Formal and informal groups are structures that affect the working climate and productivity of all organizations, this document introduces the concept of group, how and why it is formed and other key concepts of this topic, vital for the human resource management.
Content
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Group development
- Five-stage model
- Punctuated equilibrium model (time groups with terms)
1. Introduction
Formation of work groups is a critical task today if organizational success is to be achieved, but it is common for informal groups to be neglected both in importance to the organization and in the importance of such formations for the needs social of the collaborators within the organization; since these groups are a social support that formal groups cannot cover. Therefore, the existence of formal groups is of great importance since they are the ones that lead the organization to success, but in counterpart and complement the informal groups satisfy the social needs of the individuals in the organization.
2. General
Before starting the development of a topic or research, it is necessary to base the work with the definitions or theoretical framework of the topic to be developed, in this particular case for the topic of formal and informal groups, the key concepts will be defined.
2.1 Group
A group is defined as the set of two or more individuals that are related and interdependent and that came together to achieve specific objectives.
2.2 Formal Groups
By formal groups we mean those that define the structure of the organization, with certain work assignments that set tasks. In formal groups, the behavior of individuals is stipulated and directed towards the goals of the organization.
2.3 Informal Groups
Instead, informal groups are alliances that do not have a formal structure or are defined by the organization. These groups are natural formations of the work environment that arise in response to the need for social contact.
2.4 Difference between group and team
A group is a group of individuals who interact to share information and ensure that each member performs better in their area. It only refers to the gathering of individuals to achieve specific objectives, it does not imply participation in collective work.
A team is a working group in which individual efforts result in performance greater than the sum of what each would produce individually. It involves generating positive synergies through coordinated effort.
3. Formal and informal groups
3.1 Why do individuals form groups?
There is no reason by itself sufficient to explain why individuals join groups. Since most people belong to different groups, it is obvious that different groups provide different benefits to their members.
The main reasons why working groups are formed are:
- Common needs, Group members seek similar challenges, such as a football team. Common interests, When members share common interests, such as employees who want to modify their vacation plan. Common goals, Unite to achieve common goals, such as the organizational goals of a department. Physical proximity, Employees who work in the same department or same type of job frequently share social activities. Cultural similarities. Often people who have just immigrated and enter a company, join people of the same nationality.
Other common reasons why people join a group are:
- Security By joining a group, individuals can reduce the insecurity of being isolated. People feel stronger, have less self-doubt, and can better resist threats when they are part of a group. Status, Inclusion in a group that is considered important by other people, provides recognition and status for its members. Self-esteem, Groups can provide people with feelings of self worth. That is, in addition to providing status, membership can also provide a greater sense of worth to group members. Power, What cannot be achieved individually, is often likely to be achieved through group action. There is power in the crowd.
3.2 Classification of groups
It is possible to classify the groups into two types of groups, the formal ones which in turn are classified into command groups and task groups, and the informal ones which in turn are classified into interest groups and friend groups, as can be seen in the figure.
Task and command groups are dictated by formal organization, while interest and friend groups are informal alliances.
Figure 1. Classification of group types
3.2.1 Formal groups
- A command group is determined by the organization chart of the company. It is made up of individuals who report directly to a certain boss. A classic example is that of a director and their teachers, as well as the director and Postal Inspection inspectores.Los five task forces, which also determines the organization, represent the association of those who come together to complete a job assignment. However, the boundaries of a task group do not end with the immediate hierarchical superior but can cross command relationships. For example, if a college student is charged with a crime on campus, coordination and communication between the director of academic affairs, the student principal, the secretary general, the chief of security, and the student counselor are required. This training will constitute a task group.
3.2.2 Informal groups
- Employees who are not part of a single command or task group can come together to achieve a specific goal that is theirs: an interest group. Employees who unite to modify their vacation schedules, defend a fired colleague or try to improve their working conditions form an entity that caters to their common interest. Groups are also created because their members share one or more characteristics. We call these formations groups of friends. Social alliances, which often go beyond the workplace, are based on a similar age or origins, a fondness for a soccer team or the defense of related political opinions, to name a few characteristics.
Informal groups provide a very important service as they meet the social needs of their members. Due to the interactions that result from the physical proximity or execution of tasks, it is observed that many times the workers undertake joint activities, such as playing golf, moving home from work in a group, taking lunch and talking during breaks.
We must recognize that these relationships between individuals, although informal, deeply influence their behavior and performance. There is no exclusive reason for individuals to join in groups. Since almost all of us belong to several groups, it is obvious that each one provides us with different benefits.
3.2.3 Other classifications of working groups
Due to their administration, groups can be traditionally administered and self-directed.
- Groups managed in a traditional way. It is the group where there is an official leader or administrator. Self-directed groups. Workers share responsibility for managing the task force.
For the duration of their existence, groups can be permanent and temporary.
- Permanent groups. They work for long periods of time, usually a year at least. Temporary groups. These are formed for short periods of time specified in advance, in order to carry out a series of tasks or projects, such as committees.
Due to the functions they perform, they can be of a function or interfunctional.
- Groups of a function. They are those that have members that carry out a single function, such as engineers, auditors, etc. Interfunctional or multidisciplinary groups. They are those whose members perform a variety of functions.
4. Development of the groups
In general, groups go through a basic sequence in their evolution called the five-stage model of group development, although this is not the only method since there are several models that show the development of groups such as the Interrupted Balance, Progressive Development Model, to name a few.
4.1 Five-stage model
The groups go through five phases: formation, conflict, regulation, performance and disintegration, as can be seen in the following figure.
Figure 2. Stages of group formation
The first stage, of formation, is characterized by great uncertainty about the group's purpose, structure, and leadership. Members "probe the waters" to determine what behaviors are acceptable. The stage concludes when the members begin to consider themselves part of the group.
The second stage, conflict is distinguished, precisely, by the internal conflicts that occur in it. Members accept the existence of the group people resist the restrictions it places on their individuality. In addition, there are conflicts over who will control the group. At the end of the stages, the group has a relatively clear leadership hierarchy.
In the third stage of regulation, close relationships are established and the group expresses its cohesion. A keen sense of identity and camaraderie is awakened. This regulatory stage is terminated when the group structure solidifies, and the group has assimilated a common set of expectations about what is defined as correct behavior.
The fourth stage, of performance. At this point the structure is fully functional and is accepted by the group. The energy of the members is no longer directed to know and understand each other, but to perform the task that occupies them. For permanent working groups, the performance stage is the last stage of their development.
On the other hand, in the case of commissions, teams, task forces and other temporary groups that have a limited task, there remains a phase of disintegration. At this stage, the group prepares to dissolve and its priority is no longer superior performance, but attention is drawn to the concluding activities. The members respond in various ways: while some are spirited, enjoying the achievements of the group, others are saddened by the loss of comrades and friends gained during the group's existence. Many interpreters of the five-stage model assume that the group becomes more effective as it goes through the first four phases.
Although this provision is true, what makes a group more effective is more complicated than this model indicates. Under certain conditions, intense conflicts accentuate the group's performance, so we would expect that in such situations the groups found in the 2nd phase outperform the groups found in stages 3 and 4. Besides, the groups do not always proceed clearly. from one stage to the next.
In fact, sometimes several stages pass at the same time, as when the groups are at the same time in the conflict stage and in the performance stage. The groups also go back to the previous phases. Therefore even the strongest proponents of the model do not assume that all groups follow exactly the 5 stages or that phase 4 is the best. Another problem with the model, in terms of understanding behavior at work, is that it omits the context of the organization.
4.1.1 Punctuated equilibrium model (time groups with terms)
Not all group formations follow the five-stage model, as are temporary groups with deadlines, since it is mentioned that they have a peculiar succession of activities (or inactivities):
- In the first meeting the direction of the group is traced; In this first phase the activity of the group is inertial; At the end of the phase a transition ensues, exactly when the group consumed half of its time; The transition causes important changes; Transition follows a second phase of inertia, and The last group meeting is one of intense activity.
This scheme is a model of punctuated equilibrium, as shown in figure 3.
Figure 3. Scheme is a model of punctuated equilibrium
In the first meeting, the group's address is traced. At this moment, a framework of premises and guidelines of conduct emerges through which the group approaches its project. The behavior patterns are long-lasting and can appear already in the first seconds of the group's existence.
Since the group's leadership is determined, it is "written with fire" and is unlikely to be reconsidered during the first half of the group's existence. It is a period of inertia, that is, the group insists or gets stuck in a fixed course of action. Even if new knowledge is acquired that calls into question the initial guidelines and premises, in the first phase the group is unable to act accordingly.
One of the most interesting findings from these studies was that each group experienced their transition at the same moment: exactly half the time between the first meeting and the official completion deadline, even though some groups spent no more than an hour. their project while others took six months. It was as if at this point all groups suffered a mid-life crisis. The central point would seem to function as an alarm that sharpens the awareness of individuals that their time is up and that it is necessary to move forward.
This transition ends the first phase and is characterized by a closed barrage of changes, the previous guidelines are discarded and new points of view are adopted. In the transition, a new direction is imposed for the second phase.
The second phase is of a new balance or inertia. The group executes the plans outlined in the transition period.
The last meeting of the group is distinguished by a final burst of activity to conclude the work.
In the scheme of the punctuated equilibrium model, the groups show prolonged periods of inertia punctuated by brief revolutionary changes prompted mainly because the members become aware of time and its term.
But keep in mind that this model does not apply to all groups, but is essentially limited to temporary task groups that work with a restrictive completion deadline.
4.2 Group interaction
Sociometry is an analytical tool to study group interactions. Try to find what people like and dislike and with whom they would like to work or not. This information can be obtained through interviews or questionnaires. This information can be used to create a sociogram. An example of a sociogram, which is a graphical representation of preferred social interactions, can be seen in Figure 3.3.
Among them we have:
- Social networks. A set of specific links between a defined set of individuals. Groups that exist within social networks. Prescribed clusters. Formal groups such as departments, work teams, work forces or committees. Emerging clusters. Informal, unofficial groups, coalitions. Cluster of individuals that are grouped temporarily to achieve a specific objective. Relatively permanent informal groups involving friendship. Stars. Individuals with the highest number of links in a network. Links. Individuals from a social network that connect two or more clusters, but who are not members of any of them. Bridges. Individuals in a social network who serve as links by belonging to two or more clusters.Isolated. Individuals who are not connected to the network.
Figure 4. Example of a sociogram of a network of friends
4.3 Factors Affecting Group Behavior
There are mainly 7 factors that can affect the behavior of the groups, be they formal or informal, as can be seen in figure 5, the most common are shown below:
- Size. The group size range can be from two members to a normal limit of thirteen to sixteen. The ideal number is twelve people, the size of the group can affect the dimensions of leadership, tolerance between members and group processes. Roles. People assume a series of roles, that is, the set of expected behaviors associated with a particular job. And they are divided in turn into three categories:
- Task roles: focus on meeting tasks or goals, and facilitate and coordinate decision-making tasks. Maintenance roles: do not focus on tasks as well as group processes. They help maintain and enhance group performance, such as facilitator or facilitator. Individual roles: Focus solely on the individual needs of members at the expense of the group. They tend to be dysfunctional or destructive to the group.
A member of a group can play multiple roles, and multiple members can play the same role. Often there is a role pattern for each of the group members.
- Rules. They are rules of behavior that have been accepted as their own by group members. In general, the norms define the kind of behaviors that the members of the group believe necessary to achieve their goals. There is a classification that indicates that the rules have different importance for the operation of the organization. They may be:
- Fundamental: they guide the essential behavior, for the central mission of the organization. Peripheral: they guide the behaviors that are important, but not essential, to achieve the goals or mission of the organization. Groups can also impose sanctions, that is, coercive measures that are adopted to promote acceptance and compliance with the regulations.
- Formal goals: are those that are specifically defined, in oral or written form, and are generally directly related to the goals and mission of the organization. Informal goals: Are those that are implicit in the actions of team members, but they are not explicitly defined, and can contribute to the achievement of the organization's goals or impede it.
Figure 5. Factors that affect the behavior of the groups
4.4 Group decision making
Currently, increasing importance is being attached to the participation of all the elements that make up a group in decision-making, not because the decision-making done exclusively by the group leader (manager, boss, supervisor) has been totally dispensed with., etc.,) but because there are occasions when the knowledge and experience of a greater number of people should be used to make better decisions, in addition to the fact that when people participate in decision-making, they feel more committed to achieve the desired results, becoming a powerful motivator for workers to be taken into account when deciding.
There are several arguments for and against group decision-making, some of them are shown in the following table:
| Arguments in favor of group decisions | Arguments against group decisions |
| More complete information and knowledge | Group decisions are time consuming |
| Increased diversity of views | Pressures to become uniform reduce the value of diversity |
| Higher quality decision | Discussions are usually dominated by a few |
| Promote acceptance of the solution | Ambiguity in liability |
Decision making is essential in any organization regardless of its size or category, it will be the leaders' choice if it is to be done in groups or individually.
Conclusions
Formal groups are very important in the structure of an organization, although they do not completely complement the needs of the collaborators or top managers of the organization, therefore people tend to form informal groups that can meet their needs.
On the other hand, the concepts of group and team have been used as if they were synonyms and in reality, they are not. Group we use it to name a set of people who interact with each other. A team is a group of people who work synergistically to achieve a common goal.
When people work together as a team, each benefits from the knowledge, work, and support of the other members, leading to greater productivity than would be achieved by each person than would be achieved by each person who worked to the maximum. of your ability as an individual.
Therefore, both formal and informal groups are vital in any organization so that it is productive and has a good work environment.
Bibliography
- Stephen P. Robins. Organizational behavior. Pearson. Mexico 2004. - 03/29/2008. Mintzberg, Henry. Smart organization design. Mc Gill University, Second Edition.SOLANA, Ricardo, Administration of Organizations at the Threshold of the Third Millennium, Ediciones Interoceánica SA, Buenos Aires, 1983. Group decision-making. http://www.elergonomista.com/comunicaciongrupo.htmlBehavior in groups and work teams.
Video-lesson
In the video below, Professor Lirios Alos Simo, from the Miguel Hernández University of Elche, makes an exposition in which she summarizes the topic of groups in organizations, what they are, their types, how and why they conform and what are its consequences, among other issues. A good complement to continue learning this subject of organizational behavior.
