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The informal organization is the interlocking social structure that governs how people work together in practice. [1] It is the aggregate of 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.
Formal and informal socialization. Formal socialization refers to when newcomers are trained separately from current employees within the organization. These practices single out newcomers, or completely segregate them from the other employees. Formal socialization is witnessed in programs such as police academies, internships, and apprenticeships.
Network of practice (often abbreviated as NoP) is a concept originated by John Seely Brown and Paul Duguid. [1] This concept, related to the work on communities of practice by Jean Lave and Etienne Wenger, [2] refers to the overall set of various types of informal, emergent social networks that facilitate information exchange between individuals with practice-related goals.
This complicates organizational goals of formal knowledge sharing. A company will lose track of who has what knowledge because of the informal networks. This does not mean that informal networks are negative, just on the contrary, informal networks can create ties and surroundings which are necessary for knowledge sharing (see Brown & Deguid ...
Informal and formal communication are used in an organization. Formal communication flows downward, horizontal and upward while informal communication is generally referred to as "the grapevine". Formal communication refers to the flow of official information through proper, predefined channels and routes.
Both formal and informal communities of practice may be established in an organization. There is a great deal of interest within organizations to encourage, support, and sponsor communities of practice to benefit from shared knowledge that may lead to higher productivity.
However, informal organization can fail, or, if already set in order, can work against mismanagement. Formal organizations are typically understood to be systems of coordinated and controlled activities that arise when work is embedded in complex networks of technical relations and boundary-spanning exchanges.
While an informal mentor, who is not a part of the organization, may not have all the resources that a formal mentor will have to advance the protégé within the company’s hierarchy, they can provide a more personal relationship and will not be involved in workplace politics and will be able to provide bias free advice. [10]