Informal and formal groups

1. INFORMAL GROUPS BY : MARIDEL ZABAT VIERNES R.N.

2. CHAPTER OBJECTIVES GROUP DYNAMIC THE NATURE AND EFFECT OF INFORMAL GROUPS INFORMAL LEADERS DIFFERENCES BETWEEN TASK AND SOCIAL LEADERSHIP ROLES BRAINSTORMING, NOMINAL, DELPHI, AND DIALECT TECHNIQUES WEAKNESS OF GROUP MEETINGS

3. I. GROUP DYNAMIC QUESTIONS 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?

4. I. GROUP DYNAMIC- A.)social process by which people interact face-face in small groups. B.)From the Greek word means force C.)Study of forces within group D.) 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.

5. 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.)3 rd element in a group b.)a critical one c.) ex. 1+1=3.

6. II. TYPES OF GROUPS A.) 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

7. 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 .”

8. d.) types of Formal Group 1.)with temporary life . Ex. Task force, disaster team. -created to accomplish short term task and then disband meeting- 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.

9. B.) Informal Groups a.)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.

10. 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

11. III. NATURE OF INFORMAL ORGANIZATION A. Comparison of Informal & Formal Organization Basis 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

12. 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.

13. 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.

14. Formal ( required) Organizational system Activities Interaction Sentiments Informal (emergent) Organizational system *Activities *Interaction *Sentiments Employee performance Employee satisfaction FIGURE 12.2

15. C. ) Key Role of Informal Leader a.) 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.

16. D.) Multiple Informal Leaders E.) 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

17. * 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.

18. 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

19. Factors that decreased cohesiveness 1. when the group is large 2. members are forced to compete for scarce resources 3. when participants dislike each other 4. when supervisors show favoritism to one or more members

20. Factors that increased cohesiveness 1. Creating competitions 2. Providing opportunity 3. Selecting members with similar attitudes, backgrounds, and values 4. Identifying a challenging group goal that unifies member efforts. 5. Recognizing a major threat or common enemy to the group.

21. NETWORK CHARTS OR INFORMAL ORGANIZATION CHARTS CAROLINA KRISSY KETAN JACKIE TANIA

22. MANAGEMENT GUIDELINES FOR INFORMAL ORGANIZATION 1.) 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.

23. THANK YOU