Exaplain the functions of informal groups

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Explain the role of informal groups in an enterprise.

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Informal organisations exist because they perform certain desired functions for their members. Dubin has identified four functions of informal organisation as: (i) informal organisations are natural units where the actual operations for getting things done are determined; (i) they provide simultaneously the climate for experiments with new methods of work; (iii) they establish and maintain norms of behaviour for members; and (iv) they provide each member with the sympathetic type of human consideration which supports his self-image and his personal integrity. Chester Barnard has identified three important functions of informal organisations: (/) means of communication, establishing norms of conduct between super-subordinates and subordinates; (ii) maintenance of cohesiveness informal organisation by regulating the willingness to serve and the stability of objective authority; and (iii) the maintenance of personal integrity or self-respect and independence. Philip Selznick emphasises modifying function of informal organisations and says that in every organisation, the goals are modified, abandoned, deflected, or elaborated by processes within it. These organisational processes are modified by informal organisation. Keith Davis has identified these functions of informal organisations: (i) preserving group integrity, and (ii) social satisfaction and control. A comprehensive view of the various functions of informal organisation is presented as below:
1. The informal organisation perpetuates cultural values which the group holds as important. This function helps to preserve the group integrity. People who work together naturally adopt common points of view that everyone is expected to share. The individuals become wedded to the group as a result of constant association and socialising process. In fact, basic reason in the creation of informal organisation is the group value every member pursues.
2. Informal organisation provides social satisfaction by providing status, recognition, and further opportunity to relate to others. Many jobs, which appear superficially dull and routine, are made more interesting by the individual ingenuity. Management defines a rigid series of job requirements but work groups provide a setting which spurs an individual to modify the job situation more to his own liking. Thus, the job becomes more interesting and satisfying.
3. Informal organisations help in solving the work problems of members. They carry out their tasks effectively through the help of other members, group-decisions and sharing job knowledge. The group's solution to a problem may differ from what management expects and it may be even more effective because red-tape is eliminated; short cuts are evolved; informal channel of communication is evolved to cut across departmental boundaries. In fact, where the technology imposes extreme interdependence, and precise and instant coordination is required, the organisation depends on the group to control and specify the effective performance of work.
4. Informal oganisations establish and maintain norms of behaviour which differentiate between good and bad conduct, between legitimate and illegitimate activities and between moral and immoral acts. Abstract concepts, such as, honesty, loyalty, co-operation, self-sacrifice, etc., do not convey an immediate meaning except as they are used in operative situations involving informal groups. Larger groups, particularly in professional pursuits, often maintain ethical standards designed lo further the goals of the overall membership. However, all group standards are not consistent with the objectives of the larger organisations. Many a time, groups do urge their members to produce less than they might otherwise accomplish or do try to reject new assignment, or do show their resistance to a change.
5. Groups help protect their members from outside pressure. Probably the most important group standards are those that protect the groups against real or imagined outside dangers, particularly from upper engagement. Dynamic organisations have a tendency to introduce change in work methods and routines at a faster rate than individuals can adjust to them. The place at which these changes are introduced can be materially altered by a determined work group.
6. Informal group acts to fill up the communication gaps of its members. In order to meet the communication needs of its members, it develops systems and channels of communication. Such systems and channels cut across the hierarchical and departmental boundaries and transmit information much quickly.