The Role of Formal and Informal Groups Within the University of Phoenix Online By: Stephen Ruiz MGT 340 – Organization Theory and Behavior December 2011/January 2012 – Online Mondays Professor Robert Schlagheck‚ MS January 20‚ 2012 Formal and informal groups play a significant role within The University of Phoenix Online (UOP). A formal group would be “one defined by the organizations structure‚ with designated work assignments establishing tasks” (Robbins‚ 2011‚ p.276). A typical
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Informal Groups. In addition to the groups that businesses formally organize and recognize—such as committees‚ work groups‚ and teams—most organizations have a number of informal groups. These groups are usually composed of individuals‚ often from the same department‚ who have similar interests and band together for companionship or for purposes that may or may not be relevant to the goals of the organization. For example‚ four or five people who have similar tastes in outdoor activities and music
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Case Analysis: Goodman Company Problem Statement • How did the sudden adoption of a newly conceived production process‚ aimed at increasing efficiency‚ affect the performance of workers at Goodman Company? How come some workers thrived while others buckled under the new system? Analysis • The president of the company sought to hire a production analyst so as to increase efficiency at the plant. He viewed their future to be promising if they could keep up production to meet increased demands
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Formal Groups and Informal Groups Formal Group: A formal group is the deliberate and systematic grouping of people in an organization so that organizational goals are better achieved. Now any organization would have a certain formula. They are very essential for the efficient functioning of the organization. What does an organization do? The total no. of people working in an organization is divided into smaller groups (teams or sections or departments) and each group is responsible for fulfilling
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Informal Roles: Productive I took on the informal roles of a compromiser‚ gatekeeper and encourager during the group interactions (Connery & Vohs‚ 2006). In the compromise role‚ I offered suggestions and encouraged feedback from the group members on my ideas so that we could all have a chance to weigh in on decisions that were being made and come to a collective agreement on how we wanted to proceed. As the gatekeeper‚ I kept up frequent communication online with my group members when we did not
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pressure group is an association that may be formal or informal‚ whose purpose it is to further the interests of a specific section of society or to promote a particular cause. Pressure groups normally fall under 3 classifications‚ sectional which represent a specific section of the public‚ e.g. Age UK‚ promotion which promotes a particular cause‚ e.g. Greenpeace and finally dual-function who are a combination of both sectional and promotional‚ e.g. Countryside Alliance. Pressure groups can also
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Term paper ON Organizational Behavior & Structure Course Code: MBA-509 Subject: Impact of informal group on formal organization Submitted To: Salahuddin Ahmed Deputy Director Bangladesh Institute of Management(BIM)‚Chittagong Prepared By: Md. Monowar Hossain ID. 10435021 Batch – 52 Email:monowar_sagar@yahoo.com Cell: 01711785640 [pic] School of Business University of Information Technology and Science (UITS)‚ Chittagong‚ Campus. Letter Of Submission 25April‚ 2011 To The Course Teacher
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As groups are forming it is easy to see that each group member has unique skills and strengths. As a group starts to develop‚ each group member starts to play a certain role within the group. Roles are very important within in a group because they are part of the basic structure. The roles of small groups are not usually assigned in advance‚ but overtime emerge within the group. Roles within a group can arise from individuals stepping up to fulfill a role or they already have the skills needed to
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Informal Networks: The Company Behind the Chart by David Krackhardt and Jeffrey R. Hanson D O Reprint 93406 Harvard Business Review N O T CO PY D O N O T CO PY HarvardBusinessReview RICHARD NORMANN AND RAFAEL RAMIREZ DAVID A. GARVIN GEORGE STALK‚ JR. AND ALAN M. WEBBER DAVID KRACKHARDT AND JEFFREY R. HANSON BARBARA PRESLEY NOBLE D JOSEPH M. JURAN ROBERT KELLEY AND JANET CAPLAN ALISTAIR D. WILLIAMSON LAURENCE HECHT AND PETER MORICI NANCY
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Group Roles and Associated Communication Behaviours Role TASK ROLES 1. Task Leader 2. Initiator-Contributor 3. Opinion Seeker 4. Opinion Giver 5. Questioner 6. Evaluator-Critic 7. Devil’s Advocate or Central Negative 8. Energizer Typical Communication Behaviours Behaviours include goal setting; agenda making; initiating‚ seeking‚ and evaluating ideas and opinions; regulating participation of members; summarizing discussions Proposes new
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