Formal organization. Formal and informal organizations

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MOSCOW HUMANITIES AND ECONOMICS INSTITUTE

NIZHNEKAMSK BRANCH

Faculty of Economics and Management

Department of Management

Group Ez-762

COURSE WORK

On the topic "Formal and informal organizations»

Discipline "Organization Theory"

Student__________________________Dudysheva D.N.

Scientific supervisor _____________ Kosova M.N.

Nizhnekamsk

• Introduction
• 1. Formal organizations
• 1.1 Essence and classification of formal organizations
• 1.2 Improving the effectiveness of formal organizations
• 2. Informal organizations
• 2.1 Essence and main characteristics of informal organizations
• 2.2 Features of the formation and management of informal organizations
• Conclusion
• List of used literature

Introduction

Relevance. 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 have formed without the intervention of management. These informal associations often have a strong impact on the quality of operations and organizational effectiveness.

Despite the fact that informal organizations are not created by the will of management, they are a factor that every manager must take into account because such organizations and other groups can have a strong influence on the behavior of individuals 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 proper cooperation between 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 the necessary conditions for effective management is also the ability to work in small groups, such as various committees or commissions created by the managers themselves, and the ability to build relationships with their direct subordinates.

Target. Consider formal and informal organizations. To achieve this goal, it is necessary to solve the following tasks:

1. Reveal the essence of formal organizations;

2. Identify ways to improve the efficiency of formal organizations;

3. Reveal the essence and main characteristics of informal organizations;

4. Analyze the features of education and management of informal organizations.

Object of study formal and informal organizations, the subject is the influence of features and ways to improve the effectiveness of formal and informal organizations.

Degree of scientific study in the literature. The theoretical basis of the study was the works of domestic and foreign scientists on issues of formal and informal organizations, such as Vikhansky O.S., Gerchikova I.N., Savitskaya G.V., Bakanov M.I., Shermet A.D. and etc.

The work consists of an introduction, two chapters, a conclusion and a list of references. The first chapter reveals the essence and classification of formal organization, as well as increasing the effectiveness of formal groups. The second chapter reveals the essence and main characteristics of informal organizations, as well as the features of the formation and management of informal groups.

1. Formal organizations

A person needs communication with his own kind, and apparently receives joy from such communication. Most of us actively seek interaction with other people. In many cases, our contacts with other people are short and insignificant. However, if two or more people spend enough time in close proximity to each other, they gradually become psychologically aware of each other's existence. The time required for such awareness and the degree of awareness very much depend on the situation and on the nature of the relationship between people. However, the result of such awareness is almost always the same. The awareness that others think about them and expect something from them causes people to change their behavior in some way, thereby confirming the existence of social relationships. When this process occurs, a random collection of people becomes a group.

Each of us belongs simultaneously to many groups Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.58. . We are members of several family groups: our immediate family, the families of grandparents, cousins, in-laws, etc. Most people also belong to several friend groups - a circle of people who see each other fairly regularly. Some groups turn out to be short-lived and their mission is simple. When the mission is completed, or when group members lose interest in it, the group disbands. An example of such a group would be several students who get together to study for an upcoming exam. Other groups may exist for several years and have a significant influence on their members or even on the external environment. An example of such groups would be associations of teenage schoolchildren.

As defined by Marvin Shaw, “a group is two or more persons who interact with each other in such a way that each person influences and is simultaneously influenced by the others.”

1.1 Essence and classification formal organizations

Based on Shaw's definition, 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 can consist of literally hundreds or even thousands of small groups of Odintsov A.A. Organizational management: introduction to the specialty: Textbook for universities / O.A. Odintsov. - M.: Publishing House "Exam", 2004. - P.238.

These groups created at the will of management for organizing the production process are called formal groups. No matter how small they may be, these are formal organizations, whose primary function in relation to the organization as a whole is to perform specific tasks and achieve certain, specific goals Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.431.

There are three main types of formal groups in an organization:

leadership groups;

production groups;

committees.

Command (subordinate) group leader consists of a 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 Texas Instruments' 89,000-plus employees are members of task forces. For increasing the overall efficiency of the company, they can receive a 15 percent bonus to 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- will be discussed below.

All team and working 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 tasks of each of its structural divisions are 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 a manager understands what a group is and the factors behind its effectiveness, and the better he masters the art of effectively managing a group, the more likely he is to improve the productivity of that unit and the organization as a whole.

Management by committees

Committee- a group within an organization to which authority has been delegated to perform a task or set of tasks. Committees are sometimes called councils, task forces, commissions, or teams. But in all cases, it implies group decision-making and action, which distinguishes the committee from other organizational structures.

It is said that at least three out of every four jokes about bad management contain the word "committee". And yet the fashion for committees has definitely not passed away and even continues to spread. This is partly because the committee is compatible with any major organizational system, and also because business decisions are increasingly becoming technical in nature. But the main reason that committees have not gone out of fashion is the fact that the proper use of a committee is a very effective means of achieving certain goals. There are two main types of committees: special and permanent Smirnov E.A. Fundamentals of organization theory: a textbook for universities. - M.: Audit, Unity, 1998. - P. 167.

Ad hoc committee is a temporary group formed to accomplish a specific purpose. The head of a bank branch may form a special committee to identify problems in customer service, as well as alternative ways to correct them. Congress often creates special committees to study special problems or to deal with sensitive issues.

Standing Committee - This is a permanent group within the organization that has a specific goal. Most often, standing committees are used to provide advice to an organization on issues of enduring importance. A well-known and often cited example of a standing committee is the board of directors. Board of Directors big company may be divided into standing committees such as the audit commission, financial commission and the executive committee. The president of a large company often has committees under his command, such as a policy development committee, a planning group, an employee grievance committee, and a salary review committee.

At lower levels of the organization, committees may be formed for purposes such as reducing costs, improving technology and production organization, solving social issues, or improving relations between departments.

In addition to all of the above, many organizations have informal committees. There are groups organized outside of the formal organization to solve problems. For example, four technicians might get together to discuss problems that arise in a laboratory while testing a device or equipment. Like all informal work groups, they can help or hinder the work of a formal organization. In any case, they act only because they themselves have acquired some kind of power, and not because they have authority.

Management delegates authority to a committee in the same manner as it would to an individual. Like individuals, committees must report the performance of their assigned tasks to the person who delegated authority to them. However, since the committee is a group, personal accountability is weakened. In 1986, Bank of America eliminated the authority delegated to loan origination committees in an effort to strengthen the accountability of individual loan officers. Before this, when committees were involved in this, Bank of America experienced serious difficulties in issuing loans to Odintsov A.A. Organizational management: introduction to the specialty: textbook. Manual for universities / A.A. Odintsov. - M.: Publishing Center "Academy", 2007. - P. 112.

Committees have either line or staff powers. Cabinet of Ministers and Council National Security, for example, are standing committees of the Federal Government with staff powers delegated by the President of the United States and reporting to the President. The board of directors of a corporation is a standing committee with line authority within the organization. The board not only advises the firm's president, but can also take action to implement its decisions through the line organization. When committees have line authority like the Board, this is called "multiple leadership". Large companies sometimes resort to the institution of "multiple leaders" in addition to the Board of Directors to formulate and implement major strategic and financial activities.

Like other management tools, a committee will be effective only when all or most of the factors in a given situation dictate the choice of this particular tool. Most management theorists advise resorting to this form of management when a group can do the job better than a single leader, or when the organization puts itself at risk by placing all power in the hands of one person. The following are situations where management by committee may be preferable.

1. When a problem requires a lot of expertise in a particular area, a tool such as a committee can be used to advise the person responsible for the issue to make a decision. In today's complex and rapidly changing environment, it is unlikely that the chief executive of a diversified enterprise will have knowledge of all the factors affecting the organization. Committee members' views on the pros and cons of a new and complex area, especially if the firm has never been involved in it before, can be extremely helpful. Examples of such situations include decisions to enter a new market, create a new product, acquire or merge with another company, find sources of large loans for the development of the company, and make significant changes in company policies to satisfy social or legal requirements.

2. When a proposed decision is likely to be highly unpopular within the organization, using a committee to make a decision can help alleviate dissatisfaction with the actions of specific decision makers. The university's board of trustees often makes unpopular decisions that, if made only by the president or chancellor, would expose them to unpleasant public pressure.

3. When collective decision-making lifts the morale of the organization, the committee can involve subordinates in the decision-making process. Sometimes, if a decision is imposed on employees from above, and no one from the managers asked their opinion on this matter, this can lead to undermining the morale of subordinates.

4. When there is a need to coordinate the work of different parts of the organization, the committee can provide a forum for expressing the views of managers and helping them understand their place in the overall enterprise.

5. When it is undesirable to concentrate all power in the hands of one person, a committee can distribute powers among several persons. This will help the organization avoid mistakes on critical issues and relieve pressure on senior management. Insurance companies often use this tool to evaluate and approve capital investments that involve large sums and the need to use conservative tactics.

Committees are often notoriously ineffective tools due to their misuse. They are the ones who suffer due to incompetent management. Below are typical mistakes in relation to such a form of management as a committee, and situations where one leader will achieve greater efficiency than the group Latfullin G.R. Organization Theory: Textbook. For universities. - St. Petersburg: Peter, 2005. P.217.

1. Lack of a clear description of the rights and responsibilities of the committee. In this case, the committee will face the same problems as an individual in a similar situation. Before forming a committee, management must decide exactly for what purpose it is being created: to identify a problem, to develop and evaluate alternative solutions, to recommend an appropriate course, or to develop and implement a solution (for this, the committee must have linear authority) Smirnov E. A. Fundamentals of organization theory: a textbook for universities. - M.: Audit, Unity, 1998. - P.313.

2. Incorrectly determined committee size. Often new members are introduced into the committee not because they will actually improve its work with their experience, but to give greater political force. The optimal number is from 5 to 10 people. If there are fewer than 5 people on the committee, then this may not be enough to capitalize on the difference of opinions, and a committee consisting of more than 10 people limits the participation of everyone in discussing the issue V.N. Parakhin. Theory of organization: textbook / V.N. Parakhina, T.M. Fedorenko. - 4th ed. - M.: Knorus, 2007. - P.134.

3. Waste of time. Northcote K. Parkinson observed that committees tend to spend more time on issues that are understandable to all members than on those that are more complex. This is because many people do not want to show their ignorance by speaking on an unfamiliar or confusing topic. Therefore, committees sometimes engage in endless debates on trivial topics, and decisions on the most important issues taken in a few minutes. Parkinson calls this the law of triviality. “The time spent on any agenda item is inversely proportional to the amount of money behind it.” Time is a valuable resource, and committees that waste it on trivial matters may not be so necessary.

4. Slow decision making and implementation. No group can act as quickly and decisively as a competent individual, and this is generally recognized.

5. Compromise breeds mediocrity. Whatever the issue discussed in the group, the vote is rarely unanimous. If the difference in opinions is very large, then a compromise solution that suits everyone will be characterized by the lowest coefficient of agreement in V.N. Parakhin’s group. Theory of organization: textbook / V.N. Parakhina, T.M. Fedorenko. - 4th ed. - M.: Knorus, 2007. - P.136.

6. Excessive costs. If decisions are made by a group, the costs of its work far exceed the costs of making decisions by one person. Therefore, before referring an issue to a committee, senior management should calculate how much it will cost.

7. Like-mindedness. The phenomenon of conformity can prevent the committee from critically analyzing all alternative proposals. It is easy for a group to become overenthusiastic about one project and overly cautious about another. With such enthusiasm, individuals may be hesitant to voice their doubts or support for an unpopular project, fearing that their peers will view them as “disloyal team members.” In addition to the above, it is necessary to remember that committees are groups, so all the characteristics, processes and problems of groups apply to them as well.

1.2 Improving the effectiveness of formal organizations

Improving the effectiveness of formal groups.

In addition to the challenge of managing informal organizations to harness their potential benefits and reduce negative impacts, management must also improve the effectiveness of command teams and committees. Because these groups are an intentionally created component of the formal organization, much of what is true for managing an organization is also true for them. Like the entire organization, groups require planning, organization, motivation, and control to function effectively.

Let us dwell on one aspect of the functioning small group, according to many managers, the most difficult thing is to increase the effectiveness of meetings where problems are solved and decisions are made. Depending on the characteristics of the group and the way it is led, a meeting can be an exercise in futility or an extremely effective tool where talent, experience and the ability to generate new ideas come together. Before we present some specific recommendations on how to make a meeting effective, let us first consider the general factors influencing the effectiveness of the group. Vikhansky O.S., Naumov A.I. Management: Person, strategy, organization, process: Textbook. - M.: MSU, 1995. - P.215.

Factors influencing group effectiveness.

The group will be able to more or less effectively achieve its goals depending on the influence of the following factors: size, composition, group norms, cohesion, conflict, status and functional role of its members B.Z. Milner. Organization theory. - M.: INFRA-M, 1999. - P.98.

Size. Management theorists have devoted much time to defining the ideal group size. Authors of the administrative management school believed that the formal group should be relatively small. According to Ralph K. Davis, the ideal group should consist of 3-9 people. His opinion is shared by Keith Davis, a modern theorist who has spent many years studying groups. He believes that the preferred number of group members is 5 people. Research shows that in fact, between 5 and 8 people attend group meetings.

Some studies suggest that groups with between 5 and 11 members tend to make more accurate decisions than those larger than that. Research has also shown that groups of 5 people tend to experience greater satisfaction than those in larger or smaller groups. The explanation for this seems to be that in groups of 2 or 3 people, members may be concerned that their personal responsibility for decisions is too obvious. On the other hand, in groups consisting of more than 5 people, its members may experience difficulty and timidity in expressing their opinions in front of others.

In general, as a group increases in size, communication among its members becomes more complex and it becomes more difficult to reach agreement on issues related to the group's activities and tasks. Increasing group size also increases the tendency for groups to split informally into subgroups, which can lead to conflicting goals and the formation of cliques.

Compound. Composition here refers to the degree of similarity of personalities and points of view, approaches that they show in solving problems. An important reason for bringing an issue to a group decision is to use different positions to find the optimal solution. It is therefore not surprising that research recommends that a group be made up of dissimilar individuals, as this promises greater effectiveness than if group members have similar points of view. Some people pay more attention to the important details of projects and problems, while others want to look at the big picture, some want to approach the problem from a systemic perspective and look at the interrelationships of various aspects. According to Miner, when “groups are selected to include either very similar or very different people, groups with different points of view produce more high-quality solutions. Many points of view and perception of perspectives bear fruit” Meskon M.H. Albert M., Khedouri F. Fundamentals of Management: trans. from English - M.: Delo, 1997. - P.615.

Group norms. As early group researchers discovered, in work groups, the norms adopted by the group have a strong influence on the behavior of the individual and on the direction in which the group will work: to achieve the goals of the organization or to counter them. Norms are designed to tell group members what kind of behavior and work is expected of them. Norms have such a strong influence because only if their actions are consistent with these norms can an individual count on belonging to a group, its recognition and support. This applies to both informal and formal organizations.

From the perspective of an organization, we can say that norms can be positive and negative. Positive norms are those that support the goals and objectives of the organization and encourage behavior aimed at achieving those goals. Negative norms have the opposite effect: they encourage behavior that does not contribute to achieving the goals of organizations. Norms that reward workers' diligence, dedication to the organization, concern for product quality, or concern for customer satisfaction are positive norms. An example of negative norms are those that encourage unconstructive criticism of the company, theft, absenteeism, and low level labor productivity.

There is the following classification of group norms:

1) pride in the organization;

2) achieving goals;

3) profitability;

4) collective work;

5) planning;

6) control;

7) professional training;

8) innovations;

9) relations with the customer;

10) protection of integrity.

Leaders should make judgments about group norms with caution. For example, a group of lower-level managers who believe in always agreeing with their superiors may appear to exhibit a high degree of loyalty. However, in reality, such a norm will lead to the suppression of very beneficial initiatives and opinions for the organization. Such suppression of important information can reduce the effectiveness of decisions.

Cohesion. Group cohesion is a measure of the attraction of group members to each other and to the group. A highly cohesive group is a group whose members feel a strong attraction to each other and consider themselves similar. Because a cohesive group works well as a team, high levels of cohesion can improve the effectiveness of the entire organization if the goals of both are aligned. Highly cohesive groups tend to have fewer communication problems, and those that do occur are less severe than others. They have less misunderstandings, tension, hostility and mistrust, and their productivity is higher than in disjointed groups. But if the goals of the group and the entire organization are not consistent, then a high degree of cohesion will negatively affect labor productivity throughout the organization Milner B.Z. Organization theory. Lecture course. Textbook for universities. - M.: Infra, 1998. -P.330.

Management may find it possible to increase the positive effects of cohesion by holding periodic meetings and emphasizing the overall goals of the group, and by allowing each member to see his or her contribution to achieving those goals. Management can also strengthen cohesion by allowing subordinates to meet periodically to discuss potential or current problems, the impact of upcoming changes on business operations, and new projects and priorities for the future.

A potential negative consequence of high cohesion is group like-mindedness.

Group like-mindedness- this is the tendency for an individual to suppress his actual views on some phenomenon in order not to disturb the harmony of the group. Group members believe that disagreement undermines their sense of belonging and therefore disagreement should be avoided. In order to preserve what is understood as agreement and harmony among group members, a group member decides that it is better not to express his opinion. In an atmosphere of group like-mindedness, the primary task for an individual is to stick to the general line in a discussion, even if he or she has different information or beliefs. This tendency is self-reinforcing. Since no one expresses different opinions from others or offers different, opposing information or point of view, everyone assumes that everyone else thinks alike. Since no one speaks up, no one knows that other members may also be skeptical or concerned. As a result, the problem is solved less effectively because all the necessary information and alternative solutions are not discussed and evaluated. When there is group consensus, the likelihood of a mediocre decision that will not affect anyone increases.

Conflict. It was mentioned earlier that differences of opinion usually lead to more effective group performance. However, it also increases the likelihood of conflict. While active exchange of ideas is beneficial, it can also lead to intragroup arguments and other forms of open conflict, which are always detrimental.

Group member status. An individual's status in an organization or group can be determined by a number of factors, including seniority in the job hierarchy, job title, office location, education, social talents, awareness, and experience. These factors can lead to increases and decreases in status depending on the values ​​and norms of the group. Research has shown that high-status group members are able to exert more influence over group decisions than low-status group members. However, this does not always lead to increased efficiency.

A person who has worked for a company for a short time may have more valuable ideas and better experience regarding a project than a person with high status acquired through many years of work in the management of that company. The same applies to the head of a department, whose status may be lower than the vice president. To make effective decisions, you must consider all information relevant to a given issue and weigh all ideas objectively. To function effectively, a group may have to make a concerted effort to ensure that the views of higher status members do not dominate the group.

Roles of group members. A critical factor determining the effectiveness of a group is the behavior of each of its members. For a group to function effectively, its members must behave in ways that promote group goals and social interaction. There are two main types of roles for creating a normally functioning group - target and supporting roles.

Target Roles distributed in such a way as to be able to select group tasks and carry them out. Employees performing target roles are characterized by the following functions:

1. Initiation of activity. Offer solutions, new ideas, new formulations of problems, new approaches to solving them, or new organization of material.

2. Search for information. Look for clarification of the proposal put forward, additional information or facts.

3. Gathering opinions. Ask group members to express their views on the issues being discussed and to clarify their values ​​or ideas.

4. Providing information. Provide facts or generalizations to the group, apply your own experience in solving group problems or to illustrate any points.

5. Expressing opinions. It is imperative to express opinions or beliefs regarding any proposal with an evaluation of it, and not just report facts.

6. Elaboration. Explain, give examples, develop ideas, try to predict the future fate of the proposal if it is accepted.

7. Coordination. Explain the relationships between ideas, try to summarize proposals, try to integrate the activities of different subgroups or group members.

8. Generalization. Relist the proposals after the end of the discussion.

Supporting Roles imply behavior that contributes to the maintenance and activation of the life and activities of the group. Employees in support roles perform the following functions:

1. Encouragement. Be friendly, sincere, responsive towards others. Praise others for their ideas, agree with others, and positively evaluate their contributions to solving a problem.

2. Ensure participation. Try to create an environment in which each member of the group can make a proposal. Encourage this, for example, by saying, “We haven't heard from Jim yet,” or offer everyone a specific time limit for speaking so that everyone has the opportunity to speak.

3. Establishing criteria. Establish criteria to guide the group when making substantive or procedural choices or evaluating the group's decision. Remind the group to avoid decisions that are inconsistent with group criteria.

4. Execution. Follow the decisions of the group, being thoughtful about the ideas of other people who make up the audience during group discussions.

5. Expressing the feelings of the group. Summarize what is being formed as a feeling of the group. Describe the reaction of group members to ideas and options for solving problems Samkov V.M. Organization theory. Training manual in 2 hours - Ekaterinburg, 1988. - P. 187.

Most American managers perform goal roles, while Japanese managers perform goal and support roles. Discussing this issue, Professor Richard Pascal and Professor Anthony Athos state:

“The Japanese are extremely sensitive to group interactions and relationships. Their attitude towards groups is very similar to the attitude towards marriage in Western countries. And, what is especially interesting, the Japanese identify the same problems and concerns in work relationships that we identify in marriage: they relate to trust, mutual assistance and devotion. In the West, work group leaders tend to emphasize production activities and ignore social aspects, while in Japan maintaining a state of satisfaction among work group members goes hand in hand with fulfilling goal roles.”

Conducting effective meetings.

A large proportion of executives' time is spent attending meetings. The effectiveness of meetings is determined by the same factors that determine the effectiveness of the group. Leland Bradford offers the following tips for making meetings more effective.

1. Create a specific meeting agenda and briefly review it before the meeting begins.

2. Ensure free flow of information among group members. This kind of exchange is possible if group members behave in the meeting according to their different roles.

3. Make full use of group members' abilities and encourage their participation. The competence, experience, information and ideas of all group members must be brought to bear to solve the common problem.

4. Create an atmosphere of trust so that group members feel free to openly and tactfully comment on points of view and ideas that they do not share.

5. View conflict as a positive factor and try to manage it effectively.

6. At the end of the meeting, briefly summarize the discussion and identify future activities that are planned to be carried out in the light of the decisions made. Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.419.

Fight against unanimity. A group meeting that seeks to benefit from differences of viewpoints can only be successful if there is no unanimity in the meeting. To reduce the likelihood of unanimity, the presiding officer should:

1. Instill in group members that they can freely provide any information, express any opinions or doubts about any issue under discussion.

2. Assign one member of the group to play the role of “devil’s advocate” - a person defending a clearly wrong cause.

3. Be able to listen to different points of view and criticism as calmly as constructive comments.

4. Separate the effort of generating ideas from evaluating them: first collect all the proposals, and then discuss the pros and cons of each of them.

5. If subordinates are present at the meeting, first listen to their ideas Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.420.

2. Informal organizations

Despite the fact that informal organizations are not created at the will of management, they are a powerful force that, 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.

The study of informal groups began with a famous series of experiments conducted by Elton Mayo. Although not perfect, these experiments had an impact on managers’ understanding of the factors of behavior Akimov T.A. Organization theory: Textbook for universities. - M.: UNITY-DANA, 2003. - P. 156.

2.1 Essence and main characteristics of informal organizations

The development of informal organizations and the reasons why people join them contribute to the development of characteristics in these organizations that make them both similar and different from formal organizations. Below is short description the main characteristics of informal organizations that are directly related to management, as they have a strong impact on the effectiveness of the formal organization.

Social control. As scientists discovered during the Hawthorne experiment, informal organizations exercise social control over their members. The first step to this is to establish and strengthen norms - group standards for acceptable and unacceptable behavior. In order to be accepted by the group and maintain his position in it, an individual must comply with these norms. It is quite natural, for example, that an informal organization has its own clearly defined rules regarding the nature of dress, behavior and acceptable types of work. To reinforce compliance with these norms, the group may impose fairly harsh sanctions, and those who violate them may face exclusion. This is a strong and effective punishment when a person depends on an informal organization to satisfy his social needs (and this happens quite often) Akimova T.A. Organization theory: Textbook for universities. - M.: UNITY-DANA, 2003. - P. 158.

Social control exercised by an informal organization can influence and guide the achievement of the goals of a formal organization. It can also influence opinions about managers and the fairness of their decisions.

Resistance to change. People can also use informal organization to discuss proposed or actual changes that may occur in their department or organization. In informal organizations there is a tendency to resist change. This is partly due to the fact that change may pose a threat to the continued existence of the informal organization. Reorganization, introduction of new technology, expansion of production and, consequently, the emergence of a large group of new employees, etc. may lead to the disintegration of an informal group or organization, or to a reduction in opportunities for interaction and satisfaction of social needs. Sometimes such changes can enable specific groups to achieve position and power.

Because people react not to what is objectively happening, but to what they perceive is happening, a proposed change may seem much more dangerous to the group than it actually is. For example, a group of middle managers may resist the introduction of computer technology out of fear that the technology will take away their jobs just when management is about to expand their areas of expertise.

Resistance will arise whenever group members perceive change as a threat to the continued existence of their group as such, their shared experience, the satisfaction of social needs, common interests, or positive emotions. Management can reduce this resistance by allowing and encouraging subordinates to participate in decision making.

Informal leaders. Just like formal organizations, informal ones have their own leaders. An informal leader gains his position by seeking and exercising power over group members, much as a leader of a formal organization does. There are essentially no major differences in the means used by leaders of formal and informal organizations to exert influence. The only significant difference between them is that the leader of a formal organization has support in the form of official powers delegated to him and usually acts in the 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. Despite the fact that the informal leader is at the same time one of the members of the management staff of a formal organization, very often he occupies a relatively low level in the organizational hierarchy Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.186.

Significant factors that determine the opportunity to become a leader of an informal organization include: age, position, professional competence, location of the workplace, freedom of movement in the work area and responsiveness. The exact characteristics are determined by the value system adopted in the group. For example, in some informal organizations old age may be considered a positive characteristic, while in others it is the opposite.

The informal leader has two primary functions: to help the group achieve its goals and to support and strengthen its existence. Sometimes these functions are performed by different people. If this is so, then two leaders emerge in an informal group: one to carry out the group's goals, the other to facilitate social interaction.

2.2 Features of the formation and management of informal organizations

A formal organization is created at the will of management. But once it is created, it also becomes a social environment where people interact not according to the instructions of the leadership. People from different subgroups communicate over coffee, during meetings, over lunch and after work. From social relationships, many friendly groups, informal groups are born, which together represent an informal organization.

Informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal. Like formal organizations, 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 loosely connected in some kind of network. Therefore, some authors 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. Natural result this intense social interaction is the spontaneous emergence of informal organizations Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.215.

Informal organizations have much in common with the formal organizations 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. Emergent organizations also have unwritten rules, called norms, that serve as standards of behavior for members of the organization. These norms are supported 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. In Fig. 1. shows the difference in the mechanisms of formation of formal and informal organizations Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.221.

The structure and type of formal organization is built consciously by management through design, while the structure and type of informal organization arises through social interaction. Describing the development of informal organizations, Leonard Sales and George Strauss say: “Employees form friendly groups based on their contacts and common interests, and these groups arise from the very life of the organization. However, once these groups are formed, they begin to live own life, almost completely divorced from the labor process on the basis of which they arose. This is a dynamic, self-generating process.

Rice. 1. Mechanism for the formation of formal and informal organizations

Employees united within a formal organization interact with each other. Increasing interaction contributes to the emergence of friendly feelings in them towards other members of the group. In turn, these feelings form the basis for everything more a variety of activities, many of which are not in the job description: having lunch together, doing work for a friend, fighting with those who are not members of the group, gambling with numbers on cash checks, etc. These enhanced opportunities for interaction help create stronger interpersonal bonds. Then the group begins to be something more than a simple collection of people. It creates traditional ways of performing certain actions - a set of stable characteristics that are difficult to change. The group becomes an organization."

Why do people join organizations? People usually know why they join formal organizations. As a rule, they either want to carry out the goals of the organization, or they need rewards in the form of income, or they are driven by considerations of prestige associated with belonging to this organization. People also have reasons for joining groups and informal organizations, but they are often unaware of them. As the Hawthorne experiment showed, belonging to informal groups can provide people with psychological benefits that are no less important to them than the salary they receive. The most important reasons for joining a group are: a sense of belonging, mutual assistance, mutual protection, close communication and interest.

Affiliation. The very first reason for joining an informal group is to satisfy the need for a sense of belonging, one of our strongest emotional needs. Even before the Hawthorne Experiment, Elton Mayo discovered that people whose jobs do not allow them to establish and maintain social contacts tend to be dissatisfied. Other studies have shown that belonging to and support from a group is closely related to employee satisfaction. Yet, although the need to belong is widely accepted, most formal organizations deliberately deprive people of opportunities for social contact. Therefore, workers are often forced to turn to informal organizations in order to gain these contacts Vikhansky O.S. Management: Textbook - 3rd ed. / O.S. Vikhansky; edited by A.I. Naumova. - M.: Gardariki, 1999. - P.235.

Help. Ideally, subordinates should be able to approach their immediate superiors without any embarrassment for advice or to discuss their problems. If this does not happen, then the boss should carefully examine his relationships with his subordinates. Either way, rightly or wrongly, many people believe that their boss in a formal organization will think poorly of them if they ask him how they can do a certain job. Others are afraid of criticism. Moreover, in every organization there are many unwritten rules that concern small matters of procedure and protocol, such as how long the coffee break should be, what the boss's attitude towards chatter and jokes should be, how one should dress to earn everyone's approval, and to what extent all these rules are mandatory. It is clear that the employee will still think about whether it is worth seeking help from his superiors on all these issues. In these and other situations, people often prefer to resort to the help of their colleagues. For example, a new worker in production is more likely to ask another worker to explain to him how to perform a particular operation. This leads to the fact that new workers also strive to participate in an already formed social group where there are experienced workers. Receiving help from a colleague is useful for both: both the one who received it and the one who provided it. As a result of providing assistance, the giver gains prestige and self-esteem, and the recipient gains the necessary guidance for action. Thus, the need for help leads to the emergence of an informal organization.

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The nature and characteristics of groups in organizations. Interaction of formal and informal groups in an organization. Managing the influence of formal and informal structures. Situational characteristics of the group. The main reasons for joining an informal group.

The activities of managers are carried out in the organization. From the variety of definitions of the concept “organization,” the following can be distinguished:

– organization as a process through which the structure of a managed or control system is created and maintained;

– organization as a set of relationships, rights, responsibilities, goals, roles, activities that take place in the process of joint work;

– an organization as a group of people with common goals.

A group must meet several mandatory requirements to be considered an organization: the presence of at least two people who consider themselves part of this group; the presence of at least one goal that is accepted as common by all members of a given group; having group members who intentionally work together to achieve a goal that is meaningful to everyone.

There are formal and informal organizations. A formal organization is a group of people whose activities are consciously coordinated to achieve common goal or goals. An informal organization is a spontaneously emerging group of people who interact with each other quite regularly. Informal organizations exist in all but very minor formal organizations. To ensure that informal organizations do not oppose the main activities of the organization, it is necessary:

1) the manager must agree and accept the fact that the informal organization exists;

2) informal organization can be valuable in helping a manager achieve his goals;

3) identify informal leaders and manage them;

4) try to combine the goals of informal and formal organizations;

5) the manager must agree that no matter what he does, informal organizations continue to exist.

The reasons that encourage people to enter into informal relationships can be grouped as follows:

1) a sense of belonging. Satisfying the need for a sense of belonging is one of our most powerful emotional needs. Since most formal organizations deprive people of opportunities for social contacts, employees turn to informal organizations to gain these contacts;

2) mutual assistance. You can ask your formal boss for help, but many employees prefer to resort to the help of their colleagues;

3) protection. An important reason for joining an informal organization is the perceived need for protection;

4) communication. In many formal organizations, the system of internal contacts is rather weak, sometimes management deliberately hides certain information from their subordinates, access to informal information (rumors) is possible only in an informal organization;

5) sympathy. People often join informal groups in order to be closer to someone they like.

Informal organizations may be similar and dissimilar to formal organizations at the same time. It is possible to identify features that characterize informal organizations:

1) social control. Informal organizations exercise social control over their members. It's about about establishing and strengthening norms - group standards of acceptable and unacceptable behavior. Those who violate these norms will face alienation. In this regard, the manager should be aware that social control exercised by an informal organization can have positive influence to achieve the goals of the formal organization;

2) resistance to change. In informal organizations there is always a tendency to resist change. This is partly due to the fact that change may pose a threat to the continued existence of the informal organization;

3) informal leaders. Informal organizations also have their leaders. Their difference from formal ones is that the leader of a formal organization has support in the form of official powers delegated to him and acts in the specific functional area assigned to him. An informal leader performs two primary functions: helps the group achieve its goals, supports and strengthens its existence.

The existence of informal groups in an organization is normal. Such groups most often strengthen the workforce, and the formal head of the organization should support them.

All organizations have a number of common characteristics, presented in Fig. 3.1.1. One of the most significant characteristics organization is its relationship with the external environment, dependence on the external environment. No organization can function in isolation, regardless of external reference points. Organizations are completely dependent on the world around them - on the external environment - both in relation to their resources and in relation to consumers, users of their results, which they strive to achieve.

The purpose of any organization involves transforming resources to achieve results. Main resources used

organization are people (human resources), capital, materials, technology and information.

Rice. 3.1.1. General characteristics organizations

The division of labor, of all work, into its component components is called horizontal division of labor. Horizontally, labor is divided, as a rule, according to functional, product-industry and qualification characteristics. The functional division of labor is reflected primarily in the specialization of workers by type of activity. In this case, individual functions are isolated and appropriate employees are allocated to perform them. The division of labor by product and industry is associated with specialization and restrictions in the performance of specific labor operations and procedures. The qualification division of labor is based on the fact that when determining the types of labor activity, they proceed from the complexity of the work and the qualifications necessary to perform it. In such a case, the principle that no highly skilled worker should do work that can be done by a lesser skilled worker should not be violated. Violation of this principle increases the cost of work and leads to waste of human resources.

Vertical division of labor. Because work in an organization is divided into component parts, someone must coordinate the group's work in order for it to be successful. IN enlarged plan vertical division of labor is carried out in the following areas: general management - development and implementation of the main, promising directions activities of the organization; technological management – ​​development and implementation of advanced technologies; economic management - strategic and tactical planning, analysis of the economic activity of the organization, introduction of cost accounting and ensuring profitable operation; operational management - drawing up and communicating operational plans to micro-teams and individual performers, assigning performers to work places, instructing them, organizing systematic monitoring of the progress and quantity of the production process; personnel management – ​​selection, placement and development of the organization’s labor resources.

Complex organizations achieve clear horizontal divisions by creating units that perform specific tasks and achieve specific specific goals. Such units are often called departments or services. Like whole organization of which they are a part, units are groups of people whose activities are consciously directed and coordinated to achieve a common goal.

In order for an organization to achieve its goals, tasks must be coordinated through a vertical division of labor. Therefore, management is an essential activity for an organization.

According to the concept life cycle An organization's activities go through five main stages.

Birth of the organization: the main goal is survival; management is carried out by one person; The main goal is to enter the market.

Childhood and youth: the main goal is to make a profit in the short term and accelerate growth; leadership style is tough; the main task is to strengthen positions and capture the market; task in the field of labor organization - profit planning, increasing wages, providing various benefits to staff.

Maturity: the main goal is systematic balanced growth, the formation of an individual image; the effect of leadership is achieved through delegation of authority; the main task is growth in various areas of activity, conquering the market; the task in the field of labor organization is the division and cooperation of labor, bonuses for individual results.

Aging organization: the main goal is to maintain the achieved results; the effect of leadership is achieved through coordination of actions; The main task is to ensure stability, free labor organization, and participation in profits.

Revival or disappearance: the main goal is to ensure vitality in all functions; the growth of the organization is achieved through staff cohesion and collectivism; the main task– rejuvenation, introduction of an innovative mechanism, scientific organization labor and collective bonuses.

Depending on the legal form, the following types of organizations are distinguished: commercial organizations, non-profit organizations, business partnerships and societies, production cooperatives, unitary enterprises, state enterprises.

Legal entities are differentiated by purpose of activity into commercial and non-profit organizations.

Commercial organization is entrepreneurial education pursuing profit as the main goal of its activities. Non-profit organization is an entity that does not have profit as the goal of its activities and does not distribute the resulting profits among participants. It can be represented by public and religious organizations, institutions, consumer cooperatives and charitable foundations, various unions and associations of legal entities.

Business partnerships and societies– commercial organizations with authorized capital divided into shares of founders. Business partnerships can be created in the form of a general partnership and limited partnership. Business companies can be created in the form of a joint stock company, a limited or additional liability company. In partnerships and societies, the funds and efforts of their participants are combined to achieve a common economic goal.

Partnerships are characterized by closer personal relationships between the participants; these are most often associations of persons in which the personal qualities of the participants are of decisive importance. In societies, the combination of capital is in the foreground, and the personal qualities of the participants are not of decisive importance.

A partnership is recognized as a full partnership, the participants of which (general partners), in accordance with the agreement concluded between them, are engaged in entrepreneurial activities on behalf of the partnership and are liable for its obligations with the property belonging to them.

Partnership of Faith(limited partnership) - a partnership in which, together with the participants who carry out entrepreneurial activities on behalf of the partnership and are liable for the obligations of the partnership with their property, there are one or more participant-investors (command partners) who bear the risk of losses associated with the activities of the partnership, within the amounts contributions made by them and do not take part in the partnership’s business activities.

Limited Liability Company established by one or more persons. The authorized capital is divided into shares, which are determined in the constituent agreement.

Participants in a limited liability company are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the limits of the value of their contributions.

Additional liability company– established by one or more persons, the authorized capital is divided into shares determined by the constituent documents. The participants of such a company jointly and severally bear subsidiary liability for its obligations with their property in the same multiple of the value of their contributions, determined by the constituent documents of the company.

Joint-Stock Company– a company whose authorized capital is divided into a certain number of shares. Participants in a joint stock company are not liable for its obligations and bear the risk of losses associated with the company's activities, within the limits of the value of the shares they own.

Joint stock companies can be open and closed type. A joint stock company, the participants of which can alienate the shares they own without the consent of other shareholders, are open joint stock companies. A joint stock company, the shares of which are distributed only among its founders or other predetermined circle of persons, is recognized as a closed joint stock company.

Subsidiaries and dependent companies. A business company is a subsidiary if the main business company with a predominant participation in the authorized capital has the opportunity to determine the decisions made by such company. The main company can influence the affairs of its subsidiary in two ways: a) give general directions of activity without interfering in specific transactions, b) give mandatory instructions on specific transactions. A dependent business company is such if another (dominant) company has more than twenty percent of the voting shares of a joint stock company or twenty percent of the authorized capital of a limited liability company.

Production cooperative– a voluntary association of citizens on the basis of membership for joint production activities.

Unitary enterprise - a commercial organization that is not vested with the right of ownership of the property assigned to it by the owner. The property of a unitary enterprise is indivisible. Only state or municipal enterprises can be unitary. A unitary enterprise can be based on the right of economic management or on the right of economic management.

Public entrepreneurship. Entrepreneurship as a special form of economic activity can be carried out both in the private and public sectors. Private business structures and entrepreneurs either arise during the privatization or denationalization of former state and municipal enterprises, or are created by private legal and individuals. Organizations may have representative offices and branches. A representative office is a separate division of a legal entity located outside its location, which represents the interests of the legal entity and protects them. A branch is a separate division of a legal entity located outside its location and performing all or part of its functions, including the functions of a representative office. Representative offices and branches are not legal entities. They are endowed with the property of the legal entity that created them and act on the basis of the provisions approved by it. Commercial organizations, in order to coordinate their business activities, as well as to represent and protect common property interests, may, by agreement among themselves, create associations in the form of associations or unions that are non-profit organizations.

Tutorial output:

Repina E.A., Anopchenko T.Yu., Volodin R.S., Management. Textbook [Text, tables] / Southern federal university. – Rostov n/d.: Publishing house AkademLit, 2015, –316 p.

Classification of organizations based on the principle of belonging to the main structural elements of society

Classification of organizations according to the principle of their construction and functioning

Types of organizations

• Classification of organizations
• Essence and characteristics of social and economic organizations
• The essence and content of the principles of organization

Criteria for typology of organizations. Systematic approach to classification of organizations

Typology of organizations- multidimensional classification representing whole system types united by a certain common principle, common nature, origin, common environment existence, essential properties.

From a practical point of view, the classification of organizations is important for three reasons:

Finding similar organizations - according to any parameters, this helps to create a minimum of methods for their analysis and improvement;

The ability to determine their numerical distribution by classification to create the appropriate infrastructure: personnel training, control services, etc.;

An organization’s membership in one group or another allows one to determine their attitude to tax and other benefits.

Based on essence systematic approach When classifying organizations, it is important to be guided by several objectively justified criteria.

One of the criteria classification may be the principle of construction and functioning of an organization, on the basis of which it is advisable to divide all organizations in society into formal and informal

Formal organization characterized by a legalized system of norms, rules, operating principles, and standards of conduct for members of the organization. The main feature of a formal organization is the predetermination, programming and certainty of organizational norms and actions. Organization is not limited to the formal part, although it is determined by it.

An informal organization is system of non-prescribed social roles, informal institutions and sanctions, standards of behavior transmitted by customs and traditions that arise spontaneously in the course of daily interactions. Informal organizations are not registered with a government agency. They are created on the basis of common interests in the field of culture, everyday life, sports, etc. For example, an association of friends, a group of tourists.

Informal social groups play important role in the activities of any organization. Their role is especially noticeable in the activities of large business and government structures.

At the junction Between the two named types of organizations there are such varieties of organizational models as behavioral, organic and “organizational nebula”.

Behavioral models represent the simultaneous functioning of two systems within one organization:

A technical system that produces products or services;
- a social system, including the activities of employees who operate the technical system.

If If insufficient attention is paid to satisfying the social and psychological needs of individuals and groups, the technical system is likely to begin to lose balance.

Strong behavioral model emphasizes decentralization, open information flow, and a weak chain of command in relation to work organization and reporting systems. Employees are expected to be involved in the decision-making process, which is carried out in a decentralized and often collegial manner. All employees of the organization can influence the procedures used in the organization's divisions. Particular emphasis is placed on the ability of individuals to fit into an organization's structure and solve problems.

Organic model has the following characteristics: the presence of a small number of rules (with the exception of safety rules), complete decentralization, collegial decision-making, a wide scope of responsibility of employees, the presence of several levels of hierarchy and a low level of division of labor. Initiative employees with competence and originality of thinking form the basis of this model.

The organic model is characterized by flexibility and the ability to quickly respond to changes in operating environment conditions (an example of such a model is the Swedish company Ineiter, which provides consulting in the field of computing systems).

Model of "organizational nebula" is a model of self-construction. It is constantly changing, constantly searching for new ways to respond to environmental conditions and methods of creating its own future. Focused on self-construction, the organization is characterized by such qualities as instability, disagreement, unorthodoxy and ingenuity. This type of organization is unpredictable in terms of its methods and its orientation, often being chaotic. This form of organization is experimental.

Using criterion of belonging to the main structural elements of society - the state and civil society, we can distinguish the totality government organizations and the set of organizations that make up the structure of civil society

IN Russian society State organizations include federal (legislative, executive and judicial) organizations. The Constitution of the Russian Federation provides for a division of powers between government bodies of the Russian Federation and government bodies of the constituent entities of the Russian Federation.

Set of organizations, making up the structure of civil society, depending on the nature and goals of their activities, can be divided into commercial and non-commercial.

Commercial organizations are created for carrying out business activities and are divided: by type and nature of economic activity; by ownership of capital and control; the nature of the property; legal status; scale and scope of activity

Classification of commercial organizations according to various criteria

Non-profit organizations are divided according to the forms of creation and association.

Typology of organizations

Characteristics of social organization

Organization theory primarily considers social systems, since all others are somehow reduced to them. The main connecting element of the social system is man. Social systems, depending on the goals set, can be educational, economic, political, medical, etc.

Types of social systems

IN real life social systems are implemented in the form of organizations, companies, firms, etc. The products of such organizations are goods (services), information or knowledge. Thus, a social organization is a social (public) subsystem, characterized by the presence of a person as a subject and object of management in a set of interrelated elements and realizes itself in the production of goods, services, information and knowledge.

In organizational theory, there are socio-political, socio-educational, socio-economic and other organizations. Each of these types has a priority of its own goals. Thus, for socio-economic organizations the main goal is to obtain maximum profit; for socio-cultural ones - achieving aesthetic goals, and obtaining maximum profit is a secondary goal; for socio-educational - achieving a modern level of knowledge, and making a profit is also a secondary goal.

Social organizations (hereinafter referred to as organizations) play a significant role in modern world. Their features:

Realization of human potential and abilities;

Formation of unity of interests of people (personal, collective, public). Unity of goals and interests serves as a system-forming factor;

Complexity, dynamism and high levels of uncertainty.

Types and general concepts of business organizations

Economic organizations - organizations created to meet the needs and interests of individuals and society in the environment external to the organization. These organizations can produce products in the form of goods, services, information or knowledge (Fig. 3.6).

Types of products

Business organizations include:

Legal entities of all forms (except for public and religious organizations), including limited liability companies, joint stock companies, consumer cooperatives, etc.;

Non-legal entities of all forms, including divisions of organizations, organizations based on individual labor activities, etc.

In this case, a legal entity is an organization that:

1) registered in accordance with the established procedure;

2) has a bank account;

3) has ownership, economic management or operational management separate property;

4) is liable for its obligations with this property;

5) may, on its own behalf, acquire and exercise property and personal non-property rights;

6) fulfills assigned duties;

7) has an independent balance or estimate;

8) can be a plaintiff and defendant in court.

A non-legal entity is an organization that, unlike a legal entity, does not have or does not fulfill any of the items listed for a legal entity.

Business organizations can have the following forms of ownership: state, municipal, public, rental, private, group. There are organizations with a mixed form of ownership, for example, joint-stock companies, in which the state has only part of the shares, and the rest belongs to private individuals - legal entities or individuals.

Business organizations are usually divided into four groups: micro, small, medium and large. The criteria for such division can be the number of personnel, the cost of the property complex, the importance of the products and the market share in the relevant sector.

The criteria for classifying an organization as a small enterprise (SE) are most fully presented, including:

a) the share of the authorized capital of a small enterprise owned by its founders who are not small businesses should not exceed 25% of the authorized capital of the small business;

b) the limit values ​​of the average number of employees (without part-time workers and non-scheduled employees) should not exceed, people: in industry, construction and transport 100 in agriculture and innovation activity 60
in science and scientific services, retail trade, catering and consumer services 30 in wholesale trade, in other industries and other activities 50.

Economic organizations with a headcount, significantly smaller than that of small enterprises, are considered microorganizations, for example audit firm with a staff of six people. Business organizations make up the vast majority of organizations in the world. the nature of changes in individual parameters of business organizations is presented.

Evolution of parameters of business organizations

Business organizations are classified according to the following criteria:

By duration of action: unlimited and temporary. The registration documents indicate the time of its activity. You can register an organization for a year, month or even one day;

By active season: summer, winter, rainy season, etc. This status allows the organization to recruit personnel for a certain cyclical period;

By scale of production: single, serial and mass;

By production specialization: specialized and universal;

By product range: mono-product and multi-product production.

In every work collective Along with the formal (official) structure of relationships, there are also informal (unofficial) relationships between team members.

If official relations are regulated by relevant instructions, orders, instructions, then unofficial ones are not regulated by anyone or anything. Therefore, it should be kept in mind that the management process refers to the creation and operation of a formal organization. However, you need to know that within any formal organization there are also informal organizations that to a certain extent influence the policy of the formal one. This is due to the fact that each member of the work collective belongs to many groups at the same time. The mechanism of formation of formal and informal organizations is presented in Fig. 3.5.

Rice. 3.5. Mechanism for the formation of formal and informal organizations

Formal organizations- companies, partnerships, etc. registered in the prescribed manner, which act as legal or non-legal entities.

Their primary function is to perform specific tasks and achieve the goals of the organization. Relations between people are regulated by various kinds of normative documents: laws, regulations, orders, instructions, etc.

Informal organization- an organization not registered with a government agency that unites people connected by personal interests, has a leader and does not conduct financial and economic activities aimed at making a profit.

Relations between members of such a group are formed on the basis of personal sympathies. Group members are bound by a commonality of views, inclinations and interests. There is no list of team members, responsibilities, or agreed upon roles.

Informal, or shadow, groups exist in every organization. They invariably “grow” out of friendships and relationships not defined by an organizational chart. It is important for an organization that informal groups do not dominate.

Informal organizations can be both similar and different from formal organizations.

Therefore, we can highlight signs characterizing informal organizations:

1) social control. Informal organizations exercise social control over their members. We are talking about establishing and strengthening norms - group standards of acceptable and unacceptable behavior. Naturally, those who violate these norms will face alienation.

The manager in this regard should be aware that the social control exercised by the informal organization can have a positive impact on the achievement of the goals of the formal organization;

2) resistance to change. In informal organizations there is always a tendency to resist change. This is partly due to the fact that change may pose a threat to the continued existence of the informal organization;

3) informal leaders. Informal organizations also have their leaders. Their difference from formal ones is that the leader of a formal organization has support in the form of official powers delegated to him and acts in the specific functional area assigned to him.

Support of the informal leader- recognition by his group. The sphere of influence of an informal leader may extend beyond the administrative boundaries of the formal organization.

An informal leader performs two primary functions: helps the group achieve its goals, supports and strengthens its existence.

The existence of informal groups in the organization- a completely normal phenomenon. Such groups most often strengthen the workforce, and the formal head of the organization should support them. For example, the Corging Glass company (USA) installed escalators in the building (instead of elevators) to increase the possibility of informal contacts between employees; MMM (USA) organizes clubs to increase the likelihood of casual conversations that help solve problems during meals or in other situations. All this enhances the feeling of belonging to the team. Here there is unity and solidarity, which manifest themselves not only in work, but also in leisure hours. Friendly contacts during work and after it, cooperation and mutual assistance form a healthy psychological climate In the organisation.

Formal and informal organizations

The term "governance" is generally applied to formal organizations, but there are also informal organizations. In each team, along with formal organizational structure there are informal (unofficial) relationships between team members.

Formal organization- created at the will of management to achieve the goals of the organization. This command groups, committees, working groups. Their functions are to perform specific tasks and achieve goals.

Informal organization- this is a spontaneously formed group of people who entered into regular interaction to achieve certain goals (goals). Differences between formal and informal organizations:

• In a formal organization, relationships are regulated; in an informal organization, they are not. The management process refers only to the creation and operation of a formal organization;
• A formal organization is planned by management, while an informal organization is created spontaneously. The foundations of relationships are personal sympathies, commonality of views, goals, interests, and friendships.

The existence of an informal organization can create management problems. For the normal functioning of an organization, it is important that informal groups do not dominate. This is especially important for large organizations with a large number of people. Under these conditions, the power of the informal group increases. The way the informal organization influences is informal communication, "secret telegraph" is one of the ways in which an informal group exercises its power ( informal communication ). Another way that an informal group uses to exercise power is its ability to act or fail to act (unauthorized management): unauthorized establishment production normal. This is one of the ways in which informal groups influence people. This may be diligence that exceeds the norm, or vice versa, underestimation of the norm. Thus, an informal group can either promote or hinder the development of an organization. Therefore, the task of managers is to minimize the influence of these groups.
The influence of the informal organization can be controlled, but the manager must have an understanding of the underlying motivation for the functioning of the informal group. To develop a behavior strategy, it is important to understand that an informal organization is born from interactions.

How to make informal organization work for you?
(principles of managing informal organizations):

1. recognition of the existence of an informal organization;

2. clarifying the value of informal organization for achieving the manager’s goals;

3. identifying informal leaders and managing them;

4. combining the goals of informal and formal organization; recognition of the fact that no matter what the manager does,
informal organizations continue to exist.

Reasons for the existence of informal organizations:

• a sense of belonging- the most powerful of emotional needs. Formal organizations deprive people of opportunities for social contacts, therefore informal organizations are necessary;
• mutual assistance;
• protection(strength is in unity);
• O communication- access to informal information;
• sympathy.

Any organization can be described using a number of parameters: special purpose, legal and regulatory framework, resources, processes and structure, division of labor and distribution of roles, external environment etc. In accordance with this, the entire variety of organizations is divided into classes and types.

Based on the formalization criterion, the following are distinguished:

• ? formal organizations with clearly defined goals, formalized rules, structure and relationships;
• ? informal organizations operating without clearly defined goals, rules and structures.

To the group formal organizations includes all business organizations, government and international institutions and organs. They are registered with government agencies in accordance with the procedure established by law and may have the status of a legal or non-legal entity. Their primary function is to perform specific tasks and achieve the goals of the organization. Relations between people are regulated by various kinds of normative documents: laws, regulations, orders, instructions, etc.

TO informal organizations include the institutions of family, friendship, informal interpersonal relationships. They are not registered with a government agency, they are created on the basis of common interests in the field of culture, everyday life, sports, etc. They have a leader and do not conduct financial and economic activities aimed at obtaining material profit. Informal groups that unite people from different departments, workshops, and groups are often formed within formal organizations. This is a natural process that occurs when a company’s regular development of communications lags behind the development of technology and personnel professionalism. Relations between members of such a group are formed on the basis of personal sympathies. Group members are bound by a commonality of views, inclinations and interests.

Informal groups exist in every company. They invariably “grow” out of friendships and relationships that are not defined by an organizational chart. It is important for an organization that informal groups do not dominate. Informal organizations can be both similar and different from formal organizations. Therefore, we can highlight the following features that characterize informal organizations.

• 1. Social control which informal organizations exercise for their members. We are talking about establishing and strengthening norms - group standards of acceptable and unacceptable behavior. Naturally, those who violate these norms will face alienation. The manager should therefore be aware that the social control exercised by the informal organization can have a positive impact on the achievement of the goals of the formal organization.
• 2. Tendency to resist change. This is partly due to the fact that change may pose a threat to the continued existence of the informal organization.
• 3. Informal leaders. The difference between informal leaders and formal ones is that the latter has support in the form of official powers delegated to him and acts in the specific functional area assigned to him. The support of an informal leader is his recognition by the group. The sphere of influence of an informal leader may extend beyond the administrative boundaries of the formal organization. An informal leader performs two primary functions: helps the group achieve its goals, supports and strengthens its existence.

Ways of influence of an informal group on the activities of an organization.

• 1. Informal communication(the so-called “secret” telegraph). No news is transmitted as quickly as through informal channels. This is one of the ways in which an informal group exercises its power (informal communication).
• 2. The ability to act or not act. There are many examples in management practice where organizations were brought to their knees by unauthorized management.
• 3. Unauthorized establishment of production standards - one of the ways through which informal groups have a negative impact on people. However, some organizations can be saved because informal groups can work harder than the norm. The point is that an informal group can work to advance or retard the development of an organization. The manager's task is to minimize the influence of these groups and channel their power in the right direction.

There are several reasons that encourage people to enter into informal relationships.

• 1. A sense of belonging. Satisfying the need for a sense of belonging to a group, recognition, respect and love, self-affirmation is one of our most powerful emotional needs.
• 2. Mutual assistance. Naturally, you can turn to your formal boss for help. However, some believe that their boss may think badly of them (the principle “don’t create problems for your boss” comes into play here), others are afraid of criticism, etc. In these and other cases, people often prefer to resort to the help of their colleagues.
• 3. Protection. People have always known that strength lies in unity. Due to this important reason joining an informal organization is a conscious need for protection.
• 4. Communication. People want to know what is happening around them. Since in many formal organizations the system of internal contacts is rather weak, and sometimes management deliberately hides certain information from their subordinates, access to informal information (rumors) is possible only in an informal group.
• 5. Sympathy. People often join informal groups simply to be closer to someone they like.

Thus, an informal organization of people can work for or against the manager. How to make her work for the manager? The following sequence of actions should be followed:

• 1) the manager must accept the fact that the informal organization exists;
• 2) one should try to understand how the informal organization can be valuable in helping the manager achieve his goals;
• 3) identify informal leaders and manage them;
• 4) try to combine the goals of informal and formal organizations;
• 5) the manager must understand and agree that no matter what he does, informal organizations continue to exist.

Influence informal relations can be controlled, but to achieve this, the manager must have a clear understanding of how and why the informal organization functions. When a manager has a basic motivation for the functioning of an informal group, then he has the opportunity to develop an appropriate behavioral strategy.

The existence of informal groups in an organization is quite normal. Such groups most often strengthen the workforce, and the formal head of the organization should support them.