An informal group has the following features. Summary: Formal and informal groups. Rumors and gossip

In the recent past, competition was concentrated in the field of technological progress, but the essence of modern business determined primarily by people. Each employee of the company performs his function and combines his efforts with the collective to achieve results. A key component of the business is personnel management.

The management of the organization is satisfied when the organization continues to exist as a whole. However, almost always the stereotypes of behavior and attitudes of members of the organization deviate far from the formal plan of the leaders of the organization.

Informal groups that form in an organization can, under certain conditions, become dominant.

Middle managers need to reconcile the demands of the organization's informal groups with the demands of the top management. This need encourages managers to look for non-standard methods of managing people or use existing techniques more effectively to capture the potential benefits and reduce the negative impact of informal groups.

Formal and informal groups

So, there are two types of groups: formal and informal. These types of groups matter to the organization and have a great impact on the members of the organization.

Formal groups- These are groups created by the will of the leadership.

Allocate groups of leaders, working (target) groups and committees.

• Leadership Group consists of the head and his immediate subordinates who are in the zone of his control (the president and vice presidents).
• working(target) group - employees working on a single task.
• The committee- a group within an organization that has been delegated authority to perform a task or set of tasks. Sometimes committees are called councils, commissions, task forces. Allocate permanent and special committees.

informal group A spontaneously formed group of people who interact regularly to achieve a specific goal. The reasons for joining are a sense of belonging, help, protection, communication.

Informal organizations exercise for their members. There are usually certain norms that each member of the group must comply with. In informal organizations, there is a tendency to resist change. Usually an informal organization is led by an informal leader. The informal leader should help the group achieve its goals and keep it alive.

On the performance of formal and informal groups are influenced by the same factors.

1. Group size. As the group grows, communication between members becomes more difficult. In addition, informal groups with their own goals may arise within the group. In small groups (of 2-3 people), people feel personally responsible for making a certain decision. It is believed that the optimal group size is 5-11 people.
2. Composition(or the degree of similarity of personalities, points of view, approaches). It is believed that the most optimal decision can be made by groups consisting of people who are in different positions (i.e., dissimilar people).
3. Group norms. A person who wants to be accepted by a group must comply with certain group norms. (Positive norms are norms that support goal-oriented behavior. Negative norms are norms that encourage behavior that is not conducive to achieving goals, such as stealing, being late, absenteeism, drinking at work, etc.).
4. Cohesion. It is considered as a measure of the attraction of group members to each other and to the group. A high level of group cohesion can improve the performance of the entire organization.
5. group consensus. This is the tendency of an individual to suppress his views on some phenomenon in order not to disturb the harmony of the group.
6. Conflict. Differences in opinion increase the likelihood of conflict. The consequences of the conflict can be positive, as they allow you to identify different points of view (this leads to an increase in the effectiveness of the group). The negative consequences are to reduce the effectiveness of the group: a bad state of mind, a low degree of cooperation, a shift in emphasis (giving more attention to one's "winning" in the conflict, rather than solving the real problem).
7. Status of group members. It is determined by seniority in the job hierarchy, job title, education, experience, awareness, etc. Usually, members of a group with a high status have a greater influence on other members of the group. It is desirable that the opinion of high-status group members is not dominant in the group.

Formal groups usually stand out as structural units in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the company, as well as formally assigned functions and tasks.

A formal group has the following features:

1. it is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;
2. it is impersonal, i.e. It is designed for individuals, relations between which are established according to a compiled program.

In a formal group, only official connections between individuals are provided, and it is subject only to functional goals.

The formal groups are:

• Vertical organization, which unites a number of bodies and a subdivision in such a way that each of them is located between the other two - higher and lower, and the leadership of each of the bodies and subdivisions is concentrated in one person.
• Functional organization, in accordance with which management is distributed among a number of persons specializing in the performance of certain functions and works.
• Headquarters organization, characterized by the presence of a staff of advisers, experts, assistants who are not included in the vertical organization system.

Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission for the development of a project.

informal groups are created not by orders of the management of the organization and formal regulations, but by members of this organization in accordance with their mutual sympathies, common interests, identical hobbies and habits. These groups exist in all companies, although they are not represented in the diagrams that reflect the structure of the organization, its structure.

Informal groups usually have their own unwritten rules and norms of behavior, people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions is formed. Usually these groups have an explicit or implicit leader. In many cases, informal groups can exert equal or even greater influence over their members than formal structures.

Informal groups are a spontaneously (spontaneously) established system of social ties, norms, actions that are the product of more or less long-term interpersonal communication.

Depending on the style of behavior, informal groups can be classified as follows:

• Prosocial, i.e. socially positive groups. These are socio-political clubs of international friendship, social initiative funds, groups for environmental protection and the rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation.
• Asocial, i.e. groups standing apart from social problems.
• antisocial. These groups are the most disadvantaged part of society, causing him anxiety. On the one hand, moral deafness, inability to understand others, a different point of view, on the other hand, often their own pain and suffering, which befell this category of people, contribute to the development of extreme views among its individual representatives.

Characteristics of an informal group

The life of the group, its functioning is influenced by three factors:

1. characteristics of group members;
2. structural characteristics of the group;
3. situational features.

TO characteristics of group members factors that influence its functioning include personal characteristics of a person, as well as abilities, education and life experience.

Structural characteristics of the group include:

• communication in the group and norms of behavior (who communicates with whom and how);
• status and roles (who occupies what position in the group and what they do);
• personal likes and dislikes between group members (who likes whom and who dislikes whom);
• strength and conformity (who influences whom, who is ready to listen and who to obey).

The first two structural characteristics relate more to the analysis of formal organization, the rest to the question of informal groups.

There are several factors that influence the establishment of friendly relations between people:

1. Personal characteristics of interacting. People love those who like the same phenomena, things, processes that they like, i.e. people love those who are similar to them, who are close to them in spirit, taste and preferences. People are attracted to those who have the same or close race, nationality, education, system of views on life, and so on. Potentially, people with similar personality characteristics are more likely to form friendships than those with significantly different personality characteristics.
2. The presence of territorial proximity in the location of these people. The closer the workplaces of group members are, the higher the likelihood that they will establish friendly relations. The same applies to the proximity of their places of residence.
3. Meeting frequency, as well as the expectation that these meetings will occur often enough in the future.
4. How successful is the group. In general, success leads to the development of positive attitudes among people towards each other to a greater extent than the unsuccessful functioning of the group.
5. Having one goal, to which the actions of all members of the group are subject. If group members are separated by solving individual problems, mutual sympathy and friendliness develop less often than if they work on solving a common problem for all.
6. Broad participation of all group members in decision making. The opportunity to influence group-wide processes stimulates the development of a positive perception of the team among group members.

The presence of sympathy in relations between people, the presence of friendly relations between members of the group has a huge impact on the mood of people, on their satisfaction with their work, their membership in the group. However, it cannot be unequivocally said that friendly relations between group members have only a positive impact on the results of work and the functioning of the organization as a whole. If people who have friendly relations with each other have a high motivation for work, then the presence of mutual sympathy and friendship contributes to a significant increase in the results of their work and thus positively affects the functioning of the group as a whole. If people are poorly motivated to work, then the result will be completely opposite. They will spend a lot of time in useless conversations, smoke breaks, tea parties, etc., constantly distracted from work, sharply reducing the effectiveness of their work. At the same time, they can distract others from the work, creating an atmosphere of idleness and relaxation.

Situational characteristics of the group little depend on the behavior of the members of the group and the group as a whole. These characteristics are related to its size and its spatial arrangement.

In small groups, it is more difficult to reach agreement, and a lot of time is spent on clarifying relationships and points of view. Finding information is difficult in large groups, as group members tend to be more reserved.

The spatial arrangement of group members has a noticeable effect on their behavior. There are three important characteristics of the spatial arrangement of the individual, on which the relationship between the individual and the group depends. First, it is the presence of a permanent or definite place or territory. The lack of clarity in this matter gives rise to many problems and conflicts in interpersonal relationships. Secondly, this is a personal space, that is, the space in which the body of only this person is located. Spatial proximity in the placement of people can give rise to many problems. Thirdly, this is the mutual arrangement of places. If a person takes a workplace at the head of the table, then this in the eyes of other members of the group automatically puts him in a leadership position. Management, knowing these and other questions of the location of group members, can achieve a significant effect only through the correct placement of jobs.

Features of informal groups

1. Social control

Informal organizations exercise social control over their members. The first step towards this is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior. In order to be accepted by the group and maintain its position in it, a person must comply with these norms. To reinforce compliance with these norms, the group can impose fairly severe sanctions, and those who violate them can face exclusion. It is a powerful and effective punishment when a person depends on an informal organization to meet their social needs.

2. Resistance to change

People use the informal organization to discuss anticipated or actual changes that may occur in their organization. In informal organizations, there is a tendency to resist change. This is partly due to the fact that change can pose a threat to the continued existence of an informal organization. Reorganization, introduction of new technology, expansion of production and, consequently, the emergence of a large group of new employees can lead to the disintegration of an informal group or to a reduction in opportunities for interaction and satisfaction of social needs.

3. Informal leaders

Informal organizations, as well as formal ones, have their own leaders. The informal leader acquires his position by seeking power and applying it to the members of the group. Essentially, there are no major differences in the means used by the leaders of formal and informal organizations to exert influence. The only significant difference is that the informal leader makes a reliance on the recognition of his group. In his actions, he relies on people and their relationships.

The informal leader has two primary: help the group achieve its goals and maintain and strengthen its existence. Sometimes these functions are performed by different people. If this is the case, then two leaders emerge in the informal group: one for fulfilling the group's goals, the other for social interaction.

The emergence of an informal group and its role in the process of functioning of the organization

The reason for the emergence of an informal group in a formal organization is the inevitable limitations of a formal organization, which cannot cover and regulate all the processes of functioning of a social organization.

If people join formal organizations to further the goals of the organization, or they need income rewards, or they are driven by considerations of prestige, then belonging to an informal group can provide psychological benefits as important to them as the salary they receive.

In accordance with A.'s classification, the primary needs are physiological and the need for safety and security, and the secondary ones are social, respect and self-expression. Can a formal organization ensure that all needs are fully met? Obviously not. The emergence of an informal organization is a consequence of a person's natural desire to unite with other people, to form stable forms of interaction.

The very first reason for joining an informal group is satisfying the need for a sense of belonging. People whose work does not provide the opportunity to establish and maintain social contacts tend to be dissatisfied. The ability to belong to a support group is closely related to employee satisfaction. And yet, despite the fact that the need for belonging is widely recognized, most formal organizations deliberately deprive people of social contacts. Therefore, people are often forced to turn to informal organizations in order to gain these contacts.

Need for protection is an important reason why people join certain groups. Although it is very rare these days to talk about the existence of real physical danger in the workplace, the very first trade unions originated in social groups that met in pubs and discussed their grievances with superiors. Even today, members of informal organizations protect each other from harmful rules. This protective function becomes even more important when the authorities are not trusted.

The need for communication arises because people want to know what is happening around them, especially if it affects their work. And yet, in many formal organizations, the system of internal contacts is rather weak, and sometimes management deliberately hides certain information from their subordinates. Therefore, one of the important reasons for belonging to an informal organization is access to an informal channel for receiving information - rumors. This can satisfy the individual's needs for psychological protection and belonging, and provide him with faster access to the information he needs to work.

Influence of informal groups on the organization

Some leaders believe that the informal group is the result of poor management, but the emergence of these groups is natural and very common; they are in every organization.

Informal groups carry both negative and positive influence on the activities of a formal organization. False rumors can spread through informal channels, leading to negative attitudes towards management. The norms adopted by the group can lead to the fact that the productivity of the organization will be lower than that determined by the management. A tendency to resist change and a tendency to perpetuate ingrained stereotypes may delay the necessary modernization of production. However, this counterproductive behavior is often a reaction to the attitude of superiors towards this group. Right or wrong, the members of the group feel that they are being treated unfairly and respond in the same way that any person would respond to something that seems unfair to him.

Such instances of backlash sometimes make it difficult for leaders to see the many potential benefits of informal organizations. Since in order to be a member of a group, one must work in the organization, loyalty to the group can translate into loyalty to the organization. Many people turn down higher-paying positions at other companies because they don't want to disrupt the social bonds they have made at that company. The goals of the group may coincide with those of the formal organization, and the performance standards of the informal organization may exceed those of the formal organization. For example, the strong team spirit that characterizes some organizations and generates a strong desire for success often grows out of informal relationships, involuntary actions of management. Even informal communication channels can sometimes help a formal organization by complementing the formal communication system. By failing to find ways to effectively engage with informal organizations, or by trying to suppress them, leaders often miss out on these potential benefits.

In any case, whether the informal organization is harmful or beneficial, it exists and must be reckoned with. Even if the leadership destroys some group, another group will certainly arise in its place, which may develop a deliberately negative attitude towards the leadership.

Formal organizations

There are two types of organizations:

Firstly, organizations that are created consciously and purposefully to achieve some predetermined goals, within which conditions are formed and maintained to encourage their members to achieve these goals. Leaders are the carriers of such goals., which perceive these goals as their own and to achieve them, they coordinate the activities of the members of the organization;

Secondly, organizations that form spontaneously on the basis of the natural commonality of the goals of their participants, participation in which is determined by the free will of their members. In these organizations, no one makes an effort to secure the emerging structure and ensure the achievement of their own goals. As the common goals that caused the emergence of the organization are achieved, they can disintegrate, but they can also be reborn into organizations of the first type.

Organizations of the first type are called formal. According to one of the classics of modern management, Herbert Simon, formal organization we understand the planned system of joint (cooperative) efforts, in which each participant has his own clearly defined role, his own tasks or responsibilities that must be fulfilled. These responsibilities are distributed among the participants in the name of achieving the goals that the organization sets for itself, and not in the name of satisfying individual wishes, even if the two often coincide.

formal organization- an organization that has the right, the goals of which are enshrined in the constituent documents, and the functioning - in the regulations, agreements and provisions governing the rights and responsibilities of each of the participants in the organization.

Formal organizations are subdivided into and .

Finally, another formulation that reflects well the specifics of formal organizations says that this is a formal association of people that was formed to ensure the achievement of common goals on a relatively permanent basis (Figure 3.2). This association is characterized by obvious boundaries, norms of behavior, the presence of primary (interpersonal, informal) groups, communication channels, activities aimed at solving certain problems and power relations.

Informal organizations

Informal organizations- These are organizations that are not registered with a state body, either due to their small number, or for some other reason.

informal organization- a spontaneously emerging group of people who interact with each other quite regularly.

Informal organizations are associations of people connected by personal interests in the field of culture, life, sports etc., having a leader and not conducting financial and economic activities aimed at obtaining material profit.

For example, four amateur fishermen constantly for a number of years jointly prepare tackle, go fishing, discuss the results, and enjoy it. This is an informal organization, since all the signs of the system are present - the presence of a goal, elements, hierarchy, interaction. Role in informal organizations very large. In them, people can realize their needs and interests to a greater extent than in a formal one; find your place in life; try different behaviors, relationships, etc. Help and protection of colleagues, access to informal channels of information (rumors, etc.) are the main reasons for joining an informal organization.

but the emergence of an informal organization within a formal. This is a natural process that occurs when the development of technology, the professionalism of personnel in an organization is faster than the improvement of organizational forms, functions, style and management methods. The first sign of the birth of an informal organization in the subject area of ​​a formal organization is emergence of an informal leader. As it is necessary to act as a leader, we have already considered above.

In any team there are several groups of like-minded people, which in the language of psychologists are called informal groups.

Why do informal groups arise?

In the labor collective there are leaders and subordinates, whose activities are regulated by orders and orders. On paper, everything is simple: duties and responsibilities are defined, you just need to fulfill what is written. But in reality, personality traits are little taken into account when appointing to a position. Experience, past merits, natural data, preferences are also partially ignored.

Therefore, people huddle in “flocks” to satisfy their urgent needs.

An informal group is a kind of interest club in which people get what they cannot get with another way of communication.

What do people look for in an informal group?

The need for recognition is basic, a person must be needed by someone. It doesn’t matter what exactly a person can do better than others: dance, knit, cook, fix a car or fish. It is important that people you know turn to him for advice and help. A pleasant social circle is easily formed around a person who has some useful skill.

An informal group is, in fact, a recognition of a person's talents.

Ideally, a person should do what he loves in life. But it doesn't always work out that way. People engaged in routine work - on the assembly line, for example - would very quickly lose their psychological stability if they did not have the opportunity to discuss burning news during mechanically repetitive actions.

Mutual help

This is another important sign of a formed microsocial group. An informal group is a community in which people support each other by definition.

A good microclimate at work most often occurs between people with approximately equal experience and knowledge. Someone knows the intricacies of work better, someone worse. Ideally, the leader should know and understand the content of the work assignment best of all. But not all managers meet this criterion, and not everyone knows how to create an atmosphere of openness. Therefore, employees often prefer to clarify difficult issues together than to address the issue to the manager.

Sometimes a good working relationship turns into a real long-term friendship.

Mutual protection

A well-coordinated team is both a help and a problem for the management. Such a team can be entrusted with a task of any complexity, and it will be successfully completed. But to infringe on the rights of workers does not work. An informal group is a very stable entity that can defend its rights. It is impossible to reduce the zone of influence of the formed team or try to cheat when paying for labor, since the actions of the administration instantly stumble upon fierce opposition.

In protecting their interests, informal groups are much more effective than trade unions. Members of the informal group are clearly aware that "one for all and all for one" is the best way to survive in difficult conditions.

Rumors and gossip

This phenomenon is most often generated by inept or clumsy actions of the administration, when the true state of affairs or the motives for official movements are not voiced, but hidden. People of any kind do not want to feel like a wordless controlled herd.

In cases where there is no normal awareness of the processes taking place at the enterprise, informal channels of information - rumors and gossip - become in demand. These social phenomena fill an information vacuum, which ideally should not exist.

The new leader always creates around him the informal groups he needs. Examples can be seen in every major organization.

General ideology

Interest groups are formed not only at work. By and large, each person is part of some such group. These are neighbors, a company of fishermen or hunters, knitters, fans of garage fees, fans and fans, even regulars of a beer bar.

Researchers call informal groups small, since their number usually does not exceed 15 people, occasionally this number reaches 30. But more often there are groups that do not exceed 7.

In the adolescent environment, informal groups are more common than others. Examples can be seen in any courtyard of a multi-storey building. Teenagers crave self-affirmation, sometimes they even need outward signs of belonging to the community. It can be a piece of clothing, a tattoo, a headscarf or a bandana, special ways of greeting.

Teenage groups can be dangerous if they are led by a teenager with criminal tendencies. Such groups are always based on physical force, reprisals are applied to objectionable ones.

Types of informal groups

• Club for communication - a huge number of them can be found on social networks.
• Study groups - classes, studios and the like.
• Fan club - fans of one creative person or ensemble, football, hockey or other sports team.
• The group for action is most often informal groups in the organization: individual employees of the accounting department, the production team.
• The reactive group is the opposition, opponents of the new boss, adherents of conservatism, and the like.

Control within the group

An informal social group is good because it sets its own "rules of the game". This does not require any orders or special efforts. It's simple: a person can become a member of the group only if he meets certain internal criteria.

For example, a fan of another team will never be able to get into the fan group of St. Petersburg "Zenith", since they face diametrically opposed tasks. At the same time, there are no taboo topics for “their own”, the details of the life, successes and failures of the players are discussed in detail. If a member of the group shows disrespect or ignorance towards the team, then after a series of warnings, he is expelled. So the group adjusts its composition.

Informal group structure

This question has been carefully studied by psychologists. In different structures, the structure turned out to be approximately the same. The distribution of group roles looks like this:

• A leader is a person with inner strength, engaged in motivation and sanctions, using the “carrot and stick”.
• "Analyst" - able to think strategically.
• A "skeptic" or a representative of the internal opposition is required to confirm or refute the viability of ideas.
• "Diplomat" - the most humane member of the group, takes into account the interests of all.
• "Entertainer" - provides interesting leisure.
• "Buffoon or jester" - has a bright sense of humor, supports self-irony.
• "Scapegoat" - is appointed guilty for the failure of the undertaking. Necessary for the whole group to function in the future.

An informal group of people always arises on the basis of constant communication, when people communicate with each other daily or with an interval of 1-3 days.

Relations between formal and informal groups

Informal groups always arise - both in the most progressive and problematic organizations, countries or collectives. All people are different, and everyone needs to find a kindred spirit in their surroundings.

A good leader or teacher understands that the formation of small social groups is a natural phenomenon, and one can only interact with such a group. An attempt to ignore or ban such a group is doomed to failure in advance.

One of the characteristics of informal groups is resistance to innovation and change. Any relocation or new technology poses a potential threat to the very existence of the group, as it reformats employees - some may be promoted, while others may be fired. It is not always possible to find a reasonable compromise between the demand for progress and the interests of the group.

What is the purpose of informal groups?

The main goals of an informal group are the comfortable existence of its members. Communication with your own kind significantly reduces the level of stress, helps to relieve internal tension, gives people the opportunity to feel their relevance.

Large groups arise where management uses the natural need of a member of the labor collective - to be involved in the result of collective activity. If the leadership uses only punishment, then we should expect the formation of real resistance.

The formation of informal groups occurs at an accelerated pace in closed groups - in the army, on long-distance ships and in places of deprivation of liberty, where people of different life experiences and social levels are forced to communicate with each other around the clock.

Progressive employers pay great attention to a healthy atmosphere in the team. To do this, testing of potential employees is carried out, people with a healthy stable psyche are selected.

What is the life span of an informal group?

Researchers claim that no more than 4 years. A productive group is considered to be no more than 2 years old. Small groups arise spontaneously, sympathy, age, common interests play a decisive role. It is somehow impossible to regulate the emergence of small social groups.

The main catch lies in the conflicting goals of the group members. People create temporary alliances, often "friends against" a specific person. However, moving up the ranks, praise or punishment can fundamentally change the distribution of roles within the group.

The art of leadership is to engage informal groups to achieve the goal required by the organization as a whole. As a rule, the vast majority of people in the team prefer a conformist position or tacit agreement with the majority. Therefore, it makes sense to cooperate most closely with the person who is at this time.

It is important that the leader shows the group exactly how to act in a given situation. People learn from each other, and the efficiency of the entire team increases. Weak employees, following a strong leader, can show excellent results.

It is human nature to communicate with other people. In many cases, such communication is of a random, short-term nature. However, if two or more people spend enough time communicating with each other, they begin to become psychologically aware of what they think of them, what others expect of them. This forces people to change their behavior in a certain way, thereby confirming the existence of social relationships along group lines.

Each of us belongs to many groups at the same time (family, relatives, friends, work team, sports team, etc.).

A group is two or more persons who interact with each other in such a way that each person influences the others and at the same time is influenced by other persons.

An organization of any size is made up of some number of formal and informal groups.

Groups created by the will of management to organize a production, commercial or other process are called formal groups.

There are three main types of formal groups in an organization: management groups, working (production, task) groups, and committees (commissions, councils).

Command leader group consists of a manager and his immediate subordinates, who, in turn, can also be managers (the president of the company, his deputies, heads of departments, etc.).

Working (target group) usually consists of individuals working together on the same task. Although they have a common leader, these groups differ from the command group in that they have much more autonomy in planning and carrying out their work.

Committees are created to fill gaps in organizational structures to solve problems that are not within the competence of any of the departments, and to perform special functions. Distinguish between permanent and special (temporary) committees (for policy development, planning group, for handling employee complaints, for reviewing salaries, etc.).

The main functions of formal groups (collectives) are the performance of specific tasks and the achievement of certain goals.

The following factors affect the effectiveness of the formal group:

group size. As the group grows, communication between its members becomes more difficult, and it becomes more difficult to reach agreement on issues related to the activities of the group and the fulfillment of its tasks, the tendency to informally divide groups into subgroups increases (ideal group should consist of 3-9 people );

composition of the group. It is advisable for the group to be composed of dissimilar personalities, as this promises greater efficiency than if the members of the group had similar points of view;

group norms - designed to tell group members what behavior and what work is expected of them. Group norms include: pride in the organization; achievements of goals; profitability; collective work; planning; control; professional training of personnel; innovations; relationship with the customer; protection of honesty, etc.;

cohesiveness is a measure of the attraction of group members to each other and to the group. Management can find opportunities to increase the positive effect of cohesion through periodic meetings, meetings to discuss current issues, new projects and priorities for the future. A potential negative consequence of a high degree of cohesion is group like-mindedness;

group consensus – it is a tendency to suppress the views of an individual on some phenomenon in order not to disturb the harmony of the group. As a result, the problem is solved with less efficiency, since all the necessary information and alternative solutions are not discussed and evaluated;

conflict. Although an active exchange of opinions is beneficial, it can also lead to intra-group disputes and other manifestations of open conflict, which are always harmful;

the status of group members can be determined by a number of factors (seniority in the job hierarchy, job title, office location, education, social talents, knowledge and experience). Members of a group whose status is sufficiently high are able to exert more influence on the decision of the group than members of a group with a low status;

roles of group members. For a group to function effectively, its members must behave in a way that promotes its goals and social interaction. There are two main focus areas for creating a well-functioning group:

target roles imply the ability to select group tasks and perform them (initiating activities, searching for information, collecting opinions, providing information, expressing opinions, developing proposals, coordinating, generalizing);

supporting roles imply behavior that contributes to the maintenance and revitalization of the life and activities of the group (encouraging, ensuring participation, establishing criteria, diligence, expressing the feelings of the group). Most American managers are in target roles, while Japanese managers are in target and support roles.

The most effective group is the one whose size corresponds to its tasks, which includes people with dissimilar character traits, whose norms contribute to the achievement of the organization's goals and the creation of a team spirit, where there is a healthy level of conflict, good performance of both target and support roles, and where those who have high status group members do not dominate.

The effectiveness of the management of each formal group within an organization is critical to the achievement of the organization's goals.

informal groups- These are spontaneously arising groups of people who regularly interact to achieve some specific goal. Informal organizations have much in common with formal organizations. They have their own hierarchy, leaders, norms and tasks.

The difference lies in the fact that the formal organization is created according to a premeditated plan, while the informal one is, most likely, a spontaneous reaction to unsatisfactory individual needs.

The reasons for joining informal organizations are that belonging to informal groups can provide people with psychological benefits that are no less important than wages received: a sense of belonging, mutual assistance, mutual protection, close communication and mutual interest.

Informal organizations create a number of problems:

decrease in the efficiency of the enterprise;

spreading false rumors and resisting progressive change.

At the same time, if group norms are higher than officially established ones, informal organizations can bring benefits (commitment to the enterprise, high team spirit and higher labor productivity).

People usually know why they join formal organizations (common goals, rewards, prestige, etc.). People also have reasons for joining informal groups, but they are often unaware of them. The most important reasons for joining a group are: a sense of belonging, mutual assistance, protection of common interests, close communication (sympathy) and interest.

Each informal group has its own leader. In this case, his age, official position, professional competence, responsiveness, even the location of the workplace, etc., usually matter.

The process of development of informal organizations and the reasons why people join them contribute to the formation of characteristics in these organizations that make them both similar and different from formal organizations. It is important that leaders understand that informal groups interact with formal groups.

One of the biggest difficulties that hinder the effective management of informal groups is the initially low opinion of managers about them. Some managers believe that the very emergence of an informal organization is the result of poor management. But it's not. There are informal groups in any organization. This is as natural as the desire of friends to be friends, communicate, interact.

The following characteristics of informal organizations strongly influence the effectiveness of a formal organization:

social control - the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior (clothes, acceptable types of work, behavior). The social control exercised by the informal organization can influence and direct towards the achievement of the goals of the formal organization. It can also affect the opinion of leaders and the fairness of their decisions;

resistance to change - will arise whenever members of the group perceive change as a threat to the continued existence of their group as such, their common experience, satisfaction of social needs, common interests or positive emotions. Management can ease this resistance by allowing and encouraging subordinates to participate in decision making;

informal leaders have two primary functions: to help the group achieve its goals and to maintain and strengthen its existence. Sometimes these functions are performed by different people.

Some informal groups may be unproductive (spreading false rumors, holding back necessary production upgrades, etc.). Therefore, one of the biggest and most common difficulties that hinders the effective management of informal groups is the initially low opinion of their leaders. By failing to find ways to effectively engage with informal organizations, or by trying to suppress them, leaders often miss out on potential benefits. In any case, whether the informal organization is harmful or beneficial, it exists and must be reckoned with. Even if the leadership destroys some kind of informal group, another group will inevitably arise in its place, which may develop a deliberately negative attitude towards the leadership.

An informal organization can help a formal organization achieve its goals. To do this, leaders need to:

1. Recognize the existence of an informal organization, work with it and not threaten its existence;

2. Listen to the views of members and leaders of informal groups. Know who is the leader of the informal group and work with him, encouraging those who do not interfere, but contribute to the achievement of the goals of the organization; a leader is a person who is “followed” (who is consulted, listened to, considered) without regard to his position in the organization; the leader usually has a constructive influence, but there are also negative leaders (pushing to a decrease in labor productivity, etc.).

3. Before taking any action, it is necessary to calculate their possible negative impact on the informal organization;

4. Allow the informal group to participate in decision-making in order to weaken its resistance to change;

5. Give out accurate information quickly, thereby preventing the spread of rumors.

Thus, the manager's task, in this aspect, is not to fight informal groups, but to acquire the skills to manage them in order to skillfully direct the efforts of not only formal, but also informal groups to achieve the goals of the organization.

A person performs work in an environment of people, in interaction with them. He is not only a performer, but also a member of the group. The group has a huge impact on him.

There is no standard definition of a small group as it is a very flexible phenomenon. But it is possible to give a description of this phenomenon by considering the characteristic features of a small group.

A small group (hereinafter referred to as a group) is a relatively isolated association of people who

• often interact with each other;
• identify themselves as members of the same group;
• share common norms about what interests them;
• participate in a single system of separation of roles;
• identify themselves with the same objects and ideals;
• perceive the group as a source of satisfaction;
• are in cooperative interdependence;
• feel themselves as a kind of unity;
• coordinate actions in relation to the environment;
• are able to develop an individualized idea of ​​all the others and be similarly perceived by each of them.

A group is a relatively isolated association of several people (no more than 10) who are in fairly stable interaction and carry out joint actions for a sufficiently long period of time.

So, people unite in groups not only to perform certain work, to obtain a result and reward for it. The group is an environment of self-affirmation and self-knowledge, it is an objective human need for communication.

Depending on the purpose of the association, two types of groups are distinguished:

• formal;
• informal.

Formal groups are created to carry out production activities in accordance with the chosen strategy at the behest of the leaders of the organization. They have a formally appointed leader, a formal structure, a position within the group, their tasks and functions are described and formally fixed in the relevant documents. These groups can be created on a permanent or temporary basis.

There are three main types of groups in an organization: leadership groups, work groups, and community organizations.

Informal groups are formed by members of the organization, often spontaneously, in accordance with their mutual sympathies, common interests, hobbies, habits, etc. In most enterprises, there are many informal groups. There can be as many of them as there are basics for communication. Due to the formal structure, people interact with each other for many years.

The natural result of communication is the spontaneous emergence of informal groups.

Usually these groups have an explicit or implicit leader. In many cases, informal groups have a significant influence on the behavior of group members, sometimes even more than formal ones.

The main reasons for joining an informal group.

1. Belonging.

The social need, the need to belong to a particular group, is one of the strongest. It is in the group that self-knowledge, self-determination, self-assertion takes place. Group dynamics activates existing human needs, creates new ones and at the same time is a source (environment) of their satisfaction.

2. Help.

Subordinates are more willing to turn to colleagues for help than to their immediate supervisor, even if difficulties arose in solving production problems. An atmosphere of trust and mutual assistance is the basis for the synergistic effect of group interaction.

3. Protection.

Association occurs quite often in the event of any threat, danger, for the joint protection of personal or group interests. For example, to protest harmful working conditions, unfair wages, etc. A conflict in a formal group, attempts by a formal leader to destroy existing informal relationships - all this contributes to the consolidation of existing informal groups or leads to the creation of new ones.

4. Communication.

Informal communication is based on interests, values, hobbies, etc. It is for this reason that an enterprise can have as many informal groups as there are common topics for communication. Also, informal communication in a group is an additional informal channel for the receipt of important information for a person, concerning both the situation at the enterprise and outside it.

5. Sympathy, friendly communication.

The group provides a person with the opportunity to spend time in a pleasant environment, to avoid loneliness, a state of loss, uselessness.

The manager cannot but be interested in the state of interaction in the group, because the effectiveness of management depends on it. Since informal relationships often play a greater role than formal ones, the manager must know the laws of group dynamics and how to influence the development of informal interactions. This influence must be targeted.

An effective group is a group in which interactions are characterized by cohesion, mutual respect, mutual understanding.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

Federal State Budgetary Educational Institution of Higher Professional Education

"NATIONAL RESEARCH

TOMSK POLYTECHNICAL UNIVERSITY»

NOVOKUZNETSK BRANCH

Direction 080200 "management"

Department of Social and Humanitarian Disciplines

Abstract on the discipline: "Management Theory"

Topic: Formal and informal groups in management

Made by Ekaterina Popova

student gr. F-3A20NK, course 1

checked

Associate Professor S.I. Kakovikhina

Novokuznetsk, 2013

Introduction

Formal groups

informal groups

Influence of informal groups

Organization management methods

Conclusion

Introduction

Organization is a social category and at the same time a means to achieve goals. It is a place where people build relationships and interact. Therefore, in every formal organization there is a complex interweaving of informal groups and organizations that have been formed without the intervention of management. These informal associations often have a strong impact on performance and organizational effectiveness.

Although informal organizations are not created by the will of management, they are a factor that every leader must reckon with, because such organizations and other groups can have a strong influence on the behavior of individuals and on the work behavior of employees. In addition, no matter how well the leader performs his function, it is impossible to determine what actions and attitudes will be required to achieve the goals in organizations striving forward. The manager and subordinate often have to interact with people outside the organization and with units outside their subordination. People will not be able to carry out their tasks successfully if they do not achieve the official interaction of individuals and groups on which their activities depend. To cope with such situations, the manager must understand what role this or that group plays in a particular situation, and what place the leadership process occupies in it.

The relevance of the chosen topic lies in the fact that for any successfully developing organization in the conditions of modern business, the human factor, namely the relationship of formal and informal groups, plays an important role and has a great influence on the life of the organization as a whole. Therefore, it is important to know and understand the role, interaction of formal and informal groups, methods of group management. Managers need to look for innovative ways to manage people or use existing ones more effectively to capture the potential benefits and reduce the negative impact of informal groups.

The purpose of this work is to identify the nature of the interaction of formal and informal groups, their influence on the process of functioning of the organization.

To achieve this goal, it is necessary to solve a number of tasks:

To get acquainted with the concept of groups and their characteristic features;

Consider formal and informal groups;

Determine the characteristics of informal groups;

Consider the influence of informal groups;

To highlight the methods of managing organizations;

The concept of groups and the characteristic features of a group

A fairly general, well-established view of a group is widely accepted as a relatively isolated association of a small number of people (usually no more than 10) who are in fairly stable interaction and carry out joint actions for a sufficiently long period of time. The interaction of group members on a certain common interest and may be associated with the achievement of a group goal. At the same time, the group has a certain group potential and group capabilities that allow it to interact with the environment and adapt to changes taking place in the environment.

The characteristic features of the group are:

Members of the group identify themselves and their actions with the group as a whole, and thus act as if on behalf of the group in external interactions. A person does not speak about himself, but about the group as a whole, using the pronouns we, ours, ours, us, etc.

Interaction between members of the group has the character of direct contacts, personal conversation, observation of each other's behavior, etc. In a group, people directly communicate with each other, giving formal interactions a "human" form

In a group, along with formal roles, if such exists, an informal distribution of roles is necessarily formed, which is usually recognized by the group. Individual members of the group take on the role of generators of ideas, others tend to coordinate the efforts of group members, others take care of the relationships in the group, maintain a good climate in the team, the fourth make sure that there is order in the work, everything is done on time and brought to end. There are people who act as structurizers, they set goals for the group, monitor the influence of the environment on the tasks solved by the group.

These and other roles of group behavior are performed by people according to their abilities and inner calling, therefore abilities are usually created in well-functioning groups so that a person can behave in accordance with his abilities for group actions, and is limited by his specific role as a member of the group. .

There are two types: formal and informal. Both of these types are important to the organization and have a great impact on the members of the organization.

Formal groups

Formal groups are legalized

In everyday speech, the word formal has a negative connotation, meaning not interested in the results, indifferent attitude to the performance of official duties. Indeed, the abuse of formalities leads to various kinds of bureaucratic perversions. However, the formal has a number of advantages:

makes the acquired knowledge and, based on it, advanced technologies and methods of work, common property;

establishes uniform norms and rules for everyone, which excludes arbitrariness and - contributes to the objectification of activities;

provides transparency setting the case for control and publicity for interaction with the public, which is certainly important for the democratization of management.

Thus, a formal group has the following features:

It is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;

She is impersonal, i.e. It is designed for individuals, relations between which are established according to a compiled program.

In a formal group, only official connections between individuals are provided, and it is subject only to functional goals. The formal groups are:

A vertical (linear) organization that unites a number of bodies and departments in such a way that each of them is located between two others - higher and lower, and the leadership of each of the bodies and departments is concentrated in one person;

Functional organization, in accordance with which, management is distributed among a number of persons specializing in the performance of certain functions and works;

Staff organization, characterized by the presence of a staff of advisers, experts, assistants, not included in the vertical organization system.

Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission to develop a project.

informal groups

Informal groups arise as a result of the fundamental incompleteness of formal groups, since it is simply impossible to foresee all possible situations that can happen by job descriptions, and formalizing all subjective ideas as norms for regulating social relations is possible only under totalitarian political regimes.

Informal groups are created not by executive orders and formal resolutions, but by members of the organization in accordance with their mutual sympathies, common interests, similar hobbies, habits, etc. These groups exist in all organizations, although they are not represented in the diagrams that reflect the structure of the organization, its structure.

Informal groups usually have their own unwritten rules and norms of behavior, people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions is formed. Usually these groups have an explicit or implicit leader. In many cases, informal groups can exert equal or even greater influence over their members than formal structures.

Informal groups are a spontaneously (spontaneously) established system of social ties, norms, actions that are the product of more or less long-term interpersonal communication.

The informal group manifests itself in two varieties:

It is a non-formal organization in which non-formalized service relations have a functional (production) content, and exist in parallel with the formal organization. For example, the optimal system of business connections that spontaneously develops between employees, some forms of rationalization and invention, methods of decision making, etc.

Represents a socio-psychological organization, acting in the form of interpersonal relationships that arise on the basis of the mutual interest of individuals in each other, without regard to functional needs, i.e. a direct, spontaneous community of people based on a personal choice of connections and associations between them, for example, companionship, amateur groups, relations of prestige, leadership, sympathy, etc.

The picture of an informal group is extremely varied and variable in the direction of interests, the nature of activity, and in terms of age and social composition. Depending on the ideological and moral orientation, style of behavior, informal organizations can be classified into three groups:

Prosocial, i.e. socially positive groups. These are socio-political clubs of international friendship, funds for social initiatives, groups for environmental protection and the rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation;

Asocial, i.e. groups standing apart from social problems;

Antisocial. These groups are the most unfavorable part of society, causing him anxiety. On the one hand, moral deafness, inability to understand others, a different point of view, on the other hand, often their own pain and suffering that befell this category of people contribute to the development of extreme views among its individual representatives.

Synthesis of formal and informal in the organization

Any really existing organization as a social system is always a combination of formal and informal elements, it seems to consist of two halves , the relationship between which is very flexible and depends on the degree of formalization or legal regulation in the environment, the age of the organization itself, its culture and the style of business behavior that its management adheres to.

Features of informal groups

1. Social control

Informal organizations exercise social control over their members. The first step towards this is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior. In order to be accepted by the group and maintain its position in it, a person must comply with these norms. To reinforce compliance with these norms, the group can impose fairly severe sanctions, and those who violate them can face exclusion. It is a powerful and effective punishment when a person depends on an informal organization to meet their social needs.

Resistance to change

People use the informal organization to discuss anticipated or actual changes that may occur in their organization. In informal organizations, there is a tendency to resist change. This is partly due to the fact that change can pose a threat to the continued existence of an informal organization. Reorganization, introduction of new technology, expansion of production and, consequently, the emergence of a large group of new employees can lead to the disintegration of an informal group or to a reduction in opportunities for interaction and satisfaction of social needs.

Informal leaders

Informal organizations, as well as formal ones, have their own leaders. The informal leader acquires his position by seeking power and applying it to the members of the group. Essentially, there are no major differences in the means used by the leaders of formal and informal organizations to exert influence. The essential difference is only that the informal leader relies on the recognition of his group. In his actions, he relies on people and their relationships.

The informal leader has two primary functions: to help the group achieve its goals and to maintain and strengthen its existence. Sometimes these functions are performed by different people. If this is the case, then two leaders emerge in the informal group: one for fulfilling the group's goals, the other for social interaction.

Influence of informal groups on the organization

It is very important to understand that informal organizations interact dynamically with formal ones. One of the first to pay attention to this factor, as well as the formation of informal organizations, was George Homans, a theorist in the field of group studies. In the Homans Model, activities are understood as tasks performed by people. In the process of performing these tasks, people enter into interaction, which, in turn, contributes to the emergence of feelings - positive and negative emotions in relation to each other and superiors. These emotions influence how people will carry out their activities and interact in the future.

In addition to showing how informal organizations arise from the management process (delegation of tasks that cause interaction), it shows the need to manage an informal organization. Since group emotions influence both tasks and interactions, they can also influence the effectiveness of formal organization. Depending on the nature of emotions (favorable or unfavorable), they can lead either to an increase or decrease in efficiency, absenteeism, staff turnover, complaints and other phenomena that are important for assessing the performance of the organization. Therefore, even if an informal organization is not created by the will of the leadership and is not under its complete control, it always needs to be effectively managed so that it can achieve its goals.

Some leaders believe that the informal group is the result of poor management, but the emergence of these groups is natural and very common; they are in every organization.

Informal groups carry both negative and positive influence on the activities of a formal organization. False rumors can spread through informal channels, leading to negative attitudes towards management. The norms adopted by the group can lead to the fact that the productivity of the organization will be lower than that determined by the management. The tendency to resist all change and the tendency to maintain ingrained stereotypes can delay the necessary modernization of production. However, such counterproductive behavior is often a reaction to the attitude of superiors towards this group. Right or wrong, the members of the group feel that they are being treated unfairly and respond in the same way that any person would respond to something that seems unfair to him.

Such instances of backlash sometimes make it difficult for leaders to see the many potential benefits of informal organizations. Since in order to be a member of a group, one must work in the organization, loyalty to the group can translate into loyalty to the organization. Many people turn down higher-paying jobs at other companies because they don't want to disrupt the social bonds they have made at that company. The goals of the group may coincide with those of the formal organization, and the performance standards of the informal organization may exceed those of the formal organization. For example, the strong team spirit that characterizes some organizations and generates a strong desire for success often grows out of informal relationships, involuntary actions of management. Even informal communication channels can sometimes help a formal organization by complementing the formal communication system. By failing to find ways to effectively engage with informal organizations, or by trying to suppress them, leaders often miss out on these potential benefits.

In any case, whether the informal organization is harmful or beneficial, it exists and must be reckoned with. Even if the leadership destroys some group, another group will certainly arise in its place, which may develop a deliberately negative attitude towards the leadership.

Organization management methods

Solving this or that task of management, the methods serve the purposes of practical management, providing at its disposal a system of rules, techniques and approaches that reduce the time and other resources spent on setting and achieving goals. The management methods discussed below are applied to labor collectives in general and to individual employees in particular. Therefore, they should be interpreted as ways of managerial influence on labor collectives and people.

There are several approaches and classifications of management methods, however, according to the most common classification, they are divided into three groups:

Economic method of management. Economic management methods are methods and techniques of influencing people, based on the economic relations of people and the use of their economic interests.

Economic management methods are a specific mechanism for the conscious use of objective economic laws in practice. The content of economic management methods consists in a targeted impact on the economic interests of the individual, the team, the state, in order to achieve the best results of their functioning with the lowest requirements and material costs.

Economic methods of management should be an interconnected system of stimulation and economic impact on all aspects of the life of the state, the collective and the individual and their governing bodies.

The system of economic management methods includes two large groups of methods: direct economic and economic calculation.

Direct economic calculation is based on centralized, planned, directive distribution and redistribution of material, labor and financial resources in order to ensure macro proportions of expanded reproduction. It is planned (ie carried out through the plan) and directive. Directivity means its obligatory nature, gives it the character of a law.

Economic calculation is based on the use of cost categories as regulatory instruments and levers, the correlation of results and costs in the production and sale of products.

Organizational and administrative method of management. The organizational and administrative method includes ways and means of influencing the subject of management on the object of management based on the strength and authority of power - decrees, laws, decrees, orders, orders, instructions, instructions, etc.

Organizational and administrative management methods establish the duties, rights, responsibilities of each manager and executor, as well as each link and level of management. They must ensure the personal responsibility of each of the employees of the administrative apparatus for the implementation of the will of higher authorities.

The basis of these methods are organizational relations that objectively exist in any society, any socio-economic system. On their basis, diverse control relations are formed. In reality, any organizational relations are, first of all, subject-object relations, which include relations of rights and responsibilities, authority, and competence.

Organizational and legal methods of management involve:

the presence of a clear division of labor and competence (rights and duties) between various bodies, departments, as well as officials;

the use of administrative power within the framework of legal and moral and ethical standards for solving economic problems;

rational selection and placement of personnel, taking into account the business and personal qualities of employees.

An important feature of the division of labor of administrative bodies is that they build their activities on a functional basis, i.e. doing a specific job. When improving the management structure, the separation of management functions, a clear distribution of rights and responsibilities is of exceptional importance. When a decision is made, it becomes very clear who is responsible for it. In cases where the decision is not implemented, it should also be clear who and for what reasons is delaying the case. The transition to a qualitatively new level of management, a significant increase in the efficiency of management activities in each link of management requires an intensive and balanced development of the organizational, technical, scientific, methodological and personnel potential of the management system.

Socio-psychological method of management.

Socio-psychological methods of management are used in solving the following problems:

selection and placement of personnel (studying the attractiveness of labor processes within various professions; increasing the prestige of certain professions, the effect of naming professions; identifying the individual abilities of employees and determining professional suitability for certain types of work at the enterprise; developing methods for professional selection and evaluation of personnel); the formation of a production team and its development (the study of the psychological compatibility of people in the primary labor collectives, the formation of production teams, departments, sections, etc.);

regulation of interpersonal relations in the production team (studying the behavior of an employee in a work team; identifying the causes of conflict situations in the primary work team, between managers and subordinates, between managers of various levels of management, etc.);

increasing the effectiveness of individual and collective incentives for employees (the dynamics of the needs and interests of members of the labor collective; the development of various forms of individual and collective incentives for employees of the enterprise, measures to improve the socio-psychological validity of the system of individual and collective material incentives for workers);

increasing the effectiveness of educational work in the team (education of a conscious attitude to work, the formation of a sense of ownership among employees in the affairs of the enterprise, a sense of their place in production, a sense of the owner, a creative attitude to work);

strengthening labor discipline (identifying the causes of violations, developing measures to prevent violations of discipline);

rationalization of labor processes of production and management personnel (fatigue reduction, study of the causes of industrial injuries, occupational diseases).

For the practical solution of these problems, large enterprises should create special socio-psychological services.

The socio-psychological climate in the team is a complex of moral and ethical ties between members of the team arising from production activities and industrial relations.

Analysis of the socio-psychological climate in the team and the choice of the most rational ways of its formation and stabilization is a complex procedure.

Since the participants in the management process are people, social relations and the corresponding management methods that reflect them are important and are closely related to other management methods.

These include:

moral encouragement;

social planning;

belief;

suggestion;

personal example;

Conclusion

informal group collective management

In the course of the work done, general concepts of groups are given, the features of informal and formal groups, their characteristics, their emergence and role in the process of functioning of the organization are considered. The methods of organization management are covered.

Informal groups are created not by orders of the leadership and formal resolutions, but by members of the organization in accordance with their mutual sympathies, common interests, the same hobbies, etc. They represent a spontaneously formed system of social relations, norms of action, which are the product of more or less long-term interpersonal communication.

Formal groups are legalized groups are usually identified as structural units within an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

We have identified the characteristics of informal groups such as: social control, resistance to change, informal leaders. We found out the influence of informal groups on the organization as a whole. The negative aspects include: the spread of false rumors, the loyalty of people to the group, the tendency to resist all changes and the tendency to maintain entrenched stereotypes delay the necessary modernization of production, etc. The positive aspects of the activity of an informal organization - loyalty to the group can turn into loyalty to the organization, the goals of the group may coincide with the goals of the formal organization, and the norms of the effectiveness of the informal organization can raise the norms of the formal organization, etc. That will help to find the levers for managing these groups in the future.

We highlighted the most common classification of organization management methods, such as:

Economic method of management. Economic management methods are methods and techniques of influencing people, based on the economic relations of people and the use of their economic interests.

Organizational and administrative method of management. The organizational and administrative method includes ways and means of influencing the subject of management on the object of management based on the strength and authority of power - decrees, laws, decrees, orders, orders, instructions, instructions, etc.

Socio-psychological method of management. These include:

moral encouragement;

social planning;

belief;

suggestion;

personal example;

regulation of interpersonal and intergroup relations;

creation and maintenance of a moral climate in the team.

Information regarding the goal set is presented and disclosed.

The nature of the interaction of groups and their influence is revealed. We can say that the topic is fully disclosed.

List of used literature

1.General psychology: A course of lectures for the first stage of pedagogical education. / Compiled by E.I. Rogov. - M.: Humanitarian publishing center VLADOS, 1998. - 448s

.Management: / Comp. O. S. Vikhansky, A. I. Naumov.-4th ed.-Moscow: ECONOMIST, 2008.-669p.

.The concept of management: Proc. allowance / Korotkov E.M. - M.: Deka, 1998. - 304s

.Korotkov E.M. Management. - M.: INFRA-M, 2009. (UMO stamp)

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