Every organization has a structure that’s formal and an informal one also.Without management input or control informal groups are formed on the base of common interests need and friendship. In the informal organization, the emphasis is on people and their relationships; in the formal organization, the emphasis is on official organizational positions. Their structures are created in a way that enables the organization to meet its stated objectives. In this formal structures you will find hierarchies and processes that are the structure of the organization etched in stone. The job titles, organized by those with the responsibility for managing the organization. This is done normally with the u every organization has a structure that’s formal and an informal one also. Without management input or control informal groups are formed on the base of common interests need and friendship. In the informal organization, the emphasis is on people and their relationships; in the formal organization, the emphasis is on official organizational positions. Their structures are created in a way that enables the organization to meet its stated objectives. In this formal structures you will find hierarchies and processes that are the structure of the organization etched in stone. The job titles, organized by those with the responsibility for managing the organization. This is done normally with the use of an organizational chart that list the relationship and ranks of the positions in the organization known as the corporate ladder. They have charts that details the lines of authority and responsibilities of various positions, and outlines the formal power structure of the organization.
It’s the informal groups in organization that fills in the gaps...
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...oups to gain support of its employees and help to improve the organization stock. Nevertheless, managers sometimes fail to realize the pressures of informal groups that influence and regulate an individuals’ behavior. By working with the informal groups the managers can skillfully take the advantage of both formal and informal groups in an organizations. This structure gives more importance to satisfaction of individual interest rather than the organizational agenda interest.
Informal groups have a down side to them also which may impact the organization in a negative manner; one such way is the rumor mills they can create or if the group opposes the policies and changes it that can lead to a delay or impediment making it very hard to implement. Today in most organization skillful managers merge these two groups taking advantage of both formal and informal groups
The Organisation structure of a company addresses the fact that every organisation has specific units that are responsible for different roles and actions in the organisation and that no department within the organisation stands alone, they are intertwined. The organisational chart or structure should be designed to divide up the work load, responsibilities and roles to be done
In this level, we are switching from individual behavior to group behavior. A group is define as two or more individual, interacting and interdependent who are initially coming together to achieve particular objectives (Stephen P.Robbins, Timothy A.Judge, 2014). There are two types of group which are formal group and informal group (Stephen P.Robbins, Timothy A.Judge, 2014). Group can bring a lot of advantages to all the group members. For instance, work as a group is able to generate positive synergy through coordinated effort that allows organization to increase performance.
An organization is structured in a certain way based on some factors. Size is a factor because the bigger the organization, the more complex its structure. If the company is small, the design is generally simple. A small company does not have to undergo a formal structure. Larger organizations depend more on authority delegation and formal work responsibility, because a bigger company is harder to manage. Another factor is the lifecycle of the organization. An organization undergoes the...
“Structure is the pattern of relationships among positions in the organisations and among members of the organisation. Structure makes possible the application of the process of management and creates a framework of order and command through which the activities of the organisation can be planned, organised, directed and controlled.” (Mullins)
Groups are an essential component of society as they allow individuals to affiliate themselves with certain people, typically those who are most similar to themselves. Groups also provide social support and a greater sense of belonging for the individual, which is not provided by crowds. Due to the significance of groups, it is important that groups are maintained in organized structures that encourages group harmony and group cohesion. It is essentially the leader’s task to maintain these ideals since the leader has authority over the members of the group.
Whyte, Glen. “Groupthink Reconsidered.” The Academy of Management Review 14.1 (Jan. 1989): 40-56. JSTOR. Web. 25 Jan. 2012.
The three perspectives can be compare and contrasted by using the organization structure which is the social and physical structure. Social structure is defined as connection and interaction between employees each department in an organization whereas physical structure is the actual layout of organization (Lecture slides, week 4, 2014, structure, culture and design). The social structure concept is developed by Max Webber for the purpose of looking through the division of labor, hierarchy of authority and corporate rules and procedures (Hatch and Cunliffe, 2009, p.103). Therefore, from a modernist perspective, it is clear that, structure differentiates through characteristic such as a flat or tall organization structure. Tall organization structures are those with divisions of labor through having many vertical hierarchy levels from top to bottom with only a few departments. Tall organizations on the other hand are those structures with a big number of divisions while having less hierarchical levels (Lecture slides, week 4, 2014, structure, culture and design). Modernists believe ...
Throughout this essay I hope to analyse theoretical organizational behaviour by drawing on my own experiences from working in groups. The groups I am going to use as part of my examples are all from formal groups. Huczynski and Buchanan (2007, p. 291) gives a good definition of Formal groups in a few bullet-points, where one of them is task-orientation which in my opinion has clearly characterized the groups I am talking about. The groups are not necessarily consisting of like-minded people, but individuals randomly picked by the lecturer/tutor which in many cases leads to different disagreements as the groups try to establish itself and the members of the group try to find their role within the group. Bruce Tuckman came up with a theory in the 1960s to explain how a group goes through several different stages on its way to success, which is known as the Tuckmans Stages of Group Development (Anon 2009, 12manage.com).
Informal groups are a group of employees who associate or work together without the influence or direction of management. Few employees usually compose informal groups. These few employees usually share physical proximity and interplay ideas, feeling or opinions about the workplace. Formal organization can be created or rescinded by management, but informal organization cannot be revoked because management did not inaugurate the organization. At the very epicenter of the informal group are people and their relationships with one another. Built upon the organizational structure and the delegation of authority formal groups contrast in difference the informal groups.
This group consists of employees that a leader trusts the most. Leaders will give these members most of their attention and provide challenging and interesting work. This group offers opportunities for additional training and
Even though we are all categorized in to groups from the day were conceived. We can still create our own group, and whether are not you create your own group or if it was chosen for you there will be effective and ineffective aspects of that group. Base the circumstances that each individual’s values and beliefs are different. Further more, participation and similarity of other group members and the goals of the group will also affect the group dynamic.
According to our textbook, organizational structures are defined as “how job tasks are formally divided, grouped, and coordinated (Judge and Robbins 432).” Once being rigid and highly centralized, the past 50 years have brought forth a shift to these structures, now being more flexible and decentralized. There are many advantages and disadvantages that come with both of the structure types. These new flexible and decentralized structures have affected employee/manager relationships by allowing more effective decision making, improving contact between lower level to higher level workers, and motivating the employees and local managers. They have also impacted organizational strategies in various ways.
“While his supposed ideal bureaucracy is unrealistic in today’s business environment, the theory of bureaucracy contains valuable elements which have subsequently been built upon by other scholars” (Cummings, S., & Bridgman, T., 2011). The company should look to the Human Relations Theory to adjust some of its policies and structure. Departments should be encouraged to interact with one another to exchange ideas and familiarize one another with what each department is responsible fo . This could be achieved by creating a standing meeting once per month where each department sends a different representative each time. These meetings could act as roundtable discussion to exchange thoughts and preform troubleshooting. This could provide a great catalyst for engagement amongst employees and to increase morale, ”researchers found that peer group relations among the workers were more influential than working conditions on the level of output” (Pryor, M. G., Humphreys, J. H., Taneja, S., & Toombs, L. A., 2011). Meetings will also help to diminish silos and encourage employees to share information as opposed to keeping it close to increase power. Ordinarily the managers of each department meet, but there is nothing fresh about their engagement and these meetings might be so expected they are often stale. The socialization of employees at lower levels
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
By conducting the Hawthorne studies, various assumptions were discovered. A person's work behaviour is not easily determined as a cause and effect relationship; however it is determined by a complex set of attributes. Informal groups that were present in the organisation form a social structure which was preserved through job related symbols of prestige and power. Change in the organisation can be avoided by being more aware of the employees' sentiments and their participation. The findings of the experiments led to the discovery that the workplace is a close knit social system and not just a production system.