ve to be followed to keep everybody within the correct social context. Sanctions are also part of the impacts of failure to observe all the standards in the different instructions. The norms require that I have to present myself physically in the workplace even with little input and at least assess the progress of the colleagues. There are rewards in the institutional set-up for conforming to all the social norms. The prizes include a pay rise, words of praise, medal or awards, and promotions (Burawoy, 2005). The desire for these rewards may motivate one from following keenly on the social norms even in their nature that lacks enforcement means. In my activities of the day, getting to the workplace must be allocated time that will be fit and comfortable for other colleagues for needs of updates and exchange of ideas.
Interactions carry the most significant part of the day since most of the social norms require having a word with other people. In the day captured by the log, waking up requires a word of greeting to my wife and other family members that may be present at the time. It will seem inappropriate if I woke up and got out without concern for the welfare of my wife. The rest of the day involves several other interactions including attending the niece’s birthday party and interacting with other people present. Apart from the exercise session, all the other activities include interaction with another person whether in the family or the workplace. Failure to interact with the colleagues from the workplace may mean something negative to me or my position in the institution.
Most norms get controlled by impressions (Burawoy, 2005). Managing impressions is important in preventing and controlling the influence of perceptions by other people. People often have many opinions that they connect with norms and lead people into activities that have no impact in the building and enhancing of the social status. Impression management is self-presentation with attempts to influence the image perceptions. Based on the canonical theory of conformity, rational choice, social identity and socialization define the behavior of a person (Collins, 1982). Managing impressions controls the social identity through confidence in making intelligent decisions with no concern for the perceptions and views of other people. The option of having the breakfast after the exercises in the morning it is seen as a violation of the norms for most executives who have to spare most of their morning hours to reach workplaces early enough.
According to Collins (1982) roles accorded to people in their families determines their behavior and compliance with the societal norms. Most people found to break the patterns in family setups have different positions from what is universally expected. The choice to observe all the other patterns and perform activities in line with them is based on the ability of the victim to perform all the duties that are in line with the society's standards. The sociologist infers that the ability to conform to societal norms in a family set up gets influenced by the duties allocation and tasks assigned to each member. Assigning of some of the tasks is involuntary due to instances such as single parents who take up the roles of both parents.
Merkl-Davies and Brennan (2011) studied impression management as applied in instructions by different members. The research discovered a close relationship between discipline, performance and impression management. People working in the same institution tend to have a self-set norm that may not be part of the institution’s culture. Maintaining discipline and high performance in any of the assigned tasks requires a mind that is firm in impression management to be able to live free from perceptions and influences that seem right within the time but against the objectives or the cultural practices of the institution.
The study also described the role of impression management in maintaining a positive attitude when performing different duties. The different views of the colleagues and other stakeholders in a firm may not always be the best practices when based on ethics and moral concerns. Merkl-Davies and Brennan (2011) discovered that a person's ability to manage impressions profoundly influence the individual role in a company. People who work or learn in the same institution have different backgrounds and behaviors that make it hard to develop norms familiar and comfortable with everybody else. Without the ability to manage impressions, the individual may remain uncomfortable with the cultures and standards established by the colleagues or seem out of order in the performance of assigned duties.
Each day, my concern is to perform all my duties and activities with all the people I encounter and remain at peace with all. The events of the Friday were involving close associates and family members which required extra attention and concern when performing them. Staying close to family members is comfortable compared to workmates and clients in the workplace. The day was different from the rest since my motives in most of the day's activities were to enhance my social ties with the family members back at home and in the birthday event. I enjoyed taking part in the event and playing different roles as entitled. I made sure everybody had fun and enjoyed the day. I initiated discussions that enhanced the relationship between the attendees and ensure all took the activities of the day. I also made an effort of excusing myself from the workplace to ensure no issues arise from my action of spending little time in the discussion. The effect on other people was positive, and nobody got offended.
References
Burawoy, M. (2005). For public sociology. American sociological review, 70(1), 4-28.
Centola, D., Willer, R., & Macy, M. (2005). The emperor’s dilemma: A computational model of self-enforcing norms. American Journal of Sociology, 110(4), 1009-1040.
Collins, H. M. (1982). Knowledge, norms, and rules in the sociology of science. Social Studies of Science, 12(2), 299-309.
Merkl-Davies, M. D., & Brennan, N. M. (2011). A conceptual framework of impression management: new insights from psychology, sociology and critical perspectives. Accounting and business research, 41(5), 415-437.
