All the members of an enterprise must understand the structure of their organization in order for that structure to work. This requires teaching. Also, since formal organization is supplemented by informal organization, members of an enterprise must understand the general working of informal as well as formal organization.
Teaching the nature of organizing.
Many soundly conceived organization plans fail because organization members do not understand them. A well-written organization manual containing a statement of organization philosophy, programs, charts, and an outline of job descriptions goes far toward making organizing understandable.
If an organization structure is put into written words and charts, it has a better chance of being clear than if it is not. However, because even the best-written words and charts do not always clearly convey the same meaning to every reader, effective managers effective managers cannot stop with written clarification. They must teach those in their operation the meaning of the organization structure, their position in it, and the relationships involved.
Managers may do this by individual coaching, by holding staff or special meetings, or by simply watching how the structure works. If subordinates pass decisions up the line that they should be making themselves, managers can take this opportunity to clarify authority. Likewise, if communication among members of a group seems to be inadequate, managers can look for causes in either a poorly conceived or a poorly understood organization structure.
Too many group meeting or too much committee work is a signal for managers to do some investigating. Thus, managers are obligated continually to teach the fundamental of organizing, for if they do not, their enterprise or department is likely to fail.
Recognizing the importance of informal organization and the grapevines
Another way of making the formal organization work effectively is to recognize and take full advantage of informal organization. The
nature of informal organizations and their distinction from formal organization were discussed. Many informal organizations arise from the formal organization in which they operate. They include inter-relationships that are not usually charted, such as the unwritten rules of organizational conduct, the way to â€œteach the ropesâ€? the people in an enterprise who have power not implied by or coming from an organization position, and gossip. One of the best known examples of an important informal organization, one which seems to exist in every department and organization is the â€œgrapevine.â€?