Comparing Groups in an Organization

Formal and Informal Groups In workplaces two types of groups are commonly created—formal and informal groups. Formal groups are constructed deliberately by the company with the purpose being for the group members to work together to achieve a specific task. Informal groups are formed by the people themselves with the purpose being simply to “satisfy their social needs on the job” (Surbhi, 2015). The main differences of these two groups and why managers should pay attention to informal groups will be discussed in this paper.

Formal groups are those created by the organization, typically with a hierarchical structure—i.e., a group leader, who reports to a higher manager and who has followers fulfilling roles within the group. The formal group is presented with a defined mission and is tasked with accomplishing a clear goal or objective. The size of the formal group is often large and can include several members from a department or can be interdepartmental in nature.

The structure of the formal group is well-defined and the life of the group will typically be for the duration of the designated task that is to be carried out. Importance of place is given to positions within the group; individual identity is less important than the position that the individual occupies and the duties and skills that are expected of that position. The relationship of the members to one another in the formal group is professional and tends to be formalistic and respectful.

Communication between group members routinely moves in a clearly defined direction, such as at regularly scheduled meetings of group members or by way of the hierarchical structure of the group. Informal groups differ in nearly every way from formal groups. Instead of being created by the organization, they are created by the workers themselves for their own sake.

They are loosely if at all defined, and there is no structure to the group—at least not in the same sense as structure of a formal group where evident position hierarchy exists for the purpose of delegating tasks, though social hierarchy can be evident within an informal group setting, based on personal popularity and appeal. Formation of the informal group is voluntarily rather than mandatory and deliberate.

The size is often small and intimate, or at least smaller than that of the formal group, though informal groups can grow in size depending upon how popular they become. The life of the informal group has no defined start and end date and will last for as long as the individuals wish it to last. Rather than importance placed upon position, it is placed upon person and personality.

Relationships between members are personal rather than professional, and communication can flow in multiple directions via multiple methods as there is no defined communication structure. Manager should pay attention to informal groups because informal groups can shape the workplace culture, which is like ground zero for the life of the organization. Informal groups manifest the attitudes of employees and their feelings. Informal groups can be responsible for supporting workplace initiatives or for undermining and resisting them in private. While formal groups may be.