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Shipboard Situation, Informal Social Structures On Board: Features of Informal Organization

The document discusses four types of successful informal leaders who can effect change within an organization: self-satisfiers who appeal to individual benefits, consensus-builders who encourage discussion to build agreement, cheerleaders who win others over through enthusiasm, and relentless cheerleaders who relentlessly promote initiatives through strong commitment.

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Ahron Culanag
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444 views2 pages

Shipboard Situation, Informal Social Structures On Board: Features of Informal Organization

The document discusses four types of successful informal leaders who can effect change within an organization: self-satisfiers who appeal to individual benefits, consensus-builders who encourage discussion to build agreement, cheerleaders who win others over through enthusiasm, and relentless cheerleaders who relentlessly promote initiatives through strong commitment.

Uploaded by

Ahron Culanag
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Shipboard Situation, Informal Social Structures On Board

The informal organization is the interlocking social structure that governs how people work
together in practice. It is the aggregate of behaviors, interactions, norms, and
personal/professional connections through which work gets done and relationships are built
among people. It consists of a dynamic set of personal relationships, social networks,
communities of common interest, and emotional sources of motivation. The informal
organization evolves organically in response to changes in the work environment, the flux of
people through its porous boundaries, and the complex social dynamics of its members.

Features of Informal Organization

Informal organizations depict very peculiar features. Firstly, they emerge and develop
spontaneously. Formal policies and procedures do not play a role in their creation as in the case
of formal organizations.
Secondly, an informal organization emerges from social interactions between people.
Ranks and functions of people have no relevance here. This is why personal prejudices and
attitudes are so important in informal organizations.
We have identified four different types of successful informal
leaders (and there could well be other types that we have just not seen).

1. Self-satisfiers. Some informal leaders are able to effect change by


helping their colleagues see “what’s in it for them” if the initiative is
successful. This helps reduce the skepticism and nay-saying that can
stifle any change effort before it even gets off the ground.

2. Consensus-builders. They will sit down with their colleagues and


explain why the success of the initiative is so important to the long-term
health of the company. They will encourage their colleagues to speak up
and share any concerns or challenges they see with the new direction
that senior management wishes to pursue. This “airing of grievances”
eventually results in a strong consensus and commitment at the line level
to the success of the new strategy.

3. Cheerleaders. We have seen informal leaders who win you over by


their enthusiasm and high degree of commitment to the success of the
initiative. These leaders are typically very well-respected among their
peers and they leverage this respect to broaden the level of dedication
among their colleagues to the program’s success.

4. Relentless Cheerleaders. Some informal leaders take this one step


further and literally beat you into submission with their enthusiasm and
commitment to the change program. I know of one informal leader who
entered a store manager’s office at a big-box retailer and told the
somewhat startled manager “I will not let you out of this office until you
agree with me that you will support our program.”

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