HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

Groups are formed as a consequence of the pattern of organisation structure and arrangements for
the division of work, for example the grouping together of common activities into sections.
Groups may result from the nature of technology employed and the way in which work is carried
out, for example the bringing together of a number of people to carry out a sequence of operations
on an assembly line. Groups may also develop when a number of people of the same level and
status within the organisation see themselves as a group; for example, departmental heads of an
industrial organisation, or employees of local councils.
6.0 SUMMARY
Groups are deliberately planned and created by management as part of the formal organisation
structure. But groups can also arise from social processes and the informal organisation.
The informal organisation arises from the interaction of people working within the organisation
and the development of groups with their own relationships and norms of behaviour, irrespective
of those defined within the formal structure. This leads to a major distinction between formal and
informal groups.
7.0 REFERENCES
Hill, W. L. and Jones, R. J. (2004). Strategic Management: An Integrated Approach,
Sixth Edition, New Delhi: Biztantra.
Mullins, L. J. (2000). Management and Organizational Behaviour, 4th Edition, London:
Pitman Publishing.
Burns, B. (1992). Managing Change: A Strategic Approach to Organizational
Development and Renewal, London: Pitman.
Elliot, R.D. (1990). ‘The Challenge of Managing Change’, Personnel Journal, vol. 69, no
3, March.
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