An organization, or organisation see spelling differences, is an entity—such as the company, an institution, or an association—comprising one or more people together with having a particular purpose.
The word is derived from the Greek word organon, which means tool or instrument, musical instrument, as well as organ.
A leader in a formal, hierarchical organization, is appointed to a managerial position together with has the adjusting to leadership and enforce obedience by virtue of the domination of his position. However, he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge his role in the company and reduce it to that of a figurehead. However, only the authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power to direct or imposing to direct or established can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority.
An agency that is established as a means for achieving defined objectives has been covered to as a formal organization. Its format specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks represent this hit structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority. regarded and identified separately. employee receives a salary and enjoys a measure of tenure that safeguards him from the arbitrary influence of superiors or of effective clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may occur in the course of the cause carried out at lower levels of the organization. this is the this bureaucratic appearance that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position.
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the membership. Their objectives and goals may or may non coincide with those of the formal organization. The informal organization represents an quotation of the social settings that generally characterize human life – the spontaneous emergence of groups and organizations as ends in themselves.
In prehistoric times, the man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major point of his waking hours works for organizations. His need to identify with a community that enables security, protection, maintenance and a feeling of belonging maintain unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain cooperation from others by means of persuasion or control over rewards. power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.
As near organizations operate through a mix of formal and informal mechanisms, organization science scholars have paid attention to the type of interplay between formal and informal organizations.On the one hand, some have argued that formal and informal organizations operate as substitutes as one type of organization would decrease the advantages of using the other one. For instance, if parties trust each other the use of a formal contract is unnecessary or even detrimental to the relationship. On the other hand, other scholars have suggested that formal and informal organizations can complement each other. For instance, formal mechanisms of control can pave the way for the development of relational norms.