Formal Organizations and Their Evolution

As the centuries have past, many formal organizations as well as the employers and employees of those organizations are trained and educated to operate in the same manner (Kieser, 1989). The evolution of formal organizations change constantly to keep up with today’s economy and the endless changes that accompany it. An organization as the one Micah is affiliated with has the possibility of becoming a successful, accommodating formal organization. Placing creativity within everyday life only happens when a person can find and create new customs of completing their tasks. Finding those new ways are a very satisfying practice one will experience when it comes to being more creative (Borghesi, 2000).

Formal organizations are very detailed forms of social groups. Formal organizations are well thought-out groups who have detailed procedures, positions, and categories assigned to different individuals throughout. For example, you may have a President, Vice-President, Treasurer, Secretary, and so on. Formal organizations have coordinated and restricted activities that will take place when the work is surrounded by multipart networks of industrial relationships and border line exchanges (Borghesi, 2000). Within modern society, the construction of formal organizations tend to begin in a more exceedingly, established environment. These organizations are constructed to integrate specific procedures and trainings by general concepts of organized work in society. Organizations that increase this practice also increase their dependability within those procedures and training. Organizations that maintain these traditional practices and rules tend to safeguard themselves of any uncertainties concerning technical activities by combining the formal structures with the work activities (Bronislavas, 2007).

Acquiring some competition within a workplace can actually become something good for the business. The organizations can assign out the same tasks to different groups of employees. After the jobs are completed, they can then be evaluated buy upper-management. After the evaluations are completed, management can then exchange and compare the different procedures and notes, and to see the different ways the employees would do the job (Bronislavas, 2007). By following this practice, employees are allowed to explore their different abilities and flair towards their jobs. Employees are also able to explore their own talents. Management is also given the opportunity to see what ideas and capabilities their employees may have.

The company can also benefit greatly from this practice by gaining my employee involvement, production, with overall customer satisfaction. Happier employees are also more likely to stay with an organization longer if they feel that they are appreciated, needed, and wanted there. Employees wanted to feel needed. If they are allowed to voice out their opinions and participate in the actual planning, employees are more likely to be more eager to complete their job tasks. An organization such as Micha’s can learn from these practices and grow greatly into a more productive organization with happy employees.

As time progresses and changes are made, formal organizations become more accommodating to their employees and the employees will grasp more as to what the company will do for them. This devotion created between the two can become a wonderful experience for the company and their employees. Incorporating a secondary group inside a flexible formal organization can be used as a means of connection just as they practice in a primary group. A company’s chain of command is exceptionally different between an open flexible organization and a conventional bureaucracy. How a company decides to operate will decide which type of organization the company will run under.

For an open flexible organization is has less management that the employees report to. The flexible organization will contain have different, competing departments, supervisors that run the department, and the Chief Executive Officer that will supervise the department heads. Open flexible can offer their employees more room for advancement, more benefits, and the ability to work more closely together (Macionis, 2006). For a conventional bureaucracy, the company may have many more departments and more in command that are a part of that chain. They may have secretaries at the bottom of the chain, secondary supervisors, upper management, executive officers, and then the Chief Executive Officer. The conventional bureaucracy is much more complicated as there are many more persons that are involved in decision making, which may cause delayed responses and actions. (Macionis, 2006).

As time goes on, so will the way for formal organizations to advance. Employees will always remain to be classified into different formal organizations. Formal organizations are classically known as systems of corresponding and controlled actions that arise when work becomes surrounded by complicated networks. As formal organizations become more well-known, there will still be three different types of the organizations; utilitarian, normative, and coercive organizations. Utilitarian is compelled for those people that work for an income. Normative organizations consist of people that have a main job goal, but may work as a volunteer in the organization because they may have a job affiliated to that specific goal. Coercive organization consists of those persons that were forced to join as a form of punishment. If Micah’s company would utilize some of the procedures within the conventional bureaucracy, then the company would have an ending result of a flexible formal organization.

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