A formal organization refers to the structure of well
definite measure of authority, responsibility and accountability thus; a formal
organization is created through the co-ordination of efforts of various
individuals. Every member is responsible for the performance of a
specified task assigned to him on the basics of authority responsibility
relationship is an organization. Formal
organization is a fixed set of rules of intra-organization procedures and
structure. As such it is usually set out in writing, with a language of rules
that ostensibly leave little discretion for interpretation. In some societies
and in some organization, such rules may be strictly followed; in others, they
may be little more than an empty formalism.
To Whom It May Concern: facilitate
the accomplishment of the goals of the organization. In a formal organization
the work is delegated to each individual of the organization. He/she works
towards the attainment of definite goals, which are in a compliance with the
attainment of the organization.
To facilitate the co-ordination of various activities
.the authority, responsibility and accountability of individual in the
organization is very defined. Hence, facilitation the co-ordination of various
activities of the organization very effectively.
To aid the establishment of logical authority
relationship: the responsibilities of the individual in the organization due to
a well defined hierarchical structure which is inherent in and formal
organization.
Permit the application of the concept of
specialization and division of labour, division of work amongst individual
according to their capabilities helps in greater specialization and division of
work.
CHARACTERISTICS OF A FORMAL ORGANIZATION
Well defined rules and regulation
Arbilary structure
Determined objectives and polices
Status symbol
Limitation on the activities of the individual
The informal organization is the interlock social
structure that governs how peoples work together in practice. It is the
aggregate of behaviours, interactions, norms, personal and professional
connections through which work gets done and relationships are built among
people who share a common organization affiliation or cluster of affiliations.
It consists of a dynamic set of personal relationships, social networks,
communities of common interest, and emotional sources of motivation. The
informal organization evolves organically and spontaneously in response to
change in the work environment, the flux of people through its porous
boundaries, and the Complex social dynamics of its members.
Tended effectively, the informal
organization complement the more explicit structures, plans, and process of the
formal organization: It can accelerate and enhance responses to unanticipated
events, foster innovation, enable people to solve problems that require
collaboration across boundaries, and create footpaths showing where the
informal organization may someday need to pave away.
Informal organization refers to the
relationship between people in an organization based on personal attitudes,
emotion, prejudices, like and dislikes, etc.
These relations, are not developed
according to precedence and regulations laid down in the formal organization.
BENEFITS OF INFORMAL ORGANIZATION
To
Employee
1. Sense of Belonging:
In a formal organization, there is
lack of sense of belonging and personal satisfaction.
2. Value for Emotional
Problem: In the daily work routine
there are many opportunities for tension and frustration
3. Aid on the Job:
In case of accident or illness, members
of an informal group helps one another.
4. Innovation
and Originality: By enabling members
to modify the job situation more to their liking, the informal organization
creates the necessary environment for individual innovation and originality.
The individual can experiment with his ideas.
5. Important
channel of communication: News
travels quickly via informal groups. They are clandestine transmitters and
receivers of information before it is officially released.
6. Social control: Informal groups provide all its members a set of norm
or guides as to correct bahaviour. Members are expected to conform to those
norm.
7. Check on
Authority: Information group forces
the manager to plan and act more carefully than he would otherwise. Informal organization is check and balance on
unlimited use of authority by a manager.
To Management
i.
Less Supervision: Informal group is self-policing. This relieves the management of much
of the burden of supervision.
ii. An aid to
management: the information gives the
manager much feedback about employees and their work experiences thereby
increasing his understanding of what he needs to do.
DISADVANTAGES
OF AN INFORMAL ORGANIZATION
Resistance
to change: An informal organization
is bound by customs conventions and culture.
Role
conflict and self optimization: In an
informal organization, everyone works towards objective. Members put their own
group objective ahead of organizations objectives. Hence, the organization
suffers.
Rumour:
An informal organization sometimes
functions as a carrier of rumour.
The notion that power and influence are based largely
on some set of power resources has been a popular one which appears
theoretically strong as well. The typology offered by French and raven (1959) appears
to be the most robust but in terms of popular application and in its ability to
subsume other typologies. This well known typology posits five bases of power,
including legitimate authority, expertise, reward, and coercive and referent
power.
A
great deal of research has been done using French and Raven’s typology or ones
similar to it. The majority of such research conducted in the work place,
however, has been limited to the study of the relationship between power base
utilization and either compliance with supervisory directives or measures of
production. No research has been conducted that measures the relationship
between power base utilization and informal influence in the organization.(i.e.
lateral influence among work unit peers and influence exercised by subordinate
over their supervisor). Still another gap exist regarding legitimate
organizational authority classical notions maintain that authority is leg.
REFERENCES
Morphet, E.L. John , R.L. and Reller, T.L. (1974).
Educational
Organization and administration: concepts and
practices and issues. Engle wood cliffs: practices-Hill Inc.
Kenzevich, S.J.(1976).Administration of Public
Education New
York: Harper and Row
Publishers.
Olagboye, A.A. (2004). Introduction to educational
Management in Nigeria
Ibadan: Kemsio Education Consultants.
Adeogun , A.A. (1999) organization and
management of
School in Nigeria Lagos: Frank-Unity
(nig) Ltd.