Many sociologists & leaders recognize the imp of orgs
Who's Who in Orgl Analysis?
Many sociologists & leaders recognize the importance of orgs
Sociologists & Orgs:
Classical

Micro macro problem
Structure:  the macro ordering of micro processes
Durkheim & Marx had little orgl theory         Both had micro & macro theory
Durkheim:  ritual density model on micro level        Div of labor model at macro
Marx:  alienation of species being as micro- problem
Political  economy as macro
Both could not connect this, hence problems of

Researcher tells two students one is to be the Assist & one the Subject
Assist is to administer shocks to the Subject
No real shocks
Some Assistants shocked the Subject into unconsciousness

Simply spending time w/ another,  /\ likelihood you will stand by them
True for guard/prisoner relations, etc.

Groups that are cohesive, conform
But groups that conform, are not necessarily cohesive

Factors that cause cohesiveness, generally cause conformity
However, the coercive factors demonstrated above generally do not cause cohesion

Nations,   Major Corporations,   Governments,   Governmental Agencies 

The systems in govt that maintain democracy include the separation of powers, checks & balances, the free press, fundamental rights (i.e., the Bill of Rights), two thirds majority to change the system, the vote

Joined Midvale Steel Works in Philly in 1878 as a worker.  After his apprenticeship at the hydraulic works plant, he became a common laborer at the Midvale Steel Company. He started as shop clerk & quickly progressed to machinist, foreman, maintenance foreman, & chief draftsman. W/in six years he advanced to research director, then chief engineer. While working there he introduced piece work in the factory. His goal was to find the most efficient way to perform specific tasks. He closely watched how work was done & would then measure the quantity produced (Kanigel 44). Left in 1890 as chief engineer. 

Taylor became an independent consulting engineer, focusing on efficiency.  His most important client became Bethlehem Iron Company.  In his last years Frederick felt misunderstood by quick fix managers & zealous unionists, & wronged by consultant imitators. His energy was sapped by the constant attention he paid to his wife's severe illnesses. While on a speaking tour in the Midwest, in 1915, he contracted influenza. He was admitted to a hospital in Philadelphia & celebrated his fifty ninth birthday there. He died the next day.

Taylor, Frederich W.  The Principles of Scientific Management.  1911.  NY:  Harper & Row. 

William G. Ouchi (born 1943) is an American professor and author in the field of business management.  Bill Ouchi was born and raised in Honolulu, Hawaii. He earned a B.A. from Williams College (1965), and a Ph.D. in Business Administration from the University of Chicago. He has been a faculty member of the Anderson School of Management at University of California, Los Angeles for many years.  Ouchi first came to prominence for his studies of the differences between Japanese and American companies and management styles

Theory Z: How American Management Can Meet the Japanese Challenge
The M Form Society: How American Teamwork Can Recapture the Competitive Edge

Men are more capable, worth more, etc.

1970   ATT   $ 52 mm to 3,600 females
1973   US Steel   $ 31 mm to 61,000 females & minorities
1978   GE   $ 29 mm to females
1980   Ford   $ 23 mm to minorities
1996   Texaco agrees to pay  $ 1.5 bb for discrimination

Women miss more work to care for family
Women have babies:  interrupted career track
Women take principle responsibility for home duties      (see Gender & the Family      Link )
But these are societal assumptions:
Despite competing expectation, the reality is that Women devote more time to work than men