Managers cannot frame goals, policies and plans not acceptable to members of informal organizations provide them relief against official boredom and tiredness. The provide them an outlet for satisfying their needs of interaction, love and friendship. Quick feedback to managers: Managers can get quick feedback on their official decisions from member through informal channels of communication.
This helps in knowing how well their policies are bating accepted and implemented by organist members. For more help in Benefits of Informal Organization click the button below to submit your homework assignment. Submit Assignment Now! Your Registration is Successful. Please login and proceed with profile update. Got it!!
The email has already been used, in case you have forgotten the password click here. Formal organizations rely on status through predetermined authority roles for influence. Members of a formal organization look to leadership roles to provide guidance.
There is a clear flow of influence through a formal organization. For example, a subordinate employee would not hold the same influence as a manager within a company. Informal organizations tend to have more subtle norms that are expressed through customs, morals or beliefs that are often not written. Members are not pressured to perform by superiors. Members of an informal organization mostly have equal influence. For example, a volunteer group might rotate leadership among members on an ad hoc basis.
Formal organizations possess involved rules and laws regarding behavior and the outcomes of labor. There are also processes in place for hiring, firing and replacing members. Expectations for each member are outlined and documented. A job description is an example of a formal document describing the specific requirements for the members of a formal organization.
Informal organizations provide a psychological or social benefit for members. Relationships among members are more personal than role-related. Behavior is determined by group consensus. For example, social groups will follow norms that are not explicitly written. Formal organizations may have rules regarding the flow of information and communication. The chain of command will determine how members communicate. Communication flow is determined by hierarchy.
Often, information flows from leadership down to other members. Informal organizations do not have specific guidelines for communication. All members are able to interact with each other without considering hierarchy. Members of informal organizations communicate freely with one another. An example might be a musical group where members do not need to inform a specific leader when they will be absent from a performance.
Formal organizations are formed to serve a specific purpose or meet set goals. There is a constitution or plan and extensive guidelines directing the organization toward its purpose. Leadership will regularly review how well goals are being met and plan accordingly.
Third, the informal organization can provide status and recognition that the formal organization cannot or will not provide employees. Fourth, the network of relationships can aid the socialization of new employees by informally passing along rules, responsibilities, basic objectives, and job expectations. Finally, the organizational grapevine helps employees to be more aware of what is happening in their workplace by transmitting information quickly and conveying it to places that the formal system does not reach.
The informal channels of communication used by the informal organization are often referred to as the grapevine or the rumor mill. Managers need to pay attention to the grapevines in their organization, because their employees increasingly put a great deal of stock in the information that travels along it, especially in this era of social media.
A recent survey found that many business leaders have their work cut out for them in the speeches and presentations they give employees. Survey participants were asked if they would believe a message delivered in a speech by a company leader or one that they heard over the grapevine. Forty-seven percent of those responding said they would put more credibility in the grapevine.
Only 42 percent said they would believe senior leadership, and another 11 percent indicated they would believe a blend of elements from both messages. Perhaps even more interesting is how accurate employees perceive their company grapevine to be: 57 percent gave it favorable ratings. With this in mind, managers need to learn to use the existing informal organization as a tool that can potentially benefit the formal organization. An excellent way of putting the informal organization to work for the good of the company is to bring informal leaders into the decision-making process.
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