Formal and informal organisation
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Formal organization refers to the predefined structure of jobs and roles within a company based on authority, responsibility, and accountability. Informal organization refers to the social networks that form between employees based on friendship, where people share feelings and emotions. The key differences between formal and informal organizations are that formal organizations are deliberately designed to achieve objectives, have a rigid hierarchical structure, and prescribe behaviors, while informal organizations originate spontaneously from social interactions to fulfill social needs, have loosely structured roles based on human relationships, and develop social norms organically.
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Annals of the University of Petro ani, Economics, 12(3), 2012, 205-214 205
SOCIAL ORGANIZATIONS
ROBERT PRODANCIUC *
ABSTRACT: The paper approaches the concepts that are specific to the study of
organizations from a systemic and actional perspective. When defining the organizations we
have to start from the social actions system. The social actions also ensure the criterion for the
organizations typology. Then the components of the organization are being analyzed. The roles
of the organizational structures were treated next. The general characteristics of the
organizational systems were presented afterwards. The transition from the theoretical aspects
to the pragmatic ones was done through the presentation of the leadership. The efficiency of the
social organizations is measured by the ability of the management to integrate them into the
environment.
KEY WORDS: institution; organization; group; action; efficiency; environment.
JEL CLASSIFICATION: Z13
Ion Tudosescu (1978, pp. 16-34) considers organizations to be organizational
structures with formal character where people adhere freely, with no obligations,
depending on their collective or individual interests. The most important characteristics
of the social organizations are: the fact that people adhere freely to the organizations
(but it also means that they comply compulsory with the norms that regulate the
activity of organizations) and the members of the organizations obey the competence
of the organizational management.
This author considers that the interests of the people that adhere to the
organizations are connected to the types of actions that the organizations mediate and
the criterion for making a typology of organizations is the same one as for the typology
of institutions. As a result, reported to the mediated human action we can distinguish in
between the next types of organizations: economical organizations, research and
creation, cultural, educational, religious and political. The thing that is to be noticed is
that Ion Tudosescu uses in this typology the label “… institutions and organizations”.
We tend to agree with him and the simple connection of the two terms – “institution”
* Assist. Prof., Ph.D. Candidate, University of Petrosani, Romania,
[email protected]
206 Prodanciuc, R.
and “organization” with the conjunction “and” must be overcome by using the concept
of “institutional-organizational set” which constitutes a determinable existential unit.
Another possible remark is that the dimensions of the organizations are the same as the
ones of the institutions. The dimensions they can reach are from a functional unit up to
the level of United Nations.
The role of the organizational structures composed of institutions and
organizations, or of the institutional-organizational sets are to mediate:
1. the integration of th ...
Organising
Organizing is the backbone of management and involves grouping activities and assigning managers to supervise them in the best way to achieve organizational goals. There are formal and informal aspects to organizational structure. Formally, tasks are divided and responsibilities are delegated through clear lines of authority. Informally, personal relationships also influence how work gets coordinated. Common organizational structures include line, line and staff, and divisional structures. Line structures keep authority centralized but may overload leaders. Line and staff structures add specialists to support line managers but can cause conflicts. Divisional structures group activities by product or customer for focus but coordination across divisions is needed. The choice of structure involves tradeoffs to support the organization's objectives.
Formalandinformalorganisations 111017103951-phpapp01
The document discusses formal and informal organizations. Formal organizations have a deliberately designed, hierarchical structure to achieve goals, while informal organizations emerge spontaneously from social relationships. Both have advantages - formal structures promote systematic work but can delay actions, while informal flexibility can spread rumors. Ultimately, the best structure depends on the situation and people involved, as each type has benefits depending on the organizational needs.
organizational behavior and human relations.pptx
It refers a formal configuration between an individual and the group with respect to the allocation of tasks, responsibilities and authority with an organisation.
business organisation ppt
This document discusses business organization. It defines business organization as the grouping of activities and resources into effective cooperation to achieve specific objectives like promoting trade, commerce and industry for profit. It discusses the objectives, types, forms, and common features of business organization. The common features discussed are structure, process, relationships, authority and responsibility, performance, and behavior of groups. Business organizations are important as they provide employment, satisfy customer needs, contribute tax revenue to the government, and benefit society overall.
Chapter 6
This document discusses social groups and organizations. It defines social groups and distinguishes between primary and secondary groups. It also covers reference groups, group size, bureaucracy, and the "iron law of oligarchy." Additional topics include the nature and functions of groups, leadership roles, social aggregates, small and large groups/associations, and social institutions.
Unit 1
This document provides an overview of organizational behaviour and related concepts. It defines organizational behaviour as the study of how individuals and groups act within organizations.
It discusses the nature of organizations and people, and how formal and informal structures, technology, and the social system influence behaviour. The document also outlines the scope of organizational behaviour and various models of OB, including autocratic, custodial, supportive, and collegial models. Key concepts around formal and informal organization, individual, group and inter-individual behaviour are introduced.
A Presentation on Associations and Institutions.pptx
The document discusses associations and institutions. It defines an association as a deliberately formed group of individuals who come together to pursue common interests through organized rules and regulations. Associations are characterized by shared interests, organization, membership, and pursuit of cooperative goals. They differ from communities, which are larger and more stable social groups. The document also defines institutions as established rules, procedures, and expectations that structure social interaction within associations and broader society. Examples include laws, education, marriage, and family. While individuals belong to associations, they do not belong to institutions themselves.
Organizational behavior and culture
it tells about the behavior that we have towards our work and the culture that each organization posses for it to achieve its goals
Organizational behavior and culture
1) Organizational behavior and culture are influenced by the social systems and relationships between people within a work group or organization. A social system consists of complex human interactions and relationships.
2) For an organization to be in equilibrium, all parts of the organizational system must operate in a dynamic balance with interdependent parts. When parts are not working in harmony, the organization is in disequilibrium.
3) One of management's major functions is to evaluate actual and proposed changes in the social system to determine potential functional or dysfunctional effects and prepare appropriate responses, as this is a complex process that involves appraising the effects on different groups.
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Formal and informal organisation
- 1. Meaning: Formal organization refers to the structure of well defined jobs in a formally organized enterprise. These jobs are defined in terms of authority, responsibility and accountability.
- 3. Meaning : The network of social groups based on friendship is called informal organization. Here human beings wish to share feelings, emotions,
- 6. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION FORMATION Formal relations are well defined and create deliberately. Originates as a result of social interaction.
- 7. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION PURPOSE It is created to achieve predetermined objectives. It will, satisfy social and cultural needs.
- 8. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION STRUCTURE Structure of well defined authority and responsibility relationships. Structure based on human emotions and sentiments.
- 9. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION BEHAVIOR OF MEMBERS It has prescribed pattern of behavior of members. Social norms are developed through mutual consent of members.
- 10. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION COMMUNICATION Formal communication through official lines. Informal communication based on convenience.
- 11. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION LEADERSHIP Managers are in superior position. Leaders are chosen by group members.
- 12. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION STABILITY It is usually stable and continues even if members leave it. The life of informal groups is short and disintegrate if members leave it.
- 13. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION FLEXIBILITY It follows a rigid structure. It is loosely structured and highly flexible.
- 14. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION ADHERENCE TO RULES Strict adherence to rules. No formal rules exist.
- 15. BASIS FORMAL ORGANIZATION INFORMAL ORGANIZATION INTERDEPENDENCE It exists independently. It is dependable to formal organization.