Informal Organization Case Study

Every program manager should be concerned about organizational structure, but it is often the last thing on his or her mind. An effective structure facilitates management and clarifies relationships, roles and responsibilities, levels of authority, and supervisory or reporting lines. By reviewing an organization’s structure, a manager will be able to determine which human, financial, and technical resources are available, how they should be allocated, and which resources are lacking.

Organizational structure is the various leveled game plan of lines of power, correspondences, rights and obligations of an association. Hierarchical structure decides how the parts, force and obligations are relegated, controlled, and facilitated, and how data

It is the aggregate of behaviors, interactions, norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations. The informal organization evolves organically and spontaneously in response to changes in the work environment, the flux of people through its porous boundaries, and the complex social dynamics of its members. Informal Organization arises from social Interaction. It was concluded by Hawthorne Experiments that informal organizations were an integral part of the total work situation. Informal organizations are the network of personal and social relations arises spontaneously as the people make contact with each other and are not the result of formal authority. Power in informal organizations' is attached to person and not to the position and it is given by the members of, the group irrespective of the position in formal structure or is attained by the leader. It is quite unstable since it relates to the sentiments of the people of the

Aristotle said, "We are what we repeatedly do." This perspective lifts rehashed conduct or propensities as the center of society and accentuates what individuals feel, think or accept. It additionally centers our consideration on the strengths that shape conduct in associations. Each association has its special style of working which regularly adds to its way of life. The convictions, belief systems, standards and estimations of an association shape its way of life. The way of life of the working environment controls the way employees act among themselves and additionally with individuals outside the association. The organizational structure forms a directive under which the culture is based on. How the employees act should align with the set objectives, directives and goals of the organization. Both the culture and structure should be merged together and act as one with the aim of creating an ample employee working