3 outcomes of socialization
- knowledge and skills
- norms and values
- develop self and personality
Areas of differing socialization
- agents of socialization differ
- More than listed agents
- Social location (demographics)
- Generation cohort
- Interaction with agents
- Nature vs Nurture
Freud’s ideas
Personality, Nature
1. Basic drives
2. 3 parts of the personality
-Id
-Superego
-Ego
Mead’s ideas
Self, Nurture
1. 2 Parts of the self
-“i”
-“me”
2. 3 stages of socialization
- Preparatory stage
- Play stage
- Game Stage
Social enhancement hypothesis
Goffman on Social Media Socialization
Those who are popular offline further increase their popularity through online networking
Social compensation hypothesis
Goffman on Social Media Socialization
Social network users try to increase their popularity online to compensate for inadequate popularity offline
Aligning actions
Things you do or say to shape people’s definition of reality. Largely verbal efforts to create an “alignment” between the substance of social interaction, the self-conceptions of those involved, and the culture they share.
Motive talk, Disclaimer, Accounts, Excuses, Justifications, Apology
Status
A social position that a person holds
Ascribed vs achieved status
Ascribed: a social position that a person receives or takes on involuntarily
Achieved: a social position that a person assumes voluntarily, reflects ability and effort
Master status
A status that has special importance for social identity. Shapes a person’s entire life
(ex. disability)
Role
a behavior expected of someone who holds a particular status
Role conflict and role strain
Conflict: the situation that occurs when incompatible expectations arise from two or more statuses held by the same person (multiple)
Strain: the difficulty that arises when the same status imposes conflicting demands and expectations (single)
Goode’s strategies to reduce role strain
- Compartmentalization
- Delegation
- Elimination
- Extension
- Establish barriers
Social construction of reality
the process by which individuals creatively build reality through social interaction
Definition of the situation
a person’s perception of what is occurring, our picture of reality
Thomas theorem
Individuals interpretations of a situation will shape their behavior regardless of what the objective reality is
Situations that are defined as real are real in their consequences
Category vs aggregate vs crowd
Category: people who have some status in common (like college student)
Aggregate: a number of people who are in the same place at the same time
Crowd: a loosely formed collection of people
Characteristics of primary groups
- A small social group whose members share personal and lasting relationships. Families, roommates, friend groups, etc.
- A group characterized by intimate, face-to-face association and cooperation
Characteristics of secondary groups
- A large and impersonal social group whose members pursue a specific goal or activity.
- Characterized by formal, impersonal associations in which there is little social intimacy or mutual understanding
Leadership types
- Instrumental leaders: group leaders who emphasize the completion of tasks
- Expressive leaders: group leaders who emphasize collective well-being
- Transactional leaders: leaders who are concerned with accomplishing the group’s tasks, getting group members to do their job, and making sure that the group achieves its goals.
- Transformational leaders: leaders who are able to instill in the members of a group a sense of mission or higher purpose, thereby changing the nature of the group itself.
6 types of power
- Reward power
- Coercive power
- Legitimate power
- Expert power
- Referent power
- Information power
3 types of formal organizations
- Normative (voluntary): pursue goals that their members consider morally worthwhile, offering personal satisfaction, perhaps social prestige, but NO monetary reward
- Coercive: Enroll members involuntarily and subject them to punishment: total institutions.
- Utilitarian: pursue income, profit, and wages.
Tokufo: 3 types of voluntary organization
- Instrumental: attain goals external to the organization
- Expressive: concerned with the internal life and emotions of the members
- Mixed: combine instrumental and expressive concerns
Leadership styles
- Authoritarian: focus on instrumental concerns, make decisions on their own, and demand strict compliance from subordinates.
— Useful in emergencies or straightforward tasks (like stacking hay bales or a battle) - Democratic: more expressive, include others in decisions
— Useful in complex situations (like running a university) - Laissez-Faire: leaders downplay position and power allowing the group to function on its own
