Having groups in the work environment of an organization are something that comes naturally regardless of it is initiated by the management or workers. The chief reason for its creation is to allow interaction between people for them to work as a unit towards accomplishing duties assigned. Mostly these groups are divided into either formal or informal.
The formal group is deliberately created to perform principle roles related to the organization’s objectives. This group can be permanent where in such a case it will constitute the top management department such as management committee or board of directors. Additionally, the group can be temporary whereby it is dissolved after accomplishing its set goals. On the contrary, the informal group, which is self-made, is created from the psychological and social forces in the work environment (Bussmann & Schweighofer, 2014). The group is made to satisfy individual preference hence its operations is not regulated by the structure of organizational rules.
Leadership entails applying informal and social sources of influence to inspire other people’s deeds. Hence having a management that is effective will entice the subordinate towards putting more effort in achieving the organization’s mission (Berrin Erdogan, Talya Bauer, Mason Andrew Carpenter, 2009). The informal work group provides employees with a conducive environment where they can openly raise their concerns regarding the management. It, therefore, comes in handy if the management is attentive to this group since its meetings outcome is reached with the input of workers who strongly saw the urge of forming the group.
Active participation in ongoing informal exchanges helps the management shift outcomes and patterns of interaction in ways that will benefit the organization. Additionally, the management should try maintaining equality between informal and formal groups to avoid conflicts. Can this be achieved? This can be reached by integrating the informal group’s interest with the firm’s objectives. Also by considering the informal group in critical administration decisions such as a change in work methods, the possibility of them resisting is overcome as they are made to understand how the change will be of benefit to them.
Berrin Erdogan, Talya Bauer, Mason Andrew Carpenter. (2009). Principles of Management – Version 1.1. Flat World Knowledge, Inc.
Bussmann, U., & Schweighofer, S. (2014). Group dynamics: The nature of groups as well as dynamics of informal groups and dysfunctions.