What is called Managing Informal Organizational Control Decisions 5

There are several sets of concepts involved.

1.Informal organizations.

2.Control over informal organizations.

3.Decision-making on informal organizations.

Second, the three concepts refer to the functions of management.

All organizations have two organizational systems. One of these is the Formal Organization, which details the structure of the line of responsibilities, powers, and position relationships and is shown in the organizational chart. The other is the informal organization, that is, the relationship and authority system that arises at the same time as employees interact and naturally form the core of power; It includes the various factions, relationships, and systems of authority that have developed outside the formal organization, and is not shown in the organizational chart, which is the human side of the organization.

Every organization needs two systems to function effectively. Formal systems are often too slow and bureaucratic for organizations to respond quickly to change. However, the formal system provides a favourable system of guidelines and terms of reference to cope with the day-to-day routine.

Informal organizations, on the other hand, tend to be too unstructured and emotional, and therefore unable to make important decisions with care. However, it is quite effective in creatively solving short-term problems and provides a sense of like-minded teamwork among employees.

In any organization, it's a good idea to quickly understand who is important in an informal organization. In general, there are some formal regulations and procedures required to obtain certain goods or equipment, but these procedures can be protracted. Who understands how to get ** immediately in the organization and without having to follow a formal process?

If you want your work to be prioritized, which administrative assistants should you go to? These are all questions that need to be understood to be more productive in many organizations.

The nerve center of informal tissue is the "grapervine" (grapervine; Unofficial information circulates between managers and employees), and the key people in the vine usually have considerable influence in the organization.

In the past, "us-versus-them" organizations were taught, with managers and employees often at odds with each other, and informal systems often hindered effective management. In the new open organization, where managers work with employee unions to set goals and design procedures, informal organizations can be a valuable management asset, often promoting harmony among employees and building a corporate culture.

Informal organizations are not only good at creating teamwork, but also have considerable power to resist management instructions. Employees may form unions and go on strike, which can hinder the company's operations. Learning to create the right corporate culture and working with informal organizations is the key to management success.

Topic: The theory of the role of informal organizations is ().

a Scientific management theory.

b The management process is not theoretical.

c Doctrine of human relations.

d Theory of administrative organization.

Answer: c.

The management theory that proposes the role of informal organizations is (state mask) aScientific closed management theory.

b.Management Process Theory.

c.The Doctrine of Human Relations.

d.Theory of Administrative Organization.

Theoretical Sail State. Correct answer: c

1. Characteristics of Formal and Informal OrganizationsFormal organizations are the result of organizational design, with clear goals, tasks, structures, functions, and the resulting responsibilities and rights between members. Its basic characteristics: purposefulness, regularity, stability.

Informal organizations are formed along with the functioning of formal organizations. Its basic characteristics: spontaneity, cohesion, instability.

Second, the influence of informal organizations on management The impact of informal organizations on management has advantages and disadvantages, depending on whether managers can effectively control and guide. 3. The possible harm caused by informal organizationsInformal organizations require consistency among members, which will constrain the personal development of members, so that individual talents and talents cannot be fully utilized, affecting the efficiency of the entire organization; Informal organizations can affect the change of formal organizations and form organizational inertia. IV. The Importance of Leaders of Informal OrganizationsThe leaders of informal organizations must possess special qualifications and have the following characteristics:

Technically superior to other members; Longer service time in the organization; Older age; Possess a large amount of information and be able to convey information; Have an admirable personality. The relationship between formal and informal organizations is like the relationship between corporate decision-makers and think tanks.

Spontaneously formed, not necessarily with clear rules and regulations; Have strong cohesion and behavioral consistency, and members consciously help each other; There are certain norms of behavior, and there are unwritten rewards and punishments; Organizational leadership roles do not necessarily have high power and status, but they must have strong practical influence.

Please refer to the self-examination textbooks for human resource management or business management, which are indispensable for business management or human resource management, and are also the focus of the exam.

1. The organizational structure is not tight.

2. Maintain family, geography, kinship, and blood.

3. It is greatly influenced by traditional culture.

4. The number of people is not fixed.

5. Information dissemination is not standardized.

Most of them are maintained by emotional interests and hobbies.