A summary of the research on the causes of informal organizations
Traditional organization is considered as a well-designed rational structure, and the research results of Hawthorne's experiment have initially changed people's views on organization. ? Is there an informal organization in the enterprise? It was put forward by Mayo and was one of the important contents of interpersonal relationship theory at that time. With the discovery of informal organizations, the research on their causes is increasing. On the basis of reviewing the literature at home and abroad, this paper sorts out this problem and puts forward some management suggestions from the perspective of humanism.
Keywords informal organization; Cause of formation; suggestion
I. Informal organizations and their characteristics
The concept of informal organization was first put forward by Chester, the founder of social systems school. Owen? Barnard proposed that he believed that informal organizations existed in all formal organizations, and pointed out that informal organizations were a collection of habits, norms and emotions generated by work-related contacts without formal organizations and conscious goals.
Davis, an organist, described informal organizations as a network of personal and social relationships spontaneously formed by people through mutual contact, rather than being established or needed by formal organizations.
So far, it is still difficult to unify the definition of informal organizations in academic circles. Nevertheless, we can still grasp the differences between informal organizations and formal organizations from the perspective of analyzing their characteristics. It can be said that the characteristics of informal organizations can be summarized as follows. Three no? 、? Four? . There is no name, no clear boundaries, no formal appointment, and feelings, goals, interests or interests, rules.
Second, a summary of foreign related research
First of all, informal organization is also a form of group organization, so it can be generally explained by the relevant theories of group formation. There are three theories about the formation of groups: ① George's classic theory. Homans (1950). The theory is based on activity, communication and emotion, which are directly related to each other. * * * The more activities we carry out together, the more times we communicate, and the stronger our feelings will be; The more contact, the more activities and feelings; The stronger the mutual affection, the more contacts and activities there will be. ② Theodore newcomb's equilibrium theory (196 1). According to this theory, the mutual attraction between people is based on similar attitudes towards related goals of both sides. Individuals interact because they have the same values and attitudes, and once such a group is formed, the members of the group will try to find a balance between attraction and attitude. (3) from the social psychological exchange theory (John W. Thibaut &; Harold H. Kelly, 1959). This theory is based on the comparison of return and cost of communication. In order to attract each other, there must be a minimum level of positive income (greater than the cost).
In addition, the western behavioral management science represented by Mayo has studied the causes of informal organizations through empirical analysis. Mayo believes that informal organizations come into being and exist because they meet the social needs of employees and safeguard their interests. According to L.R. Seils, informal organizations are a combination of interests and friendship. Where's fells? Rusens pointed out that informal organizations were formed for reasons of politics, friendship or common interests. For political reasons, informal organizations may be formed to obtain the right to share rewards or occupy resources. Friendship groups may be formed at work and extend to areas outside the workplace. Interest in sports can also encourage employees to form informal organizations.
Third, the domestic related research summary.
Compared with western studies, the research on the causes of informal organizations in China shows the reality of starting late, emphasizing theory and lacking systematicness. However, it is worth mentioning that, based on the significant differences between eastern and western cultures, the localization and differentiation of the causes of informal organizations have attracted the attention of China scholars in recent years. The main research contents include:
① Multi-level demands of organization members and the formation of informal organizations (Zhu, 200 1). Based on Maslow's demand chromatography theory, this study holds that the multi-level demand of organization members is the internal reason for the formation of informal organizations. Because people's psychological and emotional needs are often difficult to meet in formal organizations, organization members hope to meet their psychological and emotional needs by joining informal organizations.
② Limitation of formal organization and formation of informal organization (,Peng,, 2002). It is pointed out in the study that the reason for the emergence of informal organizations stems from the incompleteness of formal organizations, which is reflected in power arrangement, information transmission, social communication, sense of security and sense of accomplishment.
③ Characteristics and formation of informal organizations (Huang Pengquan and Fan Weifeng, 2003). The research shows that members of informal organizations have strong similarities, and their work nature, social status and values are basically the same or equivalent. Similar personality, hobbies, social environment and other factors make members understand and attract each other, and spontaneously form informal organizations.
④ Empirical research and the formation of informal organizations (Xu Bilin, 2005). This study broke the previous situation that the research on the causes of informal organizations in China was limited to theoretical research, and put forward relevant assumptions based on the cultural background of China. On this basis, the assumptions were verified by questionnaire survey and statistical analysis, and it was concluded that people spontaneously formed informal organizations out of emotional needs, the same value system and similar personal preferences in the cultural background of China. However, the study also pointed out that the demand for people to join informal organizations is not very obvious. The author uses two characteristics of China culture to explain this phenomenon. First, the implicit expression of ideas in China culture makes people have reservations in communicating with members of informal organizations, and their trust in blood relatives and in-laws is better than that of friends. Second, influenced by the traditional Confucian culture in China, the concepts of absolute obedience and collectivism are deeply rooted, and personal preference is relatively easy to give up.
⑤ The present situation of organizational psychological contract and the formation of informal organizations (Cao Xinlin and Liu Yi, 2007). From the perspective of organizational psychological contract, this study holds that the destruction of employees' psychological contract with formal organizations leads them to tend to establish psychological contracts with informal organizations in order to seek help and psychological identity. The main reasons why employees join informal organizations are emotional and social needs, fairness and security.
⑥ Informal behavior, social exchange and the formation of informal organizations (Liu Lou, 2008). On the basis of analyzing the characteristics of informal behavior exchange among employees and discussing the rational nature of informal behavior in social exchange, this study draws a conclusion by using game analysis: informal organization is a Nash equilibrium formed by cost-benefit selection among participants.
In addition, Cui Jiaying, Liu, Tong and other scholars have also made a reasonable analysis and explanation on this issue.
Fourthly, research summary.
Through literature research, it is found that there is a common law in the formation of informal organizations, that is, informal organizations are usually formed spontaneously in formal organizations based on emotional needs, similar values, similar personal preferences and the principle that exchange benefits outweigh costs. Among them, it is worth emphasizing that the lack of security and fairness within formal organizations will accelerate the formation of informal organizations. Based on the analysis of the above documents, the author puts forward the following three management suggestions.
① Respect the existence of informal organizations from a people-oriented perspective. Previously, developed countries such as Europe, America and Japan regarded informal organizations as one of the factors that hindered formal organizations from achieving their goals, and tried to eliminate informal organizations by controlling the number of team members. However, with the development of relevant research on the causes and positive effects of informal organizations, the management focus of formal organizations on informal organizations is shifting, and it has experienced a gradual development process from elimination to respect and from governance to management.
② From the perspective of organization, correctly understand the reasons for the formation of informal organizations. Although there are many explanations for the formation of informal organizations, due to the specific situation of each organization, only by correctly understanding the reasons for the formation of informal organizations within the organization can we truly understand the needs of employees and guide and manage informal organizations within the organization in a reasonable way.
③ From the perspective of employee development, create an objective organizational environment conducive to the realization of employees' self-worth. Although some informal organizations are formed based on positive factors among individuals, such as having the same interests and hobbies. The incompleteness of the organization leads to the neglect and marginalization of some employees, forming an informal organization with negative factors superimposed. Relatively speaking, the relationship between informal organizations and formal organizations tends to be antagonistic. Therefore, creating an objective organizational environment conducive to the realization of employees' self-worth is an important prerequisite for employees' own development and internal harmony.
References:
[1] Zhu. Informal groups in organizations and their management countermeasures [J]. Scientific progress and countermeasures, 200 1(04).
[2], Peng, Reconstruction of informal organizations in social transition period [J]. Economic Management, 2002(06).
[3] Huang Pengquan, Fan Weifeng. On the characteristics and management strategies of informal organizations [J]. Enterprise Economy, 2003(08).
[4] Xu Bilin and Song Ailing. An Empirical Study of Informal Organizations [J]. Modern Finance, 2005(04).
[5] Cao Xinlin, Liu Yi. On Psychological Contract and Informal Organization Management [J]. Modern Business, 2007( 12).
[6] Liu Lou. Game Analysis of Informal Behavior, Social Exchange and Informal Organization [J]. Scientific Management Research, 2008(06)
[7] Cui Jiaying. On Informal Organizations [J]. China Human Resources Development, 2007(02).
About the author: Wu Di (1987? ), a graduate student majoring in labor economics in capital university of economics and business Institute of Labor Economics.
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