Formal and informal organization

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Formal organization describes the explicit regulation of internal processes and structures in a given order that is usually also laid down in writing. Informal organization , on the other hand, is primarily based on the goals and behavior of the individual employees and arises from spontaneous, unplanned relationships between employees. The informal organization supplements and superimposes the formal organization. It can support or hinder the formal organization.

Demarcation and relationship

Formal organization includes, for example, the definition of the division of labor , the description of work processes, or the definition of authority. The formal organization is actually only defined by its opposite - the informal organization. There was no need to make the distinction between formal and informal organization if not every employee or working group could find their own creative way to deal with all these requirements. While formal organization is based on observable, rational and structural considerations, informal organizations are oriented towards affective, social, psychological and procedural aspects that are initially hidden from outsiders.

Practice shows that there is no such thing as perfect formal organization and that there is constant interplay between formal and informal organizations. Informal organization must first be discovered in order to promote structures that are helpful for the working group and work success. Systemic misconduct or mismanagement caused by informal organization should be counteracted. In this respect, business organization theory still regards informal organization as more disruptive than helpful.

According to systems theory and cybernetics , formal organization takes a back seat and at best serves as a supplement or correction. The structures that are constantly forming and changing as a result of the behavior and differences of employees are in the foreground and the ability to organize oneself is recognized as a natural characteristic of a social system.

The Hawthorne Study

The deviation from the organizational guidelines was first discovered in the Hawthorne study (1924–1932) written by Fritz Roethlisberger and William J. Dickson and referred to as informal organization. At first, however, this knowledge was ridiculed and dismissed as an avoidable mistake in organizing, until one finally had to realize that these unwritten rules of everyday work often had more influence on the fortunes of so many companies than the well-thought-out and formulated organization plans of the executive floor. Numerous empirical studies in organizational research in the social sciences followed (especially during the so-called human relations movement ) that proved more and more clearly how important it is to examine the informal structures within a company in order to take advantage of positive innovations and undesirable ones To banish habits from everyday work.

causes

The following should be cited as characteristics and reasons for informal organization:

  • Informal norms, i.e. personal goals and interests of the employees, which differ from the official interests of the company.
  • Informal communication, i.e. changes in the communication channels within a company due to personal relationships between employees.
  • Informal groups, i.e. associations of employees who have the same interests or B. are of the same origin and develop power structures.
  • Informal leaders, i.e. people who, due to their charisma and general popularity, suddenly gain more influence in the company than was actually intended for them.
  • Difficult work demands.
  • Uncomfortable working conditions.

literature