irst type associations of people on the basis of aspiration to self-development, increase of the professional skill or collectors can serve. A source of formation of groups of the second type are liking to each other and similarity of personal values ​​and installations. Formal and informal groups have much in common. First, both those, and others pass similar stages of development. They have hierarchies, leaders, roles, norms (rule), the status, the size. Thirdly, group dynamics of those and others are peculiar characteristics are identical: unity and conflicts. At the same time between them exists basic distinctions. As most important of them John V. Njustrom and Kate Devis consider the following. Distinctions of formal and informal groups. The basis for comparison Informal group Formal group:
General mutual relations Informal Official,
Basic concepts the Power and a policy of the Right and a duty,
Basic attention to the Person of the Post,
Source of the power Proceeds from group,
Management to behaviour of Norm of the Rule,
Source of management of the Sanction Compensation and the penalty Is delegated by a management. p> Apparently from the table, in informal groups the dominant role is played by members of groups and their mutual relation, in formal - official roles in terms of the official rights and duties of individuals. The informal power, thus, addresses to the person as to the person and, hence, has personal character; the formal as to the official, it is established officially. This the leader of informal group receives the power from fellow workers, formal from an organisation management. The behaviour in informal group is regulated by group sanctions, in the formal Rules and duty regulations. At last group sanctions serve in informal group as influence methods on management of behaviour, in formal Rewardings and penalties.
All these distinctions promote creation in informal groups of special interpersonal relations which make at times stronger impact on behaviour of workers, than the administrative power. Therefore, though informal groups are created not at will of the management, each manager should reckon with them. How informal groups with formal co-operate, efficiency of the organisation depends finally. Informal groups have many the advantages. They facilitate administrative loading of management: if members of such group divide the organisation purposes carry out the control. Informal groups promote cooperation and cooperation, reception of satisfaction from work, serve some kind of the valve for an exit of emotions of workers, improve communications in the organisation. Use of all these possibilities for increase of efficiency of the organisation? A direct duty of management. Exist a number of the rules checked up in practice which each manager should adhere in the work with informal groups.
Their essence is reduced to, that:
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