There are two types of groups: formal and informal. These types of groups are important to the organization and have an impact big influence on members of the organization.
Formal groups- these are groups created at the will of the leadership.
There are leadership groups, working (target) groups and committees.
§ Leadership group consists of the manager and his immediate subordinates located in his area of control (president and vice presidents).
§ Working(target) group - employees working on one task.
§ Committee- a group within an organization to which authority has been delegated to perform a task or set of tasks. Sometimes committees are called councils, commissions, or task forces. There are permanent and special committees.
Informal group- a spontaneously emerging group of people who regularly interact to achieve a specific goal. Reasons for joining are a sense of belonging, help, protection, communication.
Informal organizations exercise social control over their members. Usually there are certain norms that each member of the group must comply with. In informal organizations there is a tendency to resist change. Typically, an informal organization is headed by an informal leader. The informal leader must help the group achieve its goals and maintain its existence.
On effectiveness of formal and informal groups the same factors influence:
1. Band size. As the group grows larger, communication between members becomes more difficult. In addition, within the group there may be informal groups with your goals. In small groups (of 2 - 3 people), people feel personal responsibility for making a certain decision. Think that optimal size groups 5 - 11 people.
2. Compound(or the degree of similarity of personalities, points of view, approaches). It is believed that the most optimal solution can accommodate groups consisting of people who are in different positions (i.e., dissimilar people).
3. Group norms. A person who wants to be accepted by a group must comply with certain group norms. (Positive norms are norms that support behavior aimed at achieving goals. Negative norms are norms that encourage behavior that does not contribute to achieving goals, such as theft, tardiness, absenteeism, drinking alcohol in the workplace, etc.).
4. Cohesion. It is considered as a measure of the gravitation of group members towards each other and towards the group. High level Group cohesion can improve the functioning of the entire organization.
5. Group like-mindedness. This is the tendency of an individual to suppress his views on some phenomenon in order not to disturb the harmony of the group.
6. Conflict. Differences in opinion increase the likelihood of conflict. The consequences of conflict can be positive, as they allow us to identify different points vision (this leads to increased group efficiency). Negative consequences include a decrease in the effectiveness of the group: a poor state of mind, a low degree of cooperation, a shift in emphasis (giving more attention to one’s “victory” in a conflict rather than solving the real problem).
7. Group member status. It is determined by seniority in the job hierarchy, job title, education, experience, awareness, etc. Typically, group members with high status have greater influence on other group members. It is desirable that the opinion of high-status group members not be dominant in the group.
Formal groups usually identified as structural divisions in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the company, as well as formally assigned functions and tasks.
A formal group has the following features:
1. she is rational, i.e. it is based on the principle of expediency, conscious movement towards known target;
2. it is impersonal, i.e. designed for individuals, the relationships between whom are established according to a drawn-up program.
In a formal group, only service connections between individuals are provided, and it is subordinated only to functional goals.
Formal groups include:
§ Vertical organization, uniting a number of bodies and divisions in such a way that each of them is located between two others - higher and lower, and the leadership of each of the bodies and divisions is concentrated in one person.
§ Functional organization, according to which management is distributed among a number of individuals specializing in performing certain functions and jobs.
§ Headquarters organization, characterized by the presence of a headquarters of advisers, experts, and assistants who are not included in the system of vertical organization.
Formal groups can be formed to perform a regular function, such as accounting, or they can be created to solve a specific task, for example, a commission for the development of a project.
Informal groups are created not by orders of the leadership of the organization and formal regulations, but by members of this organization in accordance with their mutual sympathies, common interests, identical hobbies and habits. These groups exist in all companies, although they are not presented in diagrams reflecting the structure of the organization and its structure.
Informal groups usually have their own unwritten rules and norms of behavior; people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions develops. Typically these groups have an explicit or implicit leader. In many cases, informal groups can exert equal or greater influence on their members than formal structures.
Informal groups are a spontaneously (spontaneously) formed system of social connections, norms, and actions that are the product of more or less long-term interpersonal communication.
Depending on the style of behavior, informal groups can be classified as follows:
§ Prosocial, i.e. socially positive groups. This socio-political international friendship clubs, social initiative funds, groups for environmental protection and rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation.
§ Antisocial, i.e. groups that stand apart from social problems.
§ Antisocial. These groups are the most disadvantaged part of society and cause concern. On the one hand, moral deafness, the inability to understand others, a different point of view, on the other hand, often the own pain and suffering that befalls this category of people contribute to the development of extreme views among its individual representatives.
Each person simultaneously belongs to many groups. Some we treat enough short time(excursion group, army, technical school). Having reached the goal, the following groups break up. Others, on the contrary, accompany him throughout his life (family, family, friends) and have considerable influence on him.
In management theory, groups are distributed, which are the basis of any team into formal and informal
. Formal groups - these are groups that arise on the initiative of the administration and are included in a certain division in organizational structure and staffing schedule of the enterprise. There are different types of formal groups:
1 . A group of managers (team) - consists of the head of the enterprise (its division) and direct deputies and assistant managers
2. Functional group - combines the head and specialists of a functional unit (department, bureau, service) who implement general function management and have close professional goals and interests of esi.
3. Production group- consists of a manager and workers engaged in performing a certain type of work at the lower level of management (unit, team, section). Members of a group work together on one task, the incentive is the end result, and the differences between them are associated with the distribution of types of work among group members depending on the qualifications of the workers.
4 Committees are a group within an enterprise to which authority is delegated by senior management to complete any project or task. The main difference between a committee and other formal structures of a committee is group decision-making, which is sometimes the most effective means of decision complex problems and achieving wholes.
Formal groups arise at the will of management and are therefore conservative to a certain extent, since they often depend on the personality of the leader and the people working in this group. But as soon as they arise, they immediately become a social environment where people begin to interact with each other according to other laws, creating informal groups.
. Informal groups - these are freely formed small social groups of people who enter into constant interaction to achieve personal goals
Informal groups are created not by management through orders and formal resolutions, but by members of the organization, depending on their mutual sympathies, common interests, the same affections, and so on. These groups exist in all organizations, although they are not reflected in the organizational charts. Informal groups have their own unwritten rules and norms of behavior; people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions develops; these groups have an explicitly or implicitly defined leader. In many cases, an informal group may have its own member. HPV. See, equal or greater, for formal structure.
Informal groups usually form spontaneously within formal groups, with which they have much in common, namely:
Have certain organization- hierarchy, leader and tasks;
They have certain unwritten rules - norms;
They have a certain process of formation - stages;
They have certain varieties - types of informal groups according to the degree of maturity
The reasons for the formation of informal groups can be different: the desire to belong to a certain social group and have certain social contacts, the opportunity to receive help from colleagues in the team, the desire to know what is happening around, to use informal communication channels, the desire to be closer to those with whom one sympathizes.
Between formal and informal groups there are significant differences both in the purpose for which they are created and in the forms of influence of their leaders on other members of the group (Table 131)
. Table 131
. BASIC. DIFFERENCES between formal and informal groups
|
Classification sign |
Characteristics |
|
|
Formal groups |
Informal groups |
|
|
Determined by the organization according to the group's place in the formal structure |
Satisfying social needs that are outside the interests of the formal organization (hobbies, friendship, love, etc.) |
|
|
Conditions of occurrence |
According to a pre-developed project for building an organization |
Created spontaneously |
|
Appointed by the organization |
Recognized by the group |
|
|
Communications |
Formal channels with other structural elements and within the group |
mostly informal channels both within and outside the group |
|
Interaction between group members |
Based on production tasks |
Develop spontaneously |
|
Forms of influence on group members |
All forms, but predominate in economic and administrative nature |
mainly methods of personal psychological influence |
Experts divide the process of formation of informal groups into five stages, as a result of which five different types of informal groups arise, which differ from each other in the degree of maturity of mutual subsistence
/ stage- a spontaneous combination of people who unconsciously react to any events;
Stage II- the appearance of more conscious emotions in the case of successful preliminary actions;
Stage III - an organized association to jointly fight against external threat, emergence of a leader;
IV stage - in the presence of positive factors - the emergence of a desire to establish themselves in the struggle and continue joint activities, the emergence of hierarchies;
V stage - unification to solve long-term goals, the emergence of norms
Informal groups exist in every organization and a serious aspect in the activities of a leader is the need to understand the importance of the existence of these groups and manage them
One of the first scientists to pay attention to these issues was a theorist in the field of group studies. George. Homans, who created a model called the model. Homans (Fig. 131)
Figure 131. Model. Homans
The essence of this model is that in the process joint activities people enter into interactions, which in turn contribute to the manifestation of feelings - positive and negative emotions towards each other and towards the ruika. These emotions influence how people will carry out their activities and lead to increases or decreases in their effectiveness. That is why we should remember about certain negative and positive phenomena that we may encounter in an organization in the process of managing informal groups (Table 1323.2).
. Table 132
negative and positive. B. Existence of informal groups
Informal relationships among team members are inevitable, since their activities and interests cannot exist only within the framework of formal (approved) structures, positions, functions and procedures. In addition, informal relationships are necessary, since without them the formal structure, in a certain sense, loses its effectiveness.
The optimal state of the team is in which formal and informal groups coincide as much as possible. This coincidence of formal and informal structures ensures team cohesion and increases the productivity of its work.
Due to inconsistency of structures, when the leader does not have authority in the team, and group norms and rules differ from collective ones, a struggle may arise in the organization between formal and informal structures, which hinders effective activity and the process of achieving organizational integrity.
Today's theorists believe that informal groups can help a formal organization achieve its goals. For this it is desirable:
1. Recognize the existence of informal groups and work with them
2. Listen to the opinions of members and leaders of informal groups
3. Before starting any actions, calculate their possible negative impact to an informal organization
4. Allow the informal group to participate in decision making
5 speeds provide accurate information, thereby preventing the spread of rumors
Consequently, one of the most important tasks of a leader is to bring together formal and informal structures, positive orientations of informal groups and the fight against negative manifestations a team
Examination on the discipline
"Management".
Topic 15. Formal and informal groups.
1. Introduction………………………………………………………………………………………..page 2
2. Formal groups……………………………………………………………...page 2
3. Informal groups……………………………………………………………..page 4
4. Leadership of formal and informal groups……………………………..page 7
5. Conclusion………………………………………………………………………………………page 18
6. List of references……………………………………………..page 19
Introduction
An organization is a social category and at the same time a means of achieving goals. It is a place where people build relationships and interact. Therefore, in every formal organization there is a complex interweaving of informal groups and organizations that formed without management intervention. These informal associations often have an impact strong influence on the quality of activities and organizational effectiveness.
Although informal organizations are not created by the will of management, they are a factor that every manager must consider because such organizations and other groups can have a strong influence on individual behavior and on the work behavior of employees. Moreover, no matter how well a leader performs his or her functions, it is impossible to determine what actions and attitudes will be required to achieve goals in an organization moving forward. The manager and subordinate often have to interact with people outside the organization and with departments outside their subordination. People will not be able to perform their tasks successfully if they do not achieve the effective cooperation of the individuals and groups on which their activities depend. To cope with such situations, the manager must understand what role this or that group plays in a particular situation, and what place the leadership process occupies in it.
One of necessary conditions The effectiveness of management is the ability to work in small groups, such as committees or commissions created by the managers themselves, and the ability to build relationships with their direct subordinates.
Formal groups.
Based on Marvin Shaw's definition: “a group is two or more individuals who interact with each other in such a way that each person influences and is simultaneously influenced by other individuals,” an organization of any size can be considered to consist of several groups. Management creates groups of its own free will when it divides labor horizontally (divisions) and vertically (levels of management). In each of the many departments of a large organization, there may be a dozen levels of management. For example, production at a factory can be divided into smaller units - machining, painting, assembly. These productions, in turn, can be divided further. For example, production personnel involved in machining can be divided into 3 different teams of 10–16 people, including a foreman. Thus, a large organization may consist of literally hundreds or even thousands of small groups.
These groups, created at the will of management for the organization production process, are called formal groups. However small they may be, they are formal organizations whose primary function in relation to the organization as a whole is to perform specific tasks and achieve specific, specific goals.
There are three main types of formal groups in an organization: leadership groups; production groups; committees.
Command (subordinate) group The manager consists of the manager and his direct subordinates, who, in turn, can also be managers. The company president and senior vice presidents are a typical team group. Another example of a command subordinate group is the aircraft commander, co-pilot and flight engineer.
The second type of formal group is working (target) group . It usually consists of individuals working together on the same task. Although they have a common leader, these groups differ from a command group in that they have significantly more autonomy in planning and executing their work. Working (target) groups are included in such well-known companies as Hewlett-Packard, Motorola, Texas Instruments and General Motors. More than two thirds of total number employees of the Texas Instruments company (more than 89 thousand people) are members of target groups. For promotion overall efficiency companies, they can receive a 15 percent increase in their budget. In this company, management believes that task forces break down barriers of mistrust between managers and workers. In addition, by giving workers the opportunity to think about and solve their own production problems, they can meet the needs of higher-level workers.
The third type of formal group is Committee . This is a group within an organization that has been delegated authority to perform a task or set of tasks. Committees are sometimes called councils, task forces, commissions, or teams.
All team and work groups, as well as committees, must work effectively as a single, well-coordinated team. There is no longer any need to prove that effective management of every formal group within an organization is critical. These interdependent groups are the blocks that form the organization as a system. The organization as a whole will be able to effectively fulfill its global objectives only if the objectives of each of its structural divisions defined in such a way as to support each other's activities. In addition, the group as a whole influences the behavior of the individual. Thus, the better the leader understands what the group is and the factors of its effectiveness, and the better he masters the art of effective management group, the more likely it is that he will be able to increase the productivity of this unit and the organization as a whole.
Informal groups.
Despite the fact that informal organizations are not created at the will of management, they are powerful force, which, under certain conditions, can actually become dominant in the organization and nullify the efforts of management. Moreover, informal organizations tend to interpenetrate. Some managers often do not realize that they themselves belong to one or more of these informal organizations.
IN production conditions protection is often required, for example from harmful production conditions, reduction wages, layoffs. This protection can be found in an informal organized group.
Often informal organizations use informal information, so-called rumors, which are an object of satisfaction for the vanity of individuals. In a group you can also express your sympathies and gain satisfaction from communicating with other employees. Informal groups develop their own norms of behavior and require their members to comply with these norms.
An informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal. Like a formal organization, these goals are the reason for the existence of such an informal organization. It is important to understand that in a large organization there is more than one informal organization. Most of them are freely networked. Therefore, some believe that an informal organization is essentially a network of informal organizations. The work environment is particularly favorable for the formation of such groups. Because of the formal structure of an organization and its mission, the same people tend to come together every day, sometimes for many years. People who would otherwise be unlikely to even meet are often forced to spend more time in the company of their colleagues than in their own own family. Moreover, the nature of the tasks they solve in many cases forces them to communicate and interact with each other frequently. Members of the same organization depend on each other in many ways. The natural result of this intense social interaction is the spontaneous emergence of informal organizations.
Informal organizations have much in common with the formal ones in which they find themselves embedded. They are organized in some ways the same way as formal organizations - they have a hierarchy, leaders and tasks. In spontaneously emerging (emergent) organizations there are also written rules, called norms, which serve as standards of behavior for members of the organization. These norms are reinforced by a system of rewards and sanctions. The specificity is that the formal organization is created according to a pre-thought-out plan. Informal organization is more likely a spontaneous reaction to unmet individual needs.
The difference in the formation mechanism of formal and informal organizations is shown in the Figure:
Informal groups tend to resist operational changes that could threaten the group's existence. Threatening factors may include expansion of production, introduction of new technology, or reorganization. The consequence of these factors is the arrival of new people who can encroach on established relationships in an informal organization.
Leadership of formal and informal groups.
Management has a great influence on management as a whole. A manager is a person who, as a leader, effectively manages his subordinates in order for them to perform regular tasks. A leader is a person who effectively exercises formal and informal leadership.
A significant difference between a formal group is that it is always created on the initiative of the administration and is included as a division in the organizational structure and staffing table of the enterprise. There are different types of formal groups.
A manager's group (team), consisting of the head of the enterprise (its division) and the manager's immediate deputies and assistants. A typical team consists of the director of the enterprise with his deputies. At many large enterprises, the purely army term “command staff” (command staff) is widely used, indicating ownership to senior management.
A functional group that unites the head and specialists of a functional unit (service, department, bureau, group), who implement a common management function and have similar professional goals and interests. For example, the quality department is interested in reducing the percentage of defects and accepting products from the first presentation. #
A production group that includes a manager and workers engaged in the manufacture of a certain type of parts (work) at the lower level of management
unit, brigade, section). Group members work together on one task, are rewarded for the final result, and the differences between them are associated with the division of types of work between group members depending on the qualifications of the workers.
A committee is a group within an enterprise to which the authority of senior management is delegated to carry out a project or task. Sometimes committees are called councils, commissions, task forces, boards, and their composition may include employees of other organizations (heads of district administrations, prominent scientists, public figures). The main difference between a committee and other formal structures is group decision-making, which is sometimes the most effective means of solving complex problems and achieving goals.
Formal groups are quite well studied in control theory, and they were discussed in sections 2.2 and 2.3 of the book. Formal groups are created at the will of management and are therefore conservative to a certain extent, because often depend on the personality of the leader and the people assigned to work in a given group. But as soon as they are created, they immediately become a social environment in which people begin to interact with each other according to different laws, creating informal groups.
Informal social groups
Informal groups - These are freely formed small social groups of people who enter into regular interaction based on interests to achieve certain goals.
Informal groups are created not by management through orders and formal resolutions, but by members of the organization in accordance with their mutual sympathies, common interests, similar hobbies, habits, etc. These groups exist in all organizations, although they are not represented in structural diagrams. Informal groups usually have their own unwritten rules and norms of behavior; people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions develops , Usually these groups have an explicit or implicit leader. In many cases, an informal group can exert an influence on its member that is equal to or greater than the formal structure.
An important reason for the creation of informal groups is the natural desire of a person to unite with other people, to form stable forms of interaction with people. The group gives a person a feeling of security; from the group he expects support, help in solving his problems and warnings. In a group, it is easier for a person to achieve rewards in the form of recognition, praise or financial incentives. In a group, a person learns by adopting the experiences of others, becoming better aware of his capabilities and potential. The group gives a person more self-confidence in external interactions and contributes to the development of his qualifications. It provides a person with the opportunity to spend time in a pleasant environment, the opportunity to avoid loneliness and a state of being lost and useless. Every person strives to be loved by someone, needed by someone, to belong to someone. And the group can be a source of solving these problems.
Numerous sociological and psychological studies have made it possible to identify the most important signs of people joining informal groups.
Affiliation. Reflects the urgent need of any motivated person to satisfy the need in a certain social group, so that people can maintain social contacts in communication, conversation, sympathy, etc. Each person periodically finds himself isolated from his usual group on vacation, on a business trip, on an internship, on a train, at the same time, he feels uncomfortable until he finds new friends and partners.
Help. The formal structure limits an employee’s ability to receive help due to the manager’s busy schedule, the employee’s fear of being insolvent, and possible criticism from seniors. Therefore, people prefer to turn to the help of their professional colleagues, experienced employees. As a result of providing assistance, the one giving it acquires prestige, and the recipient receives specific instructions for action, or advice on norms of behavior, recommended clothing, etc.
Protection. This is one of the oldest human needs, which prompted people to unite in groups. Currently, the need for protection from physical danger is decreasing, but the need for social protection due to the development of severe market economy, competition and rising unemployment. A common person experiences permanent press from government officials, immediate superiors, colleagues who are more senior in age and position, the consumer services sector, accounting and financial departments due to delayed salaries, etc. His natural desire is to unite with other people experiencing similar discomfort in order to counter the “enemies.”
Communication. WITH On the one hand, in a formal structure the subordinate does not own all necessary information, because management often deliberately hides it. This forces him to turn to informal sources of information (rumors, gossip). On the other hand, there is a natural need for friendly human communication with colleagues, deception with information, consultations and advice, which contributes to the active participation of members of different formal groups in informal communications.
Sympathy. Likes and dislikes between people mainly have individual coloring and background. Several factors have a significant influence on the establishment of friendly relations between people. First of all, personal characteristics interacting. People love those who like the same phenomena, things, processes that they like; those who have the same race, nationality, education, outlook on life, etc. Potentially, people with similar personality characteristics are more likely to form friendships than those with significantly different personality characteristics. The development and establishment of friendly relations between people is greatly influenced by the territorial proximity of these people. The closer the group members' workplaces are, the more likely they are to form friendly relationships. The same applies to the proximity of their places of residence. The establishment of friendships is directly related to the frequency of meetings, as well as the expectation that these meetings will occur quite often in the future. Remember how quickly contacts between fellow students weaken after graduation.
Characteristics of informal groups
Informal groups have specific characteristics that distinguish them from formal groups and partner groups.
Informal leaders
Group structure. An informal group, after its formation, goes through a process of structuring, i.e. creating an internal structure in the form of a stable composition and subordination of group members (“who is in the group?”); functional, aimed at distributing management functions among group members (“who is responsible for what?”); role structure, which provides for the distribution of roles between group members in the process of making collective decisions (“who does what?”).
Code of Conduct Group norms of behavior have a strong influence on its members and the direction in which the group will work: achieving the goals of the enterprise, creating special conditions for the group, or resisting positive processes.
Social control. An important characteristic of an informal group is monitoring compliance with norms of behavior by its members. It can be performed either by the leader or by a specially designated member of the group (“supervisor”).
The socio-psychological structure of the team ends with the nomination of a leader.
Leadership is one of the socio-psychological factors influencing performance.
Leadership potential- a set of psychological qualities that meet the needs of the group and are most useful for resolving the problem situation in which this group finds itself.
Leadership– leadership in stimulating, planning and organizing group activities. Behind the ability to lead are such integral characteristics as “danger alertness,” “managerial abilities,” and high “personal activity.”
“Attunement to danger” refers to high efficiency of actions under stress, as well as sensitivity to potential danger and fearlessness.
Actions under stressful conditions that are most consistent with the role of a true leader lie in his primacy in protecting the group, in organizing group actions, in attacking actions, in choosing the strategy and tactics of group behavior. Sensitivity is the leader's ability to anticipate the possibility of stressful circumstances and options for their development.
Fearlessness is a quality that allows a leader to withstand threats directed at him the longest and recover faster from defeats.
In the structure of managerial abilities, the leading functions are the suppression of intragroup aggressiveness (conflict) and providing support to weak group members, planning the upcoming actions of the group.
High personal activity of a leader includes a wide range of private manifestations - from initiative and contact to physical mobility and a tendency to form temporary alliances with different members of the group.
Psychoanalysts have identified ten types of leadership
1. "Sovereign", or "patriarchal overlord". A leader in the form of a strict but beloved father, he is able to suppress or displace negative emotions and instill self-confidence in people. He is nominated on the basis of love and is revered.
2. "Leader". In it people see the expression, the concentration of their desires, corresponding to a certain group standard. The personality of the leader is the bearer of these standards. They try to imitate him in the group.
3. "Tyrant". He becomes a leader because he instills in others a sense of obedience and unaccountable fear; he is considered the strongest.
4. "Organizer". It acts as a force for group members to maintain the “I-concept” and satisfy everyone’s needs, relieves feelings of guilt and anxiety. Such a leader unites people and is respected.
5. “The Seducer.” A person becomes a leader by playing on the weaknesses of others. It acts as a “magical force”, giving vent to the suppressed emotions of other people, preventing conflicts, and relieving tension. Such a leader is adored and often does not notice all his shortcomings.
6. "Hero" Sacrifices himself for the sake of others; this type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him and see in him the standard of justice. A heroic leader carries people along with him.
7. “Bad example.” Acts as a source of contagion for a conflict-free personality, emotionally infects others.
8. "Idol". Attracts, attracts, positively infects the environment, he is loved, idolized and idealized.
9. "Outcast"
10. "Scapegoat"
There is a distinction between "formal" leadership - where influence comes from a formal position in the organization, and "informal" leadership - where influence comes from others' recognition of the leader's personal superiority. In most situations, of course, these two types of influence are intertwined to a greater or lesser extent.
The officially appointed head of the unit has advantages in gaining a leading position in the group, and therefore more often than anyone else, becomes a recognized leader.
Formal leaders first of all, they determine how, by what means it is necessary to achieve the goal set, as a rule, by other people, organize and direct the work of subordinates in accordance with detailed plans, while taking a passive position. They build their interaction with others on the basis of a clear regulation of rights and responsibilities, they try not to go beyond them, seeing themselves and others as members of one organization, in which a certain order and discipline should prevail.
In contrast to this informal leaders determine what goals to strive for, formulating them independently, without going into unnecessary details. Their followers are those who share their views and are ready to follow them, regardless of difficulties, and leaders at the same time find themselves in the role of inspirers, as opposed to managers who ensure the achievement of goals through rewards or punishment. Unlike formal formal leaders are not controlled by others, but build relationships with followers on trust in them.
To summarize what has been said, we will use a table based on the materials of O. Vikhansky and A. Naumov.
| Formal leader | Informal leader |
|Administrator |Innovator |
|Commands, convinces |Inspires, encourages |
|Follows the instructions of others |Implements own goals |
|Acts on the basis of calculation |Acts on the basis of vision |
|Organization oriented |People oriented |
|Controls |Trusts |
|Supports movement |Gives impetus to movement |
|Makes decisions |Implements decisions |
|Does what needs to be done |Does what needs to be done |
|Respected |Loved |
Any informal leader has a personal attraction, which manifests itself in different shapes. There are three types of leaders: leader, leader (in the narrow sense of the word) and situational leader.
The leader is the most authoritative member of the group, possessing the gift of suggestion and persuasion. He influences other members of the group with words, gestures, and glances. Thus, researcher R. Stogdill proposed the following list of leadership qualities: leader:
1) physical qualities – active, energetic, healthy, strong;
2) personal qualities - adaptability, self-confidence,
3) intellectual qualities - intelligence, ability to make the right decision, intuition, creativity;
4) abilities - contact, ease of communication, tact, diplomacy.
Leader much less authoritative than the leader. Along with suggestion and persuasion, he often has to encourage action by personal example (“do as I do”). As a rule, its influence extends only to part of the members of the informal group.
Situational leader has personal qualities that are significant only in a very specific situation: a special event in a team, a sporting event, a camping trip, etc.
There are leaders in any team and deserve special attention, since they are the ones who actively influence the moral and psychological climate in the team.
Among informal leaders, we can distinguish business, emotional, authoritarian, democratic and, finally, most importantly, positive and negative leaders.
The role of the leader V formation team
Informal relationships between the manager and subordinates deserve the most serious attention. Along with the ability to choose the optimal leadership style in a given situation, a manager must first of all know the typical mistakes inherent in people of his status and correctly build interpersonal relationships with staff.
Typical errors include cases when:
The manager does not give specific tasks, but constantly annoys his subordinates big amount general questions;
“fixated” on one topic in communication with staff, for example, trade discipline;
Formulates new ideas for completing tasks daily;
Constantly preaches his ideas;
Does not trust his employees, abuses petty control;
He is interested in paperwork;
Inaccessible territorially and in time;
Does not have ready-made solutions to production problems offered to personnel.
Success informal relations communication with subordinates, without which it is impossible to form a sense of respect for your leader, depends on compliance with a number of principles and rules of business communication.
Respect for the dignity of others is fundamental.
The moral and psychological basis of this principle is the axiom of social psychology, according to which no person feels comfortable enough without positive self-esteem.
Consequently, the manager is obliged to see in each subordinate not a position, but a personality.
Corporate culture- this is the totality of the norms and rules of behavior adopted in a given enterprise in relation to clients and partners, as well as the culture of mutual relations in the enterprise. This is the instillation of the “spirit of the company”, if all workers - such as kerivniks and Viconavians - clearly understand the tasks of the company and make every effort to implement them.
Corporate culture is full of values, transformations and norms that are expressed through symbols, legends, mottos, ceremonies and heroes of the company. Symbols A symbol is an object, an action or a concept that has a sense for those who are absent. Symbols represent the most important values of the organization. For example, the director of the Andover company's machinery plant, John Thomas, wants to demonstrate to others that it is not only possible, but also worthwhile to make amends and take responsibility for yourself. Once you know the defective part, you attach it to a stand and call it “City for the best mercy.” This prize is presented graciously and symbolizes the right of every practitioner to have mercy and rectify his or her own apologia. Legends Legends (myths) - these are often repeated evidence by all spy specialists that are based on real situations that have been collected from the company. In other words, they express in an implicit form the basic values of corporate culture. A trading company, for example, Nordstorm, may almost have a legend about how one of the buyers was paid pennies for an unknown car tire, although the tires were never sold in the company's stores... This story reinforces the company's strict rule about acceptance oh any goods, what turn around with shoppers. Heroes A hero is a person with a personality that is similar to most of the company's employees. This may be a specialist in the enterprise or a special feature will be identified. Companies with a well-developed corporate culture tend to have heroic characters. At the Minnesota Mining and Manufacturing company, for example, the quarry does not forget about the unknown heroes (who developed the projects that were inspired by the great gardeners). One of them was the vice-president of the company, who earned money at the very beginning of his career for those who focused on their project, which they knew was definitely not far away. The pracievnik continued his work on despondency. Vrashti-Resht was hired again, and his work was so successful that he was soon named vice president of the company. The lesson for company leaders is this: stick to what you believe. Motto Motto (gaslo) is the main expression in which the main value of corporate culture is briefly formulated. The PepsiCo company, it is said, is making titanic efforts to create all the minds of young people to mold them into untrained managers. Vaughn lights up: “We select eagles and then fly them as fighters.” Ceremonies Corporate ceremonies are special planned events that are held for everyone. The stench is to value the trust of the spies in the value of the company, to accept them together, to give employees the opportunity to take part in an important role, and to identify corporate heroes. The ceremony may take place in front of the award ceremony or in the city. At Meri Kay Cosmetics, corporate ceremonies are full of thought and grandeur: the most important sales consultants are presented with gold and diamond clasps, and the crown jewel of the city is presented with a rye-colored Cadillac. The main thing at such ceremonies is to emphasize what kind of good work a person gives to the city. In general, corporate culture can be defined as a set of corporate values, principles, unwritten principles and norms that are accepted by all members of the team. The main thing that lifts a successful company from the average is a corporate culture, in which every worker is clearly aware of the vision of his company and its achievements.
What is misiya? What is it for?
The company's mission is the foundation.
It shows who we are, what we want to do for our clients and why, and what value we convey to the market.
2. Informal groups and the reasons for their emergence. Informal group management
An informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal. In a large organization there are many informal groups. Informal organizations, just like formal ones, have a hierarchy, leaders, tasks, and norms of behavior.
The main reasons for the emergence of informal groups are:
1) unsatisfied social needs for involvement, belonging;
2) the need for mutual assistance;
3) the need for mutual protection;
4) close communication and sympathy;
5) similar way of thinking.
Affiliation. One of the highest human needs, which is satisfied through establishing and maintaining social contacts and interactions. But many formal organizations deprive people of social contacts. Therefore, workers turn to informal organizations.
Mutual assistance. Employees should receive help, support, consultation, and advice from their immediate superiors. But this does not always happen, because the manager does not always know how to create an atmosphere of openness and trust when performers want to share their problems with him. Therefore, people often prefer to resort to the help of their colleagues. Such interaction brings double benefits. The one who provided it acquires a reputation as an expert, prestige, and self-respect. Who received the necessary guidance for action, belonging to an informal organization.
Mutual protection. Members of informal organizations protect their interests and each other from their superiors and other formal and informal groups. For example, they protect each other from unfair decisions, harmful rules, poor working conditions, invasion of their zone of influence by other departments, lower wages, and dismissal.
Close communication. Because of the formal organization and its objectives, the same people come together every day, sometimes for many years. They are forced to communicate and interact frequently, as they solve the same problems. People want to know what's going on around them, especially when it comes to their work. But sometimes managers deliberately hide information from subordinates. Subordinates are forced to resort to an informal communication channel - rumors. This satisfies the need for security and belonging. In addition, people want to be closer to those with whom they sympathize, with whom they have a lot in common, with whom they can discuss not only work, but also personal matters. Such relationships often arise with those who are nearby in the workspace.
Similar way of thinking. People are united by the same shared social and ideological values, common intellectual traditions, professed philosophy of life, common hobbies, etc.
It is necessary to know the main characteristics of informal groups, which have a great influence on the effectiveness of the formal organization and which must be taken into account in management. These characteristics are:
1) implementation of social control;
2) resistance to change;
3) appearance informal leader;
4) spreading rumors.
Social control. Informal groups establish and reinforce norms for acceptable and unacceptable behavior within the group. This may concern both clothing, behavior, and acceptable types of work, attitude towards it, and intensity of work. Anyone who violates these norms is subject to alienation and other sanctions. These norms may or may not be consistent with the norms and values of the formal organization.
Resistance to change. This phenomenon is also characteristic of formal groups, since changes disrupt the usual, established rhythm of work, distribution of roles, stability, and confidence in the future. Changes may threaten the continued existence of an informal group. Reorganization, introduction of new technology, expansion of production, liquidation of traditional industries can lead to the disintegration of informal groups or a reduction in the ability to satisfy social needs and realize common interests.
Management must reduce resistance to change using a variety of methods, including participatory management.
Informal leaders. Informal organizations, just like formal ones, have their own leaders. To influence group members, they apply the same methods to them as formal leaders. The only difference between the two leaders is that the leader of a formal organization has the support of delegated official authority and usually operates in a specific functional area assigned to him. The support of an informal leader is his recognition by the group. In his actions, he relies on people and their relationships. The sphere of influence of an informal leader may extend beyond the administrative boundaries of the formal organization.
The main factors determining the opportunity to become a leader of an informal organization are: age, official authority, professional competence, location of the workplace, freedom of movement around the work area, moral qualities (responsiveness, decency, etc.). The exact characteristics are determined by the value system adopted in the group.
Informal organizations interact with formal ones. This interaction can be represented in the form of the Homans model. The model demonstrates how an informal group emerges from the interaction of people performing certain tasks.
In an organization, people perform the tasks assigned to them; in the process of performing these tasks, people interact, which in turn contributes to the emergence of emotions - positive and negative in relation to each other and their superiors. These emotions influence how people will carry out their activities and interact in the future. Emotions, favorable or unfavorable, can lead to either increased or decreased performance, absenteeism, turnover, complaints and other phenomena that are important in assessing the performance of the organization. Therefore, even if an informal organization is not created at the will of management and is not under its complete control, it must be managed so that it can achieve its goals.
To provide effective interaction between formal and informal groups, the following methods can be used:
1) recognize the existence of an informal organization, refuse to destroy it, realize the need to work with it;
2) identify leaders in each informal group, involve them in the decision-making process and take into account their opinions, encourage those who participate in solving production problems;
3) check all management actions for their possible bad influence to an informal group;
4) to weaken resistance to change, involve group members in making management decisions;
5) quickly provide accurate information to prevent the spread of false rumors.
In addition to general organizational factors, the effectiveness of groups is also influenced by specific factors. They can be divided into two groups:
1) characteristics of the group;
2) group processes.
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