The structure of an organization as described in an organization chart does not give
any real indication of how it functions. To understand this, it is necessary to consider
the various processes that take place within the structural framework: those of group
behaviour, teamwork, leadership, power, politics and conflict, interaction and
networking and communications.
Group behaviour
Organizations consist of groups of people working together. Interactions take place within and between groups and the degree to which these processes are formalized varies according to the organizational context. To understand and influence organizational behaviour, it is necessary to appreciate how groups behave. In particular, this means considering the nature of:
● formal and informal groups;
● the processes that take place within groups;
● channels of communication;
● task and maintenance functions;
● group ideology and cohesion;
● the concept of a reference group and its impact on group members;
● the factors that make for group effectiveness;
● the stages of group development;
● group identification.
Formal groups
Formal groups are set up by organizations to achieve a defined purpose. People are brought together with the necessary skills to carry out the tasks and a system exists for directing, coordinating and controlling the group’s activities. The structure, composition and size of the group will depend largely on the nature of the task, although tradition, organizational culture and management style may exert considerable influence. The more routine or clearly defined the task is, the more structured the group will be. In a highly structured group the leader will have a positive role and may well adopt an authoritarian style. The role of each member of the group will be precise and a hierarchy of authority is likely to exist. The more ambiguous the task, the more difficult it will be to structure the group. The leader’s role is more likely to be supportive – he or she will tend to concentrate on encouragement and coordination rather than on issuing orders. The group will operate in a more democratic way and individual roles will be fluid and less clearly defined.
Group behaviour
Organizations consist of groups of people working together. Interactions take place within and between groups and the degree to which these processes are formalized varies according to the organizational context. To understand and influence organizational behaviour, it is necessary to appreciate how groups behave. In particular, this means considering the nature of:
● formal and informal groups;
● the processes that take place within groups;
● channels of communication;
● task and maintenance functions;
● group ideology and cohesion;
● the concept of a reference group and its impact on group members;
● the factors that make for group effectiveness;
● the stages of group development;
● group identification.
Formal groups
Formal groups are set up by organizations to achieve a defined purpose. People are brought together with the necessary skills to carry out the tasks and a system exists for directing, coordinating and controlling the group’s activities. The structure, composition and size of the group will depend largely on the nature of the task, although tradition, organizational culture and management style may exert considerable influence. The more routine or clearly defined the task is, the more structured the group will be. In a highly structured group the leader will have a positive role and may well adopt an authoritarian style. The role of each member of the group will be precise and a hierarchy of authority is likely to exist. The more ambiguous the task, the more difficult it will be to structure the group. The leader’s role is more likely to be supportive – he or she will tend to concentrate on encouragement and coordination rather than on issuing orders. The group will operate in a more democratic way and individual roles will be fluid and less clearly defined.
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