1. Informal Organizations by Muhammad Iqbal Malik

2. About Chester Irving Barnard (1886 – 1961)
American business executive, public administrator, and sociological theorist who specialized in the nature of corporate organization
His book, Functions of the Executive (1938), was widely influential in sociology and business theory

3. About Chester Irving Barnard (1886 – 1961)
An employee of the AT&T (1909)
Became president of an AT&T subsidiary in 1927
During the Great Depression, directed the New Jersey state relief system
Served as president of the United Service Organizations (1942 to 1945)
Also served as chairman of the National Science Foundation (1952–54).

4. Preface
“A society is structured by formal organizations, formal organizations are vitalized and conditioned by informal organizations…. If one fails the other disintegrates”
(Chester I. Barnard)

5. Informal Organizations
The aggregate of the personal contacts and interactions and the associated groupings of people
(Chester I. Barnard)

6. Informal Organizations
“The system of relationships and lines of authority that develops spontaneously as employees meet and form power centers; that is, the human side of the organization that does not appear on any organization chart”
Understanding Business, 6/e, (William G. Nickels )

7. Basic Characteristics
Involves two or more people
Informal relationships, groupings & interactions
Repeated contacts but without any conscious joint purpose
Involves the human need to socialize
Includes both friendly and hostile relationships and interactions

8. Basic Characteristics
Informal association precedes formal organization, as it requires preliminary (informal) contact and interaction before establishment

9. Scope of Informal Organizations
Informal organizations exist within:
Organization
Community
State or
Everywhere

10. Effects and Consequences
Affects knowledge, beliefs, attitudes and behaviour, which may spread across the entire organization with a chain reaction
Forms habits, norms, customs institutions
Creates conditions that may lead to the establishment of a formal organization (e.g. families, societies, clubs, company etc.)

11. Effects and Consequences
Formal and informal practices often diverge (e.g. “failure” of a policy or procedure due to “nonacceptance” by the “people”)
Informal groups also act as window to formal organizations (all organizational contacts are based on few individual interactions)

12. Effects and Consequences
Informal organization persists and expands with formal organization through continuity of interactions
Repeated interactions imply common (unconscious) purposes such as social, professional (unofficial), material
Lasting interactions are fundamentally based on human need for action.

13. Effects and Consequences
Such personal relationships are often more intense and significant than institutional (individual vs. org. loyalty)
Purposive cooperation a means of individual (or social) development
All these purposes are indirectly fulfilled through formal organizations
Thus formal organizations serve societal cohesiveness and social integration

14. Creation of Informal by Formal Organizations
Formal systems of cooperation are inherently informal in nature
Formal activities involve people and result in informal association through continuous interactions
Formal organizations provide individuals the means to fulfill social and individual needs through social interaction

15. Creation of Informal by Formal Organizations
All organizations host informal organizations

16. Functions of Informal in Formal Organizations
Communication (which is largely informal)
Creates cohesiveness and integration
Facilitates in creating “social” conditions that encourage willingness to work, by adding social motives
Creates a feeling of independence as informal interactions are not governed by formal rules and authority

17. Functions of Informal in Formal Organizations
Protects individual personality and character against negative (or corrupt) organizational influences
Informal organizations play a significant role in the development of an organizational culture, that is the aggregate of the values, norms and attitudes of its people

18. Conceptual Application and Related Themes
A public administrator should understand and harness the social forces in the organization to the advantage of the system
To shape and guide values in the system, utilizing informal organizational concepts
Can fight against corrupt practices by encouraging developing positive informal organizations

19. Conceptual Application and Related Themes
Human Relations Movement – focus on human and group dynamics
Trend towards organic vs. bureaucratic systems
Organizing around values that drive people, rather than purely economic objectives
Maslow’s hierarchy of needs - Social

20. Conceptual Application and Related Themes
Systems theory – recognizing the influence of components on each other, on the system and vice versa
Reinforced by research in social-psychology and sociology
Recognition in modern organizational theory, of the relatively informal roles of champions and agents for change for significant organizational purposes

21. Examples
Six senior most supreme court judges refused to take oath under LFO. All were “sacked”. The informal organization protected their individual morality from the corrupt influences of the formal system

22. Examples
Organizational workers in Australia as a protest vowed to strictly “go by the book”, paralysing business activity – signifies the role of informal behaviour for organizational well being, even in routine formal matters.
Informal cooperation in govt. institutions among corrupt public servants, protecting both individual and group interests

23. Examples
The institution of prophethood, initially emerges as an informal organization within a social structure. After substantial growth, the institution becomes complex, and thus becomes formalized, thereby creating several other formal organizations and institutions - e.g. mosque, madrissa, shariah, fiqha, salat, zakat etc.

24. References
Informal Organizations and Their Relation to Formal Organizations, Chester I. Barnard
In Search of Excellence, Tom J. Peters
Understanding Business, 6/e, (William G. Nickels )
Encyclopædia Britannica