiation

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8
Q

3 types of roles

A
  1. task role
  2. relationship/socioemotional role
  3. individualistic role
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9
Q

roles that focus on the group’s
goals and on the members’ attempts
to support one another as they work.

A

task roles

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10
Q

roles that improve the nature and
quality of interpersonal relationships
among members

A

relationship/socioemotional roles

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11
Q

roles where members
emphasize their own needs over the
group’s needs.

A

individualistic roles

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12
Q

A pattern of change in the
relationship between an individual
and a group that begins when an
individual first considers joining the
group and ends when he or she
leaves it.

A

group socialization

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13
Q

5 types of members in group socialization

A
  1. prospective member
  2. new member
  3. full member
  4. marginal member
  5. ex member
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14
Q

a type of member prior to joining a group,
individuals may study the
group and the resources it
offers

A

prospective member

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15
Q

When this type of member choose to enter
(Entry), their commitment
increases and socialization
by the full members begin.

A

new member

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16
Q

a type of member when the socialization process
does not end when
individuals become full
fledged group members

A

full member

17
Q

the group may
force individuals to take on
roles that they do not find
rewarding. Individuals may
fail to meet a group’s
expectations.

A

divergence — marginal member

18
Q

the former
full member takes on the role
of a marginal member whose
future in the group is
uncertain.

A

resocualization — marginal member

19
Q

individual
once more becomes a full
member of the group;
However, these efforts can
fail.

A

convergence — marginal member

20
Q

4 types of role stress

A
  1. role ambiguity
  2. role conflict
  3. interrole conflict
  4. person-role conflict
21
Q

individual
once more becomes a full
member of the group;
However, these efforts can
fail.

A

role ambiguity

22
Q

Occupying several roles at
the same time, with the
requirements of each role
making demands on their
time and abilities.

A

role conflict

23
Q

Role takers discover that
behaviors associated with
one of their roles are
incompatible with those
associated with another of
their roles.

A

interrole conflict

24
Q

When role fit is low, people
do not feel that they can be
themselves in their roles.

A

person-role conflict

25
Q

the behaviors
associated with a particular
role are completely
congruent with the values,
attitudes, personality, needs,
or preferences of the person
who must enact the role.

A

role fit

26
Q

Connections among the members of
a group provide the basis for the
third component of group
structure—the network of
intermember relations

A

intermember relations

27
Q

gradual
rise of some group members to
positions of greater authority,
accompanied by decreases in the
authority exercised by other members

A

status differentiation

28
Q

patterns of
liking/disliking, acceptance/rejection,
and inclusion, exclusion among
members

A

attraction network

29
Q

Patterns of communication
among group members, like
other structural features of
groups are sometimes
deliberately set in place
when the group is organized

A

centrality effects

30
Q

from the
leaders down to the followers
of the group

A

downward-flowing information

31
Q

from the
subordinates up to the
superiors.

A

upward-flowing information