1. The Informal Organisation
Chapter 4
The Informal Organisation

2. 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

3. 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

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

5. 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

6. 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

7. The constituents of culture

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

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

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

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

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

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

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

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

21. 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

22. 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.

23. 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

24. 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

25. 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

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

27. 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

28. 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

29. 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

30. 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!

31. 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?