Informal and formal organizations: concept, goals and objectives. Formal and informal organizations concept and types - abstract

Formal organizations. In the literature, a formal organization is understood as a system of relations representing an officially established structure of statuses, a program of activities and a set of norms and rules prescribed by a given social organization.

The basis of the formal organization is the division of labor associated with the specialization of the activities of officials. Taken together, these individuals constitute a special administrative apparatus, without which a formal organization does not exist.

A formal organization has a number of features, two of which are rationality and impersonality - the most important. The first means, first of all, the expediency of one’s own activities aimed at implementing the program of a formal organization. The essence of the second feature - impersonality - is that the organization is not designed for specific people, but for abstract individuals - officials.

Formal organizations are duly registered societies, partnerships, etc., 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. Unlike formal, informal social organization is a spontaneously developing system of social connections, norms, and actions, which is the result of long-term interpersonal or group communication.

They are either informal service relations, which carry functional (production) content and exist in parallel with the formal organization, or a socio-psychological organization in the form of a spontaneously emerging community of people, based on personal choice of connections and companionship. As such informal organizations Amateur groups can perform, relations of prestige, leadership, sympathy, etc.

If official relations are regulated by relevant instructions, orders, instructions, then informal relations 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 formal organizations, which to a certain extent influence formal policy. This is due to the fact that each member of the work collective belongs to many groups at the same time.

An informal organization is 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 organizations can be both similar and different from formal organizations.

Therefore, we can identify the characteristics 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. Naturally, those who violate these norms will face alienation.

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. 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.

Existence informal groups This is quite normal in an organization. Such groups most often strengthen the workforce, and the formal head of the organization should support them. Friendly contacts during work and after it, cooperation and mutual assistance form a healthy psychological climate In the organisation.

Thus, the formal structure is created by the relations between impersonal official and professional positions, and the informal structure is created by the relations between living people in the process of their joint activities. Both forms of organization coexist in an enterprise, complement each other, and sometimes even compete. The need for informal organization as an element of social organization is due to the following factors:

The impossibility of standardizing the entire set of relations that arise in production regarding labor activity;

The inevitability of unforeseen situations arising in the organization that require non-standard solutions;

The need to develop new standards of behavior that initially arise in an informal organization and only then are transferred to a formal one;

It is impossible to reduce relationships between people only to business tasks, therefore all the diversity is not business relations.

It was the last condition that gave specialists the opportunity to divide the informal organization into two blocks: an informal organization as a type of informal organization that arises in connection with work activity, and the so-called socio-psychological organization that regulates non-work relations of people. Characterizing the role of the informal organization of the non-production sphere, they note its role in maintaining social integrity, in relieving social tensions in the team, in maintaining high self-esteem and self-esteem. Apparently, the informal organization acts as a kind of buffer between a person and a rigid formal organization. It manifests itself mainly at the level of contact groups, small groups and is based on spontaneously formed interpersonal norms, values, mechanisms of cohesion and leadership, and on sanctions developed by the group for deviant behavior.

A formal organization is a pre-planned structure of powers and functions that is established based on the established interactions between the components of the organization. It is focused on achieving acceptable levels of production and overall organizational goals. The formal structure defines the entire system of relations and a set of functions that allow for purposeful activities.

A formal organization is characterized by a certain degree of standardization labor functions. There are comprehensive descriptions of them, many organizational rules, clearly defined procedures covering the labor process in an organization where the degree of formalization is high. The higher the level of standardization of labor functions, the less should be the personal contribution of each employee to final result. Standardization not only does not contribute alternative behavior workers, but also eliminates any need for any alternatives. The degree of formalization varies across organizations.

Types of Formal Organizations

People join formal organizations for a variety of reasons. Sociologist Amitai Etzioni classifies organizations based on these reasons and identifies three main types of organizations: voluntary, coercive and utilitarian. Voluntary organizations are associations whose members have the right to freely join and leave. Examples of such organizations are: chess club, nature conservation society, veterans Afghan war, fishermen's society, etc. Members of such organizations do not receive payment for participation in their activities. Individuals join voluntary organizations to fill free time, communicate with like-minded people, fulfill a social duty, serve some cause, or try to help yourself.

People become members of some forced organizations against their will. People may end up in a mental hospital, be sentenced to prison, or be drafted into the military. Sociologist Erwin Goffman studied the lives of people in so-called totalitarian institutions - social institutions whose purpose is to isolate people from the rest of society for a long period of time to subject them to strictly regulated norms of behavior. In such environments, individuals are subjected to resocialization procedures, during which a systematic attempt is made to rid them of previous roles and beliefs and to impose new roles. First stage staying in such organizations often implies suppression of the individual. Individuals are separated from families and friends who represent for them a connection to their former social roles. They are taught organizational rules and internal discipline, selecting personal items and clothing associated with their usual way of life. With the help of uniform haircuts, uniforms or standard clothing, people's belonging to the new institutional structure is established. Often, the dignity of newcomers is violated in every possible way - they are forced to do dirty or humiliating work, and are subjected to offensive epithets (sociologists call this procedure a “degradation ceremony”). All this makes individuals psychologically and emotionally susceptible to the roles and principles that forced formal organizations require them to accept.

Individuals also join formal organizations created for practical purposes - utilitarian organizations. Universities, corporations, farmers' associations, labor unions, government and private foundations are among the formal organizations created by people to carry out essential daily tasks.

Utilitarian organizations are a cross between voluntary and compulsory organizations: membership is neither entirely voluntary nor entirely compulsory. For example, no one will force you to take a job at a corporation, but if you need a livelihood, you will simply have to accept the position.

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

If official relations are regulated by appropriate instruments, orders, instructions, then unofficial ones are not regulated by anyone or anything. Therefore, it should be borne in mind that the management process relates to the creation and functioning 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 first organization. This is due to the fact that each member of the work collective belongs to many groups at the same time. The mechanism for the formation of formal and informal organizations is presented in Fig. 2.12.

Groups of people created by the will of management to achieve the goals of the organization are called formal groups.

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.

A spontaneously formed group of people who enter into regular interaction to achieve certain goals (goals) is recognized as an informal group (organization).

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 friendly relations and relationships not defined by an organizational chart. It is important for an organization that informal groups do not dominate.

The value of friendship has nothing to do with formal relationships and competence, but their impact on the business of a formal organization can be quite significant. And when involved a large number of people, the power of the unofficial group increases noticeably. The most common use and abuse of this power is expressed in the form of 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).

Another way that an informal group exercises its power is through its ability to act or fail to act. In management practice, there are many examples when organizations were brought to their knees by unauthorized management (strikes are not included here, since they are sanctioned by the trade union and are legal in nature).

Unauthorized setting of production standards is one of the ways through which informal groups have a negative influence 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 job is to minimize the influence of these groups and channel their power.

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.

To begin with, a manager must understand that informal organizations are generated by a basic principle of the human psyche: they are formed and developed when people interact with each other. Their activities are based on the concept of small groups. Interaction creates feelings, and from feelings comes consensus. The interaction of people is the basis of an informal organization.

Thus, an informal organization of people can work for you or against you. How to make it work for you?
First, the manager must agree and accept the fact that the informal organization exists.
Secondly, one should try to understand how informal organization can be valuable in helping the manager achieve his goals.
Thirdly, identify informal leaders and manage them.
Fourth, it is necessary to try to combine the goals of informal and formal organizations.
Fifth, the manager must understand and accept 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) sense of belonging Satisfying the need for a sense of belonging is one of our most powerful emotional needs. Since most formal organizations deliberately deprive people of opportunities for social contacts, workers are forced to turn to informal organizations to gain these contacts;
2) mutual assistance. Naturally, you can turn to your formal boss for help. However, some believe that their boss might 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. Because of 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 organization;
5) sympathy. People often join informal groups simply to be closer to someone they like.

Characteristics of informal organizations. Informal organizations can be both similar and different from formal organizations. Therefore, we can identify the characteristics that characterize 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
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 fagots. Informal organizations also have their leaders. Their difference 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.

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.

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. For example, the Korging Glass company (USA) installed escalators in the building (instead of elevators) to increase the possibility of informal contacts between employees, the MMM company (USA) organizes clubs to increase the likelihood of casual conversations that help solve problems during receptions food 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 organization.

Formal and informal organizations are two ways of social organization.

Formal organization is a pre-planned structure of powers and functions that is established on the basis of the established interaction between the components of the organization. It is focused on achieving acceptable levels of production and overall organizational goals. The formal structure defines the entire system of relations and a set of functions that allow for purposeful activities. (1. P. 56)

A formal organization has the following features:

1) it is rational, i.e. it is based on the principle of the expediency of 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 organization, only service connections between individuals are provided, and it is subordinated only to functional goals.

Formal organizations include:

1) a vertical (linear) organization that unites 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;

2) functional organization, according to which management is distributed among a number of persons specializing in performing certain functions and jobs;

3) headquarters organization, characterized by the presence of a headquarters of advisers, experts, and assistants who are not included in the vertical organization system.

Informal organization is a spontaneously (spontaneously) formed system of social connections, norms, and actions that are the product of more or less long-term interpersonal and intragroup communication.

The reasons for the emergence of an informal organization stem from the shortcomings of a formal organization: firstly, in the inevitable limitations of a formal organization, which in principle cannot cover and regulate all processes of the functioning of a social organization, and, secondly, in the specificity of an individual’s activity in an organization, expressed in non-identity his interests and his organizational function.

At the same time, in an informal organization, an individual has the opportunity for organizational initiative, introducing elements of a broader social environment (interests, influences, plans, etc.) into the organization. This is due to his desire for additional (besides functional) interaction with other people, to satisfy his various social needs.

Informal organization comes in two varieties:

1) informal organization - a concept introduced into the theory of organization by R. Dabin within the framework of his concept of organization as a sociotechnical system. According to this concept, informal organization is a special subsystem of social regulation of behavior in people’s activities in production organizations, coexisting with such subsystems as technical and technological, formal and informal.

The peculiarity of an informal organization is to provide a certain variation in the performance of private business tasks within the framework of the organization and the instructions of the formal organization. Its main tasks are the modification of strict rules of behavior predetermined by the technical organization and recorded in the norms of the formal organization, taking into account the specifics of private tasks performed within the framework of a given activity. According to Dubin, the informal organization orients the individual to solve creative problems within the boundaries and forms defined by the formal organization.

An informal organization uses self-organization mechanisms in the sphere of business relations to achieve institutional goals.

2) socio-psychological organization, acting in the form of interpersonal connections that arise on the basis of mutual interest of individuals in each other without connection with functional needs, i.e. a direct, spontaneously emerging community of people, based on the personal choice of connections and associations between them (comradeships, amateur groups, relationships of prestige, leadership, sympathy, etc.).

Depending on the ideological and moral orientation and style of the organization, it can be classified into three groups:

1) prosocial, i.e. socially positive groups. These are socio-political clubs of international friendship, funds for social initiatives, groups for environmental protection and rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation;

2) asocial, i.e. groups standing apart from social problems;

3) antisocial. These groups are the most disadvantaged part of society, causing him anxiety. (4. Lecture 4)

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 that have 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 register V state bodies in the manner prescribed by law and may have the status of a legal or non-legal entity. Their main 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 all institutions of family, friendship, informal relationships between people. They are not registered with a government agency. These organizations 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 and workshops often appear within formal organizations. This is a natural process that occurs when the standard development of communications lags behind the development of technology and the professionalism of personnel in the organization. Relations between members of such a group are formed

are decided on the basis of personal sympathies. Group members are bound by a commonality of views, inclinations and interests.

Informal 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 identify features that characterize 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 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. 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.

The ways in which an informal group influences the activities of an organization are as follows:

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);

The ability to act or not act. In management practice there are many examples when organizations were brought to their knees by unauthorized management;

Unauthorized establishment of production standards. This is one way negative influence on people of informal groups. However, some organizations can be saved thanks to this method, since informal groups are able to work more diligently than established by the norms. The bottom line is that an informal group can work both to advance the organization and to slow down its development. The manager's job is to minimize the influence of these groups and channel their power.

The reasons that encourage people to enter into informal relationships are:

1) a sense of belonging. Satisfying the need for a sense of belonging 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 his 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. Therefore, an important reason for joining an informal organization is the perceived 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 receipt of information (rumours) is possible only in an informal organization;

5) sympathy. People often join informal groups simply to be closer to those they like.

Thus, informal organization can work both for and against the manager. How to make her work for the manager? To do this, the manager must:

Agree and accept the fact that an informal organization exists;

Try to understand how informal organization can be valuable in helping to achieve a manager's goals;

Identify informal leaders and manage them;

Combine the goals of informal and formal organizations;

Realize and accept that no matter what he does, informal organizations continue to exist.

The influence of informal relationships 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.

End of work -

This topic belongs to the section:

Lectures on the course theory of organization. Organization as a system

Compiled by KT, Associate Professor, Department of Construction Management.. Shevchenko L.. Lecture..

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