The document discusses various types of social interactions, including exchange, cooperation, conflict, and competition, emphasizing the importance of understanding social actions in sociology. It highlights elements of social interaction and the premises established by Herbert Blumer, which state that human actions are influenced by the meanings ascribed to things through social interactions. Factors such as social roles, structures, and status, along with principles for maintaining good human relations and different leadership styles, further contribute to the dynamics of social interactions.

1. SOCIAL INTERACTION
TYPES, ELEMENTS, PREMISES AND
INFLUENCES

2. SOCIAL INTERACTION
 It is a central concept to understanding the nature of social life.
 It is two or more people taking one another into account in
building up their actions
 A main goal of sociology is to explain social action (Anything
people are conscious of doing because of other people).

3. TYPES OF SOCIAL INTERACTION
1. Exchange - when people do something for each other with the
express purpose of receiving a reward or return, they are involved
an exchange interaction.
2. Cooperation
A cooperative interaction occurs when people act together to
promote common interests or achieve shared goals.

4. TYPES OF SOCIAL INTERACTION
3. Conflict - it arises when people or groups have incompatible
or when the rewards or resources available to a society or its
members are limited.
4. Competition – it is a form of conflict in which individuals or
confine their conflict within agreed-upon rules.

5. Conflict always involves an attempt to gain or use power . Conflict is
not always negative. One Problem with conflict is that it often leads
to unhappiness and violence which causes many people to view it
negatively

6. ELEMENTS OF SOCIAL INTERACTION
The following are the elements of social interaction:
1. Two or more than two persons
2. Reciprocal relationship among them
3. Influence on the event, behavior, brain of the persons.

7. THREE BASIC PREMISES
(HERBERT BLUMER)
1. "Humans act toward things on the basis of the meanings they ascribe to
those things.”
2. "The meaning of such things is derived from, or arises out of, the social
interaction that one has with others and the society.“
3. "These meanings are handled in, and modified through, an interpretative
process used by the person in dealing with the things he/she
encounters."

8. First Premise
An example of this would be a person who views climbing the corporate ladder
and making it to the top as the key goal for life. Their views of people
and things, and their ideologies are based on their goal. A person who wants
only to reach the top of the ladder --to become a partner of a billion-dollar
company-- may view power and loads of money as the most important aspect of
their life. Additionally, they may view "free-spirited" people as lazy and
detrimental to society.

9. First Premise
The "free-spirited" person, on the other hand, probably views the world
completely different. The free-spirit might have the belief that the corporate
ladder is unhealthy for humans and that the idea of having fancy material
possessions is harmful to society.
What a person believes or thinks about something is rooted in their meanings of
it. The main takeaway is meanings of things, whether it is a material thing or a
belief, vary from society to society.

10. Second Premise
An example for this would be America's (or Western societies') consumer
culture. People in said societies like to buy stuff (and a lot of it!). The reason
why they want so much is that society is always cramming products and
wonderful images of having these products down their throats. Product
placements are spammed all over television shows and movies, and musicians
sing about them often too.

11. Second Premise
But if you were to travel to a third-world country, the things that are
important to these individuals are bare necessities, such as food,
water, shelter, medicine, education, and safety. The main takeaway is
meanings of things, whether it is a material thing or a belief, vary
from society to society.

12. Third Premise
An example of this would be a person who is a non-conformist, such
as a fiction writer or break-dancer. This person chose to go down the
road less traveled as he decided to be an artist rather than an
associate at a big corporation. But when he is faced with tough
questions about his decision by a friend, his mind ran through
multiple questions and events (time constraints, how close they are,
how well they know each other, how confident he is, etc.) that helped
him arrive at an answer. This is interpretive analysis and everyone
does it. And everybody's answer or decision will be unique, as it is
rooted in their world and history.

13. FACTORS THAT INFLUENCE SOCIAL INTERACTION
Social role defines a set of behaviors that are expected of someone who
holds a particular status. We occupy a status and play a role. Every status has
an expected set of behaviors - a role. A woman becomes a mother when she
has a child and so occupies the status of mother. She is expected to also play
the role of mother by caring for and loving her children (among other things).

14. FACTORS THAT INFLUENCE SOCIAL INTERACTION
Social structure - the internal institutionalized relationships built up by
persons living within a group (such as a family or community) especially with
regard to the hierarchical organization of status and to the rules and
principles regulating behavior.
- the social organization of a society constituting an integrated whole

15. FACTORS THAT INFLUENCE SOCIAL INTERACTION
Social status - is the social standing of a person as compared to others in a
group or situation. This is often described as a ranking that people form in
their mind regarding the social position of themselves and others.
(Ascribed status , Fame, Social Skills, Accomplishments, Intelligence, Wealth,
Altruism, Position)

16. HUMAN RELATIONS
Ten Commandments of Human Relations
1. Speak graciously to people.
2. Smile at people.
3. Call people by first name.
4. Be friendly and helpful.
5. Be cordial.
6. Be genuinely interested in people.
7. Be generous with praise, be cautious with criticism.
8. Be considerate of the feelings of others.
9. Be thoughtful of the opinion of others.
10. Be alert to give service.

17. TO MAINTAIN GOOD HUMAN RELATIONS
1. Give compliments and praises freely.
2. Be fair always.
3. Keep secrets.
4. Admit your mistakes.
5. Recognize the merits of others opinions.
6. Be grateful always.
7. Give credit to whom credit is due.
8. Be honest.
9. Maintain a moderate level of humility.
10. Be kind, generous, and helpful.

18. TO MAINTAIN GOOD HUMAN RELATIONS
11. Be friendly.
12. Be dependable, responsible, and keep promises.
13. Be punctual.
14. Be resourceful, hardworking.
15. Be cooperative in group undertakings.
16. Be firm with your reasoned convictions
17. Respect the convictions, beliefs, and practices of others.
18. Maintain a decent and socially approved love life.
19. Be a good, law-abiding citizen.

19. LEADERSHIP STYLE (GOLEMAN)
1. Visionary
2. Coaching
3. Affiliative
4. Democratic
5. Pacesetter
6. Commanding

20. VISIONARY
Leaders using this style inspire others towards achievement of company’s
objectives. Such leaders show their team just the vision but not particular
steps of how to achieve the goal (Goleman et al. 2013). Leaders, using this
style trust their team members and want them to participate in
elaboration of plan of action for achievement common objectives.

21. COACHING
Such leaders are concentrated on developing of others success
(McLaughlin and Cox 2015). This style centers on having in-depth
communication with members of team, and focuses on their long-term
goals as well as how these goals correlate with company’s objectives.

22. AFFILIATIVE
The affiliative leader establishes positive relationships in the team. Because
of good atmosphere inside the team, the members follow such leaders
and share all information with them and receive feedback (Mullins and
Christy 2013).

23. DEMOCRATIC
The democratic style is applicable when leader is flexible in taking
decisions within a team and bases these decisions on skills and talents of
the team (Goleman et al. 2013).

24. PACESETTER
Such leaders can easily identify poor performers within a team. They
expect from team members certain knowledge and are not keen to
guide others (Goleman 2000).

25. COMMANDING
Commanding leaders act according to internal rules and procedures of
the company. This leadership style is also described as ‘military’, because
it undercuts morale and job satisfaction (Wall Street Journal 2016).