M.K.V. COLLEGE F.Y.B.M.M.

Subject: Sociology Topic: Sociological Perspectives of employees of Indigo Consulting (2011 - 2012) Submitted by: Priyanka Patel

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Three Major Perspectives in Sociology Sociologists analyze social phenomena at different levels and from different perspectives. From concrete interpretations to sweeping generalizations of society and social behavior, sociologists study everything from specific events (the micro level of analysis of small social patterns) to the big picture (the macro level of analysis of large social patterns). The pioneering European sociologists, however, also offered a broad conceptualization of the fundamentals of society and its workings. Their views form the basis for today's theoretical perspectives, or paradigms, which provide sociologists with an orienting frameworka philosophical positionfor asking certain kinds of questions about society and its people. Sociologists today employ three primary theoretical perspectives: the symbolic interactionist perspective, the functionalist perspective, and the conflict perspective. These perspectives offer sociologists theoretical paradigms for explaining how society influences people, and vice versa. Each perspective uniquely conceptualizes society, social forces, and human behavior as shown in the table below: Sociological Perspective 1. Symbolic Interactionism 2. Functionalism Level of Analysis Micro Macro Focus Use of symbols; Face-to-face interactions Relationship between the parts of society; How aspects of society are functional (adaptive) Competition for scarce resources; How the elite control the poor and weak

3. Conflict Theory

Macro

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The symbolic interactionist perspective The symbolic interactionist perspective, also known as symbolic interactionism, directs sociologists to consider the symbols and details of everyday life, what these symbols mean, and how people interact with each other. Although symbolic interactionism traces its origins to Max Weber's assertion that individuals act according to their interpretation of the meaning of their world, the American philosopher George H. Mead (18631931) introduced this perspective to American sociology in the 1920s. According to the symbolic interactionist perspective, people attach meanings to symbols, and then they act according to their subjective interpretation of these symbols. Verbal conversations, in which spoken words serve as the predominant symbols, make this subjective interpretation especially evident. The words have a certain meaning for the sender, and, during effective communication, they hopefully have the same meaning for the receiver. In other terms, words are not static things; they require intention and interpretation. Conversation is an interaction of symbols between individuals who constantly interpret the world around them. Of course, anything can serve as a symbol as long as it refers to something beyond itself. Written music serves as an example. The black dots and lines become more than mere marks on the page; they refer to notes organized in such a way as to make musical sense. Thus, symbolic interactionists give serious thought to how people act, and then seek to determine what meanings individuals assign to their own actions and symbols, as well as to those of others. Consider applying symbolic interactionism to the American institution of marriage. Symbols may include wedding bands, vows of life-long commitment, a white bridal dress, a wedding cake, a Church ceremony, and flowers and music. American society attaches general meanings to these symbols, but individuals also maintain their own perceptions of what these and other symbols mean. For example, one of the spouses may see their circular wedding rings as symbolizing never ending love, while the other may see them as a mere financial expense. Much faulty communication can result from differences in the perception of the same events and symbols. pg. 3

Critics claim that symbolic interactionism neglects the macro level of social interpretationthe big picture. In other words, symbolic interactionists may miss the larger issues of society by focusing too closely on the trees (for example, the size of the diamond in the wedding ring) rather than the forest (for example, the quality of the marriage). The perspective also receives criticism for slighting the influence of social forces and institutions on individual interactions. The functionalist perspective According to the functionalist perspective, also called functionalism, each aspect of society is interdependent and contributes to society's functioning as a whole. The government, or state, provides education for the children of the family, which in turn pays taxes on which the state depends to keep itself running. That is, the family is dependent upon the school to help children grow up to have good jobs so that they can raise and support their own families. In the process, the children become law-abiding, taxpaying citizens, who in turn support the state. If all goes well, the parts of society produce order, stability, and productivity. If all does not go well, the parts of society then must adapt to recapture a new order, stability, and productivity. For example, during a financial recession with its high rates of unemployment and inflation, social programs are trimmed or cut. Schools offer fewer programs. Families tighten their budgets. And a new social order, stability, and productivity occur. Functionalists believe that society is held together by social consensus, or cohesion, in which members of the society agree upon, and work together to achieve, what is best for society as a whole. Emile Durkheim suggested that social consensus takes one of two forms: Mechanical solidarity is a form of social cohesion that arises when people in a society maintain similar values and beliefs and engage in similar types of work. Mechanical solidarity most commonly occurs in traditional, simple societies such as those in which everyone herds cattle or farms. Amish society exemplifies mechanical solidarity. In contrast, organic solidarity is a form of social cohesion that arises when the people in a society are interdependent, but hold to varying values and beliefs and engage in varying types of work. Organic solidarity most commonly occurs in pg. 4

industrialized, complex societies such those in large American cities like New York in the 2000s. The functionalist perspective achieved its greatest popularity among American sociologists in the 1940s and 1950s. While European functionalists originally focused on explaining the inner workings of social order, American functionalists focused on discovering the functions of human behavior. Among these American functionalist sociologists is Robert Merton (b. 1910), who divides human functions into two types: manifest functions are intentional and obvious, while latent functions are unintentional and not obvious. The manifest function of attending a church or synagogue, for instance, is to worship as part of a religious community, but its latent function may be to help members learn to discern personal from institutional values. With common sense, manifest functions become easily apparent. Yet this is not necessarily the case for latent functions, which often demand a sociological approach to be revealed. A sociological approach in functionalism is the consideration of the relationship between the functions of smaller parts and the functions of the whole. Functionalism has received criticism for neglecting the negative functions of an event such as divorce. Critics also claim that the perspective justifies the status quo and complacency on the part of society's members. Functionalism does not encourage people to take an active role in changing their social environment, even when such change may benefit them. Instead, functionalism sees active social change as undesirable because the various parts of society will compensate naturally for any problems that may arise. The conflict perspective The conflict perspective, which originated primarily out of Karl Marx's writings on class struggles, presents society in a different light than do the functionalist and symbolic interactionist perspectives. While these latter perspectives focus on the positive aspects of society that contribute to its stability, the conflict perspective focuses on the negative, conflicted, and ever-changing nature of society. Unlike functionalists who defend the status quo, avoid social change, and believe people cooperate to effect social order, conflict theorists challenge the status quo, encourage social change (even when this means social revolution), and believe rich pg. 5

and powerful people force social order on the poor and the weak. Conflict theorists, for example, may interpret an elite board of regents raising tuition to pay for esoteric new programs that raise the prestige of a local college as selfserving rather than as beneficial for students. Whereas American sociologists in the 1940s and 1950s generally ignored the conflict perspective in favor of the functionalist, the tumultuous 1960s saw American sociologists gain considerable interest in conflict theory. They also expanded Marx's idea that the key conflict in society was strictly economic. Today, conflict theorists find social conflict between any groups in which the potential for inequality exists: racial, gender, religious, political, economic, and so on. Conflict theorists note that unequal groups usually have conflicting values and agendas, causing them to compete against one another. This constant competition between groups forms the basis for the ever-changing nature of society. Critics of the conflict perspective point to its overly negative view of society. The theory ultimately attributes humanitarian efforts, altruism, democracy, civil rights, and other positive aspects of society to capitalistic designs to control the masses, not to inherent interests in preserving society and social order.

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INDIGO CONSULTING, INDIA "It takes all the running you can do to stay in the same place. If you want to get somewhere, you must run at least twice as fast as that" Alice, Through the Looking Glass And hence was born our motto: Stay ahead of change. With the digital domain expanding every second, the Internet is a veritable Gutenberg Galaxy, which provides a virtual treasure trove to marketers. Companies are only now witnessing the real power of the Internet as e-commerce takes flight, and digital branding comes into its own. And we are proud to be part of this revolution. WHO WE ARE Indigo Consulting is a leading interactive technology services company. Our team of professionals in Mumbai has helped develop award winning websites, web marketing programmes and software solutions for clients around the world. Any company can build your website. At Indigo, we provide you with an optimal overlap of marketing communications and technology experience, a testimony of which is provided by our client roster and our portfolio. We understand the Internet, and we work with clients to understand their business. And together, as a team, we deliver solutions. APPROACH With our focus firmly on delivering business value, we adopt a highly consultative and transparent approach in all our engagements. Where possible, we identify measurable objectives that need to be achieved from any interactive exercise, before we even begin a project. Our creative, technology, marketing and strategic skills are then put to work to achieve these common objectives. Business Impact is the key to our success. Any interactive/digital media initiative is meant to serve a business function, and as such, it should measure up to performance criteria.

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In short, we will not undertake an assignment in which we cannot add (measurable) value. Our approach, and our emphasis on business results have helped us win long-term account relationships with clients like HSBC (India, Asia-Pacific and MiddleEast), Johnson & Johnson, HDFC Bank, Prudential ICICI, and Rentfusion Corporation.

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THE FATHER OF INDIGO Indigo Consulting was founded in the year 2000 by a group of qualified business professionals having prior experience in leadership positions with leading multinational corporations. Today, Indigo Consulting comprises a professional team of business managers, graphic and interface designers, technical architects and software engineers who share belief in the medium, and its potential to change the way we live and work. Vikas Tandon, Managing Director

The company is led by founder-director Vikas Tandon. Vikas completed his postgraduation in Business Management from Indian Institute of Management (IIM) Ahmedabad, and has over 17 years' experience in Sales, Marketing & Interactive Media. Prior to starting Indigo Consulting, he set-up and led Mudra Interactive, Mudra Communications' Interactive and New Media division. He has also been a Jury Member for the Digital Creative Abbys held in 2009 and 2010 at Goafest - India's biggest and most prestigious advertising and marketing festival. A music buff, Vikas counts playing guitar, traveling/outdoor activities, and gadgets among his passions. He also runs Cashcow, India's first blog on Financial Services marketing.

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INDIGOS EXPERTISE Indigo Consulting's multi-disciplinary expertise is rooted in one common ground a sound understanding of the principles of business. While each one of us is a specialist in our respective fields, we chant a common mantra - ROI above all else. Our competence encompasses four areas of practice: Customer Understanding User Experience Online Branding Marketing Communications Social Media Business understanding Industry & Domain Understanding E-business Strategy Measurement & Analytics Business Process Engineering Creative Communication Design Digital Media Design Usable Design Online Marketing Display & Media Search Engine Optimisation & Marketing Email Marketing pg. 10

 Social Media, Blogs Technology Internet-based transactional applications Content Management Systems Application Servers and E-business Platforms Emerging Platforms and Web2.0 Technology Expertise We have specific experience in the following technologies: Creative & Front-end: Adobe Photoshop, Macromedia Flash, HTML, DHTML, CSS2.0, XHTML, W3C Compliance, Adobe Acrobat PDF RDBMS: Oracle, MS SQL Server, MS Access Packages & Platforms: Interwoven Teamsite, SalesLogix CRM, Joomla CMS, OpenADS Ad Server, KickApps, Wordpress, Facebook Internet Technologies: ASP, ASP.NET, PHP, XML, XSL, AJAX, Flash Action Script

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THE INDIGO WORKPLACE

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Sunil Kher, Director Digital Strategy & Business Development (Functionalist) How does your department work in tandem with the other departments? Team work is very important. Not only work within a team but also between different teams. Now since we are a digital advertising giant, none of the different teams or departments can work in isolation. The creative team needs to communicate and co-ordinate with the business development and client servicing team to understand what the client really wants. The writing team needs to coordinate with the creative and designing team so that all can work hand-in-hand without losing track of the clients requirements. Now losing the track of what the clients requirement really is, would mean waste of time, effort, credibility and even money in many cases. And no agency, no matter how big or small, can afford this. So to remove this issue completely from the root, we have a framework that involves horizontal as well as vertical communication. So its every team members duty, right and responsibility to co-ordinate with other team members, other teams and also the department and business heads. What is the work that your department handles? My department handles all the copywriting work. We're a collection of free spirits who love what we do, take pride in our work and are committed to delivering topquality products. Our team of writers and instructional designers apply their art to develop content for: Websites Training & education programs and Marketing communication How do you work together? We work together by doing the work that we are assigned individually and also by doing the work that we are supposed to do in a group. pg. 15

What kind of issues do you handle? The issues can be of any kind ranging from operational issues, generic issues, technical issues, miscommunication issues and so on.

Rachita Kedia, Business Development Executive. (Conflict) What are the disagreements that come in and on? There can be creative differences, there can be structural differences and there can also be operational differences. What matters is that all the points that are disagreed are heard without any bias and a conclusion has been drawn after considering all the strengths, weaknesses, opportunities and threats. How do you deal with the competitors? We dont try to keep up with our competitors. We just dont do it. It is the wrong move. Think about it. Competitor A cuts her price in half and gains some customers. What do you do? Cut your price too, and hope to win back some of those customers? You didnt get into business to be a copy cat. You need to set your own path. We dont follow: If you are making moves because of actions your competitors are taking, you are inevitably sailing in their wake. The competitor becomes the leader. You are now making your business decisions based on their business plan and vision, and not your own. Congratulations, youre a follower. If you are the owner of a meaningful business, you will never change course in reaction to the actions of a competitor. Instead, you will make all of your decisions based on your own plan. Let everyone else follow some lemming over the cliff. Youre job is simple. Craft a business that works for you and for your customers. Its hard to lose business to a pg. 16

competitor. The gut reaction is to think that you are doing something wrong. You will be tempted to change course, to play the game by your competitors rules. Well, dont. You better have your own set of rules that you play by. If you deliver superior service, you have no business trying to compete on price. You Dont Get Every Customer: Heres the thing. You cant have every single customer. Even if you accomplished this, the government would step in and break up your monopoly. There are customers out there that you just wont get to have. So stop coveting your competitors customers, even if they used to be your customers. You need to find your ideal customer niche, and then own that niche.Losing customers by the boatload? Then, sure, you need to reevaluate your business. But do it on your terms, not someone-elses. Be Unique: Keeping up with the competition is a losing play from the outset. You have a completely different company. Different staff, different financials, different everything. So, if you try to model your business after the success you think you see, without regard to your unique business, you will be creating a monster. While you start to have some success, your internal engine will get all gummed up, and you will eventually go down in flames. Instead, focus internally. Make sure you have a solid company that can bring in sales, service those sales, and grow at a sustainable pace. Look for Weakness: Have a competitor always nagging at the edges, cherrypicking your best customers? Instead of seeing their supposed strengths and trying to replicate, how about looking for their weaknesses? You need to find chinks in the armor of your competitors. Then you can return the favor, on your own terms. If you want to win in business, you need to cut your own path. Dont create a copycat company. Be the leader and stand for what you stand for. Find your ideal customer niche and live and breathe it. Look for weaknesses in your competitors and position yourself to be strongest in those areas. Do all of this, have a good heart, and you will win. How do you try to resolve? To resolve such issues with competitors, we try to understand a couple of things.

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Periodically evaluate where our business is now: Knowing where we are on the product life cycle (PLC) and where are our competitors on the PLC. Knowing how fast the market is growing. Being clear on what new markets are you going to get into. Answers to these questions provide us with an overview of the importance of competition. Study competitive strategies: Is it to skim (high prices and a small market share) or to penetrate a market and obtain a large market share? Do we have interlocking partnerships with key companies whose services and products overlap or intermingle with others? Will we put on a sales or advertising blitz for 4-6 weeks to gain share of mind? Are we blocking competitors through written agreements with clients, technology, or great customer service? Are we the expert speaking on our products and services? Work constantly to execute flawlessly on your companys marketing plan: Is a clear marketing mix in place which fits our company? Are we differentiated in the marketplace and in our customers mind? Do we have a budget, plan and consistent message? Pass by and learn from the most common errors: Do we focus on where to compete instead of how to compete? Do we place enough emphasis on our uniqueness and continually reinforce it? Have we hired a business coach to help us define what our uniqueness is and how we can leverage it? Are we ready to compete when the time is right? Are we using appropriate and efficient performance measures?

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Alistar Rego, Social Media Expert. (Interactionist) What is your regular interaction? Although team-building retreats and special events can be great ways to kick off new team initiatives, the real work of building a successful team happens in the trenches. It is the day-to-day challenges of communicating, organizing, and reporting that determine a team's success. Team members will bond in their own time, but you can lay the right groundwork by: Involving each team member in at least one team leadership responsibility. Establishing clear expectations and priorities for the team. Supporting team discussions that focus on the strengths and weaknesses of the team as a unit rather than focus on individual members. How do you interact with the clients? We all know what happened to the Titanic. Clearer communications could have prevented the tragedy and the loss of more than 1,500 lives.So there is a 10 point rule that we follow while interacting with our clients: I. II. III. IV. V. VI. VII. VIII. IX. X. Beware of interrupting Listen actively Avoid negative questions Be sensitive to differences in technical knowledge Use analogies to explain technical concepts Use positive instead of negative statements Be careful of misinterpreted words and phrases Remember that technical problems involve emotional reactions Anticipate customer objections and questions Keep the customer informed

How do you start your day at work? I plan my day before I start reading emails or checking voicemails. I take 10 to 20 minutes at the start of my work day to figure out what I need to get done and by when. I set priorities and realistic goals. I make sure the things at the top of my topg. 19

do list for the day are things that absolutely need to get done today. I then work my way down the list with things that can be done at a later date toward the bottom of the list. I make sure the items I add to my list contribute to my overall project or business goals. Planning my day before I get inundated with emails and voicemails is a great way to establish some direction and lay a foundation for the day.

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