Formal Networks
Problems with Formal Networks
Formal networks are defined, setup and maintained by the organization. They are put into place to make sure information, resources, problems and punishments are used efficiently and not abused. When these networks are used properly everything will flow up and down the chain of command smoothly. This chain of command comes from the basic principle of a formal network; assigning titles to employees and to give them a certain amount of responsibility to go along with the assigned position. A clearly stated position lays the groundwork for the chain of command and gives channels for information to flow. Everyone who needs to be informed will be and problems will be handled swiftly without bothering unnecessary superiors. The break down of this chain can cause problems that can hamper more than communication. This will lead to problems in all areas of your company.
Discipline should flow through this network the same way information flows down. When the chain is broken to hand out a punishment, the person receiving the reprimand will feel as if he/she is being treated unfairly, and sometimes this feeling is justified. Another problem that is common in formal networks is the lack of responsibility given to someone with a title of superiority.
When someone is given a title a certain level of responsibility goes along with it. When the title is given to someone without the added responsibility their role is nullified. A person cannot accomplish their job when their powers are limited to the extent of not being able to fix what they are supposed to. Solutions to these advanced complications can be solved by following certain guidelines when forming and using formal networks.
Solutions to Problems with Formal Networks
The use of formal networks in an organization is very important when looking at how an organization functions as a whole and as well as how well it performs individual tasks. According to Wikipedia and many other
Formal networks are defined, setup and maintained by the organization. They are put into place to make sure information, resources, problems and punishments are used efficiently and not abused. When these networks are used properly everything will flow up and down the chain of command smoothly. This chain of command comes from the basic principle of a formal network; assigning titles to employees and to give them a certain amount of responsibility to go along with the assigned position. A clearly stated position lays the groundwork for the chain of command and gives channels for information to flow. Everyone who needs to be informed will be and problems will be handled swiftly without bothering unnecessary superiors. The break down of this chain can cause problems that can hamper more than communication. This will lead to problems in all areas of your company.
Discipline should flow through this network the same way information flows down. When the chain is broken to hand out a punishment, the person receiving the reprimand will feel as if he/she is being treated unfairly, and sometimes this feeling is justified. Another problem that is common in formal networks is the lack of responsibility given to someone with a title of superiority.
When someone is given a title a certain level of responsibility goes along with it. When the title is given to someone without the added responsibility their role is nullified. A person cannot accomplish their job when their powers are limited to the extent of not being able to fix what they are supposed to. Solutions to these advanced complications can be solved by following certain guidelines when forming and using formal networks.
Solutions to Problems with Formal Networks
The use of formal networks in an organization is very important when looking at how an organization functions as a whole and as well as how well it performs individual tasks. According to Wikipedia and many other
References: Awazu, Yukika (December 2005).Informal Network Players. Brokering Digest. 3, 1. Bryan, Lowell L., Matson, Eric R., & Weiss, Leigh M. (2007). Harnessing the power of informal employee networks. The McKinsey Quarterly. 4, 44. Miller, Katherine L.(November 2007). Organizational communication. In Wikipedia [CD-ROM].San Francisco: Wikimedia Foundation, Inc.. Wierzgac, Michele C. (March 2005). The Power of Informal Networks. Meetings West,, 1, Retrieved November 19, 2007, from http://www.meetingsfocus.com/displayarticle.asp?id=4661