Informal and formal groups

INFORMAL GROUPS

BY : MARIDEL ZABAT VIERNES R.N.

CHAPTER OBJECTIVES

GROUP DYNAMICTHE NATURE AND EFFECT OF INFORMAL

GROUPSINFORMAL LEADERSDIFFERENCES BETWEEN TASK AND

SOCIAL LEADERSHIP ROLESBRAINSTORMING, NOMINAL, DELPHI, AND

DIALECT TECHNIQUESWEAKNESS OF GROUP MEETINGS

I. GROUP DYNAMICQUESTIONS USED BY RESEARCHERS TO

STUDY THE SCIENTIFIC PROCESSES, WHICH SMALL GROUP EVOLVE AND WORK

1. What is the informal organization and how does it operate?

2. What is the role of a leader in a small group? 3. Does the role vary with different objectives?4. What structured approaches are most useful

for accomplishing group objectives?5.In what ways and under what conditions are

group decisions better or worse than individual ones?

I. GROUP DYNAMIC- A.)social process by which people interact face-

face in small groups.B.)From the Greek word means forceC.)Study of forces within groupD.) Elton Mayo & Kurt Lewin- founder of the

group dynamics movement. a.)ELTON MAYO and his associates in 1920’s

and 1930’s- Workers tend to establish informal group that affect job satisfaction and effectiveness.

b.) KURT LEWIN in 1930’s-observed that different kinds of leadership produced different responses in groups.

E.) Groups a.)have properties of their own that are

different from the properties of the individuals who make up the group.

b.)ex. NaCl.F.) relationship-a.)3rd element in a groupb.)a critical onec.) ex. 1+1=3.

II. TYPES OF GROUPSA.) Formal Groups- a.) established by the organization which have

a public identity and goal to achieve.

b.) It refers to the organization structure deliberately created by management for achieving the objectives of enterprise

c.) According to Chester Bernard, “Formal organization is a system of consciously coordinated activities of two or more persons towards a common objectives. The essence of formal organization is conscious common purpose and formal organization comes into existence when persons (A) are able to communicate with each other (B) are willing to act and (C) share a purpose.”

d.) types of Formal Group 1.)with temporary life. Ex. Task force, disaster

team.-created to accomplish short term task and

then disbandmeeting- event at which group member discuss

ideas or solve problems.2.) Team- regularly perform task together as

part of their job assignment. They are more natural and they endure work together.

B.) Informal Groupsa.)emerge on the basis of common interests,

proximity and friendships.

b.)It refers the pattern of activity interactions

and human relationship which to emerge

spontaneously due to social and psychological

forces operating at the work place.

c.)It arises naturally on the basis of friendship or

some common interest which may or may not

be related with work.

d.) An Informal organization is an aggregate of interpersonal relationships without any conscious purpose but which may contribute to joint results.

Chester Barnard

e.) Informal organization is a network of interpersonal relationship that arise when people associate with one another .

Keith Davis

III. NATURE OF INFORMAL ORGANIZATIONA. Comparison of Informal & Formal

OrganizationBasis of Comparison

Informal Organization

Formal Organization

General Nature Unofficial Official

Major Concepts Power and politics Authority and responsibility

Primary Focus Person Position

Source of Leader Power

Given by group Delegated by management

Guidelines for Behavior

Norms Rules and policies

Sources of Control Sanctions Rewards and penalties

B. How does the informal organization emerge?

-Informal groups emerge within a workplace for many reasons including shared goals, interests, friendships or threats. . Informal groups emerge when people find common ground despite their formal positions.

a.) effect of the informal organization-Some groups can be productive and helpful to

the formal organization within which they form. Other informal groups can become disruptive or distracting to group outsiders and the overall formal organization.

b.) Informal organization emerges from within the formal structure as predictably as flowers grow in the spring. The result of this combination is different from what managers may have expected in at least three ways.

1.) Employees act differently than required.2.) Employees often interact with different people or

with different frequencies, than their job require.3.) Workers may embrace a set of attitudes, beliefs

and sentiments different from those the organization expect of them.

Formal ( required)Organizational system

• Activities• Interaction• Sentiments

Informal (emergent)Organizational system

*Activities*Interaction*Sentiments

Employee performance

Employee satisfaction

FIGURE 12.2

C. ) Key Role of Informal Leadera.) Informal leader is the employee with the

largest social status in the informal organization.

b.) Informal leader may help socialize new members into the organization.

c.) Informal leader is expected to model and explain the key norms.

d.) Informal leader helps to build and sustain the level of cohesiveness.

e.) Informal leader usually enjoy certain informal rewards and privileges.

D.) Multiple Informal LeadersE.) Identifying and Rewarding Informal Leaders. a.) How to identity the informal leaders? 1.) . acting as a spoke person. 2.) center of social attention. 3.) offering well-received wisdom and

guidance. b.) What are the rewards receive by the I.L.? 1.) form of job enrichment 2.) helps satisfy the social needs 3.) sources of recognition

* By recognizing these rewards for I.L., managers can better understand the behavior of some individuals.

* As a manager why you should recognize the I. L.?

* caution: An informal leader does not always make the best formal manager.

F.) Potential Benefits and Problems Associated with Informal Organization

Benefits Problems

* Make a more effective total system

Develops undesirable rumor

* Lighten workload on management

Encourages negative attitudes

* Helps get the work done Resists change

* Tends to encourage cooperation Leads to interpersonal and intergroup conflicts

* Fills in gaps in manager’ abilities

Rejects and harasses some employees

* Gives satisfaction and stability to work group

Weakens motivation and satisfaction

* Improves communication Operates outside of management control

* Provides a safety valve for employee emotions

Support conformity

* Encourages managers to plan and act more carefully

Develops role conflicts

* Contributes to higher cohesiveness

Factors that decreased cohesiveness

1. when the group is large2. members are forced to compete for scarce

resources3. when participants dislike each other4. when supervisors show favoritism to one

or more members

Factors that increased cohesiveness

1. Creating competitions2. Providing opportunity3. Selecting members with similar attitudes,

backgrounds, and values4. Identifying a challenging group goal that

unifies member efforts.5. Recognizing a major threat or common

enemy to the group.

NETWORK CHARTS OR INFORMAL ORGANIZATION CHARTS

CAROLINA

KRISSY

KETAN JACKIE

TANIA

MANAGEMENT GUIDELINES FOR INFORMAL ORGANIZATION1.) Accept and understand informal

organization.2.) Identify various levels of attitudes and

behaviors with in them.3.) Consider possible effect on informal

systems when taking any kind of action.4.) Integrate as far as possible the interests

of informal groups with those of the formal organization.

5.) Keep formal activities from unnecessarily threatening informal organization.

THANK YOU