The Informal Organisation Chapter 4 The Informal Organisation

Uncovering relationships Human networks include the career advice network, people turned to for career guidance the expert network, for advice and expertise the innovation network, to talk through ideas

Uncovering relationships Human networks include the social network, for out-of-work time together the work network, day-to-day assignment contacts the learning network, people worked with to improve existing processes

Organisations as systems Systems theory Organisations are systems with inputs outputs shared feedback to improve processes

Organisations are chaotic Chaos theory An extension of system’s theory Organisations are chaotic Not controlled by rules and procedures Always changing Small, insignificant actions can have large, unpredictable consequences

Organisations are dynamic Too much control kills creativity, innovation and productivity You cannot predict the behaviour of a system from the behaviour of its parts The whole is more than the sum of its parts

The constituents of culture

Organisation sub-cultures Inside organisations, smaller groups form, in departments and work groups Each of these has its own sub-culture or operating code its own common language dress, rituals, ‘hangouts’ performance expectations

Organisation sub-cultures Get to know what subgroups exist in your organisation What functions do they perform Who are their informal leaders If you know these subcultures, you can adjust your own style to match theirs You can work with them effectively

Fit in or pay the price Understanding the culture of your organisation is important It allows you to observe the unwritten rules so you can ‘fit in’ When people don’t fit in, they can be snubbed by others

Fit in or pay the price To avoid staff not fitting in Spend time with new employees Help them learn the culture and fit in As a leader in your organisation make sure your culture supports the organisation’s goals

Develop positive group dynamics Encourage the following A supportive work climate Group cohesion “of one mind” Communication patterns to work well together Decision making together

Working with group dynamics Use group dynamics Everyone needs a role Functional roles, not dysfunctional roles Use power and influence Work together with informal leaders Keep the focus on organisational and team goals

Functional roles – task based Analyser Clarifier Consensus builder Coordinator Follower Idea builder Ideas person

Functional roles – task based Information giver Information seeker Initiator Mediator Systems organiser

Functional roles – task based Opinion giver Opinion seeker Standard setter Summariser Teacher, coach, trainer

Functional roles – process based Compromiser Encourager Friend Gatekeeper Harmoniser Tension Reliever

Dysfunctional roles – task based Competitor Complainer Critic Dissenter Dominator Enthusiasm deflater Ideas squasher

Dysfunctional roles – task based Manipulator Saboteur Show off Special interest speaker Stubborn mule Subject changer Sympathy seeker Aggressor

Dysfunctional roles – process Conflict seeker/avoider Disruptive clown Status seeker Sarcastic remarker Sniper/cynic Withdrawer Yea sayer

Create a positive team culture Help create a positive team culture and norms or be prepared to pay the price of a negative one Be positive Generate pride in the organisation and employees Make it clear what you stand for

Create a positive team culture Make your department’s purpose and goals clear to everyone. Pay attention to details. Know what’s going on and how things are done. Walk your talk. Practice what you preach.

Power and influence Position power Legitimate power Coercive power “Manager”, “Supervisor” gives right to lead Coercive power ability to discipline others Reward power ability to reward others

Power and influence Personal power Expert power Proximity power specialist skills and knowledge Proximity power access to people and resources Referent power charismatic power, rapport, trust

Building your personal power Acknowledge and assist the achievement of employee’s personal and team goals Acknowledge good effort and praise good work Ask people to do things rather than tell people to do things

Building your personal power Be approachable Be honest and helpful when offering feedback Be open when receiving feedback

Building your personal power Be informed and share your information with your team Be positive and enthusiastic - it shows your commitment and is infectious Build and be part of high-performing teams

Building your personal power Delegate increasingly larger responsibilities Demonstrate trust in your team Hire good people, train them properly and help them develop their skills

Building your personal power Keep equipment in good working order Know employees’ strengths and weaknesses, likes and dislikes and assign work accordingly Maintain adequate staffing levels

Building your personal power Respect yourself and others Show empathy with people’s personal difficulties Remember the social side of work and have some fun!

Thinking back Are you aware of the human networks within organisations? Can you identify an organisation’s culture, subcultures and norms and explain why they are important? Are you aware of group dynamics and the need for functional roles? Do you have the power to influence the quality of relationships in organisations?