The Work Group and its Vicissitudes in Social and Industrial Psychology

Abstract

At various times the small group in the work place has been seen as either the organization's means of controlling workers or a response to increasing power and demands. This article analyzes shifts in social science research and theory on these groups, illustrating this ambivalence by discussing the attitudes of Le Bon, Taylor, Allport, Mayo, Sherif, Lewin, and others. The authors then present a historical survey of the image and reality of work groups during 1935-1981, which they found depended on the relative power of labor and capital as indicated by strikes and employment rates in specific periods. At times when worker power peaked, democratic, group-oriented methods were advocated, when worker power declined, individualistic, authoritative approaches prevailed The authors conclude that as more psychologists become unionized the needs of workers rather than management-particularly alienating work conditions and harmful consequences of lack of worker control-could be an increasing focus of their attention.