shikulaushinye
JF-Expert Member
- Aug 29, 2014
- 828
- 456
Wakuu hivi karibuni imeibuka sakata jipya la HEWA; mwanzoni hewa ilikuwa kwenye utumishi wa umma, sasa hewa amaehamia shule za secondary. Kwa kifupi mishahara ya serikali ni kiduchu, waliweza ku survive miaka 20 ya JK na Mkapa kwa sababu walikuwa na other source of income; fikiria mtumishi wa umma alipwe 500,000/= huku anasomesha, amepanga, analipa bili za umeme na maji, watoto wanakula na kuvaa, stuli ndefu hakosi. Hivi katika hali ya kawaida anawezaje kuishi. Hivyo Rais wentu JPM atapata shida sana kwa sababu huo ni mfumo ulioota mizizi kuondoa mwisho utamwandoa na yeye: don’t fight with inform groups
DISADVANTAGES OF INFORMAL ORGANIZATION
Informal organizations also possess the following potential disadvantages and problems that require astute and careful management attention.
RESISTANCE TO CHANGE
Perpetuation of values and lifestyle causes informal groups to become overly protective of their "culture" and therefore resist change. For example, if restriction of output was the norm in an autocratic management group, it must continue to be so, even though management changes have brought about a more participative administration.
ROLE CONFLICT
The quest for informal group satisfaction may lead members away from formal organizational objectives. What is good for and desired by informal group members is not always good for the organization. Doubling the number of coffee breaks and the length of the lunch period may be desirable for group members but costly and unprofitable for the firm. Employees' desire to fulfill the requirements and services of both the informal group and management results in role conflict. Role conflict can be reduced by carefully attempting to integrate interests, goals, methods, and evaluation systems of both the informal and formal organizations, resulting in greater productivity and satisfaction on everyone's behalf.
RUMOR
The grapevine dispenses truth and rumor with equal vengeance. Ill-informed employees communicate unverified and untrue information that can create a devastating effect on employees. This can undermine morale, establish bad attitudes, and often result in deviant or, even violent behavior. For example, a student who flunks an exam can start a rumor that a professor is making sexually harassing advances toward one of the students in class. This can create all sorts of ill feelings toward the professor and even result in vengeful acts like "egging" the residence or knocking over the mail box.
CONFORMITY
Social control promotes and encourages conformity among informal group members, thereby making them reluctant to act too aggressively or perform at too high a level. This can harm the formal organization by stifling initiative, creativity, and diversity of performance. In some British factories, if a group member gets "out of line", tools may be hidden, air may be let out of tires, and other group members may refuse to talk to the deviant for days or weeks. Obviously, these types of actions can force a good worker to leave the organization.
DISADVANTAGES OF INFORMAL ORGANIZATION
Informal organizations also possess the following potential disadvantages and problems that require astute and careful management attention.
RESISTANCE TO CHANGE
Perpetuation of values and lifestyle causes informal groups to become overly protective of their "culture" and therefore resist change. For example, if restriction of output was the norm in an autocratic management group, it must continue to be so, even though management changes have brought about a more participative administration.
ROLE CONFLICT
The quest for informal group satisfaction may lead members away from formal organizational objectives. What is good for and desired by informal group members is not always good for the organization. Doubling the number of coffee breaks and the length of the lunch period may be desirable for group members but costly and unprofitable for the firm. Employees' desire to fulfill the requirements and services of both the informal group and management results in role conflict. Role conflict can be reduced by carefully attempting to integrate interests, goals, methods, and evaluation systems of both the informal and formal organizations, resulting in greater productivity and satisfaction on everyone's behalf.
RUMOR
The grapevine dispenses truth and rumor with equal vengeance. Ill-informed employees communicate unverified and untrue information that can create a devastating effect on employees. This can undermine morale, establish bad attitudes, and often result in deviant or, even violent behavior. For example, a student who flunks an exam can start a rumor that a professor is making sexually harassing advances toward one of the students in class. This can create all sorts of ill feelings toward the professor and even result in vengeful acts like "egging" the residence or knocking over the mail box.
CONFORMITY
Social control promotes and encourages conformity among informal group members, thereby making them reluctant to act too aggressively or perform at too high a level. This can harm the formal organization by stifling initiative, creativity, and diversity of performance. In some British factories, if a group member gets "out of line", tools may be hidden, air may be let out of tires, and other group members may refuse to talk to the deviant for days or weeks. Obviously, these types of actions can force a good worker to leave the organization.
