Lecture 7 Flashcards

1
Q

McDonalidsation of society

A

a process by which the principles of the fast-food industry come to be applied to more and more features of social life

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2
Q

social groups

A

a social group refers to two or more people who identify and interact with one another. While maintaining their individuality, the members of social groups also think of themselves as special ‘we’
- there are two ideal types of social groups, based on members’ level of genuine personal concern (primary and secondary groups)

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3
Q

primary groups

A

can be defined as small social groups whose members share personal and enduring relationships
- the members typically spend a lot of time together, display sincere concern, and feel as if they know each other well
- although not without periodic conflict, members of primary groups display sincere concern for each other’s welfare
- this is the world of family and friends
- people in the same group display a personal orientation
- this personal orientation means that members of a primary group view each other as unique and irreplaceable

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4
Q

secondary groups

A

are large and impersonal social groups whose members pursue a specific interest or activity
- they usually involve weak emotional ties and little personal knowledge of one another, which allows for the group to have more members
- people in the same group display a goal orientation
- the goal orientation of secondary groups encourages individuals to craft their behavior carefully
- in these roles, we remain characteristically impersonal and polite
- ‘scorekeeping’ is more common

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5
Q

social cohesion

A
  • affective bonds
  • economic bonds
  • institutional bonds
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6
Q

affective bonds

A

kinship, marriage, family, friendship, and composition of household
- it is marked by development (openness of society, decrease of taboos, more opportunities, and individualization)

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7
Q

economic bonds

A

exchange of goods, means of production, and labor
- developments include advancing the division of labor and the aging workforce

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8
Q

institutional bonds

A

political parties, labor unions, associations

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9
Q

the structural-functionalist perspective

A

states that family has four functions:
- socialization
- regulation of sexual activities
- social positioning
- material and emotional certainty

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10
Q

the conflict perspective

A

states that family functions as a means of inheritance (resulting from patriarchy), race, and ethnicity

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11
Q

group conformity

A

the idea that you change your behavior to conform to expectations from a group and avoid the discomfort of being different from others

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12
Q

reference group

A

a social group that serves as a point of reference in making evaluations or decisions, which often is used to assess our own attitudes or behavior
- you create the idea of ‘ingroup’ and ‘outgroup’
- we use specific social groups as standards in developing individual attitudes
- whatever our situation in absolute terms, then, we assess our well-being subjectively, relative to some specific reference group

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13
Q

group size

A

plays a crucial role in how group members interact and is important for the stability of the group
- this has to do with the number of people in a social group, and the number of relationships among them
- a group divides once there are too many apparent relationships

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14
Q

social diversity

A

bigger groups are focused more internally, while heterogenous groups are focused more externally
- social unity stimulates interaction, and physical boundaries may emphasize social boundaries

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15
Q

Asch’s classic research

A

shows a willingness to compromise judgment to avoid the discomfort of being different from others

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16
Q

Milgram’s classic research

A

shows that people are likely to follow the directions of authority figures and shows the workings of group pressure

17
Q

Zimbardo’s research

A

shows that normal people will do terrible things to other people if the situation demands it, and that people are quick to take on assigned roles

18
Q

Stouffer’s classic research

A

on reference group dynamics; shows that we do not make judgments about ourselves in isolation, nor do we compare ourselves with just anyone
- we use specific social groups as standards for developing individual attitudes
- whatever our situation in absolute terms may be, we assess our well-being subjectively, relative to some specific reference group

19
Q

dyad

A

a social group with two members, relationship is typically more intense than in larger groups; characteristic instability (both members must actively sustain the relationship)

20
Q

triad

A

a social group with three members
- this creates three relationships and is more stable because if one relationship were to be strained, there is a third person to act as a mediator

21
Q

social diversity

A

affects group dynamics, especially the likelihood that members will interact with someone from another group
- 4 ways of effects:
- large groups turn inward
- heterogenous group turn outwards
- social parity promotes contact
- physical boundaries foster social boundaries

22
Q

large groups turn inward

A

the larger the group, the more likely its members are to maintain relationships exclusively among themselves

23
Q

heterogenous groups turn outwards

A

the more internally heterogeneous a group is, the more likely its members are to interact with members of other groups

24
Q

social parity promotes contact

A

an environment in which all groups have roughly equal standing encourages people of all social backgrounds to mingle and form social ties

25
physical boundaries foster social boundaries
physical space affects the chances of contact among groups
26
formal organizations/bureacracies
large, secondary groups that are organized to achieve their goals efficiently (such as national governments and private corporations) - their greater size renders social relationships less personal and operate to accomplish complex jobs rather than to meet personal needs
27
types of formal organizations
utilitarian organization - an organization that provides material rewards for its members, everyone who works to make a living (by earning income) is considered a member normative organization - voluntary associations in which membership is not because of income but for pursuing goals you consider morally worthwhile, such as community service groups, political parties, etc. coercive organizations - aare distinguished by involuntary membership, i.e., people being forced to join them as punishment - prisons or as treatment - psychiatric hospitals - these organizations have physical features such as locked doors, barred windows, and security personnel
28
total institutions
settings in which people are isolated from the rest of society and manipulated by an administrative staff - they are a specific form of bureaucracy - Goffman suggested that total institutions share the following characteristics: * staff members supervise all spheres of daily life * a rigid system provides inmates with standardization of daily activities * and formal rules and daily schedules dictate daily routines
29
bureacracy
an organizational model rationally designed to perform complex tasks efficiently - Weber identified six key elements of the ideal bureaucratic organization: - specialization - hierarchy of offices - rules and regulations - technical competence - impersonality - formal, written communciation
30
specialization
assigning highly specialized duties to individuals
31
hierarchy of offices
bureaucracies arrange personnel in a vertical hierarchy of offices - each person is supervised by someone "higher" in the hierarchy
32
rules and regulations
operations are guided by rationally enacted rules and regulations
33
technical competence
technical competence is required to carry out official duties and to monitor the performance of staff members
34
impersonality
rules take precedence over personal whim - impersonality encourages uniform treatment for each client and worker: "faceless bureaucrat"
35
formal, written communication
reliance on formally written memos and reports that accumulate into files - these files guide the subsequent operation of an organization
36
informal side to bureaucracy
- informality helps to meet a legitimate need overlooked by formal regulations, and may help cut corners - power usually depends on personality, rather than offices (as formal bureaucracy suggests) - power is a product of authoritarian, democratic, and laissez-faire types of leadership and personality - in the 'real world' of organizations, leaders and their cronies sometimes seek to benefit personally through the abuse of organizational power - leaders take credit for the efforts of their subordinates - individuals cultivate informal networks that spread information much faster (this is particularly important among subordinates who modify or ignore rigid bureaucratic structures)