asch s experiment
Skip this Video
Download Presentation
Asch\'s experiment

Loading in 2 Seconds...

play fullscreen
1 / 23

Asch's experiment - PowerPoint PPT Presentation

  • Uploaded on

Asch\'s experiment. Smartest Guys in the Room -- Groupthink. Bureaucracy --- Necessary Evil. Organizations (collectives purposely constructed) that are formal . Ronald “Mc…who”?. Formal Organizations Make up Social structure. Normative (service, charitable organizations) Coercive (prisons)

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about ' Asch's experiment' - aminia

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
formal organizations make up social structure
Formal Organizations Make up Social structure
  • Normative (service, charitable organizations)
  • Coercive (prisons)
  • Utilitarian (corporations)

Offices, Vertical official functions

  • Authoritarian Structure:
  • a hierarchy of unequal positions
  • Specialized division of labor
  • Everything in writing
  • Structure based on legal-rational authority
Functions like
  • McDonaldization the intent is to meet specific goals with the most efficiency, predictability, control through technology, quantity over qauality, calculation
  • Bureaucracies perpetuate differences in “Life Chances”


weber worried about the over rationalization of society iron cage
Weber worried about the over rationalization of society “iron cage”
  • But he missed some things…
  • the dysfunctions that come with “Bounded rationality”
  • Not all organization members are rational.
Alienating (powerless)
  • Trained incapacity – blind adherence
  • Red tape
  • Catch 22
  • Knowledge at the lower ranks

“Whoa... I think the boss doesn’t like you!”


Leads to Whyte’s “Organization Man” – or bureaucratic personality

a person whose life is controlled by organization “cheerful robots”

bureaucracy dysfunctions
Bureaucracy dysfunctions….
  • Goal conflicts:
  • (units conflict with organizational goals or infighting occurs)
  • Goal Displacement:
  • (lose sight of original goals and sometimes those in power start to manipulate the organization “oligarchy”
Parkinson’s Law:
  • work expands to fill time
Peter Principle:
  • promoted beyond competence – some excel but many do less than their job description
  • Leave no trace – oral communication to keep secrets

“What do I need to do to have promotion written all over me”

today s bureaucracies are more diverse that weber considered but
Today’s Bureaucracies are more diverse that Weber considered but…..
  • Gendered Organizations persist….
  • Perpetuates inequalities

“visible display” means more pressure, more stress but does not equal authority

  • “Glass Ceiling” exists where advancement can be seen but not accessible. Justified by “unique” positions –
  • Glass escalator – men in traditionally female occupations
Women represent more than half of professional positions in the United States
  • •Women hold 18 percent of all Fortune 500 board seats and 17 percent of Fortune 100 companies
  • • Make up less than 4 percent Fortune 500 CEOs at only 18
  • “Double Pane glass ceiling” for women executives – especially in relation to global companies
Outsourcing – transfer of activities from one organization in exchange for money.
  • Offshore outsourcing - India, Phillapines call centers
  • 1989 – U.S. spent between $9 – $12 Billion
  • 2008 – U.S. spent $55 billion
  • Much military spending was outsourced – Blackwater (Xe) and Halliburton (KBR)
gender and race
Gender and Race
  • Schwartz argues
  • “Mommy Tracks” encourage lowered aspirations and satisfaction with less
  • Leads to decreased advancement
  • Because men have not been allowed to have “Daddy Tracks”
  • Today in place but hard for men to access
  • Feagin argues entry does not equal integration for minorities
  • Best explained by social networks, lack of mentors
class differences
Class differences
  • Dual Labor Market
  • Middle and Upper classes more likely to work in industries with higher wages, more job security
  • Poor and Working classes more likely to work in industries with lower wages, less job security, fewer opportunities to advance
bureaucracies have an informal side
Bureaucracies have an informal side
  • Day to day interactions
  • Work Cultures arise
  • Subcultures develop when people try to humanize an impersonal organization.
  • The informal culture can become exclusionary.
  • Hawthorne Effect
  • e.g. “Chislers”, “Squealers”, “Rate Busters”
traditional views
Traditional views
  • Assume people are lazy
  • Informal networks should be controlled
  • e.g., locking doors at chicken plant, monitoring e-mails, videotaping stockrooms
human relation views
Human relation views
  • If you assume traditional view, you’ll get resistance
  • Informal networks should be nurtured
  • Let workers determine organizational efficiency – this oils the wheels and provide intrinsic motivation