Providing an Efficient Organization Structure and Company Culture by Embedding Group Dynamic Consciousness

Abstract

In this study, accepting the value and importance of the official organization, it is aimed to assess the idea that unofficial organization is real and important at least the official organization. Becouse at the same time organizations are feelings system, it is beneficial to determine the role of the human in the organization and to regulate the organizationto this fact. It has been also demonstrated that effective groupt interactions affected behaviours and emotions of group members in an efficient organization.

Full text

International Journal of Research in Business and Social Science
5(6), 2016: 62-69
Page
62
Research in Business
and Social Science
IJRBS Vol 5 No 6, 2016 ISSN: 2147-4478
Contents available at www.ssbfnet.com/ojs
https://doi.org/10.20525/ijrbs.v5i6.623
Providing an Efficient Organization Structure and
Company Culture by Embedding Group Dynamic
Consciousness
Mehmet Saim AŞÇI
Lecturer, Istanbul Medipol University, Istanbul, Turkey
Abstract
In this study, accepting the value and importance of the official organization, it is aimed to assess
the idea that unofficial organization is real and important at least the official organization.
Becouse at the same time organizations are feelings system, it is beneficial to determine the role
of the human in the organization and to regulate the organizationto this fact. It has been also
demonstrated that effective groupt interactions affected behaviours and emotions of group
members in an efficient organization.
Key words: Official (Formal) Organizations, Unofficial (Informal) Organizations,Group Dynamics,
Organizational Clicks, Organizational Groups
JEL classification: M12, M14
Introduction
As being a psychosocial creature, the human composing the organization has series of behavioral talents
like feeling, idea, desire, ambition, hope and fear. Humans, besides their technical abilities, bring their
hopes and concerns, their life philosophy, all exclusive behaviors with them to organizations where they
belive they realize their porsonel hopes and desires and establish cooperation. As a result, established
organization has social, human structural property including different personal ideas and behaviors. It was
understood that, humans in the organization do not always behave according to rules, which were set by
management, and the economical human logic.
Human behave in accordance with their emotions and feeling. Because organizations can not satisfy all
needs of humans by assigning formal tasks and physical facilities. As a result of these complex reasons
generally the members of the organizations, which are established to perform certain official tasks,

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establish unofficial organizations by developing relations among themselves in order to satisfy their
personal needs and feelings.
No matter how important external moulds of a company (whether its institution structure or production
technology) is deemed to be, unless they are merged with the alive active factors (human factor and
mentality), they won’t make much sense. What happens at the profound can be considered to be more
important than external indicators with this point of view (Ülgener, 1981).
If countries who embrace same production operations and similar law techniques continue to have different
results when it comes to financial living, where else can we search the cause of this other than mentality
and attitude differences?
This study begins with theoretical framework for efficient organization by creating and active organization
structure on group. Then, it concludes with suggestions by assessing the effects of groups on individuals in
an efficient organization.
Conceptual Framework for Efficient Organization: Creating an Active
Organization Structure on a Group
Humans and Organizations
Organization, as one of the functions of management exits in every place where multiple humans make a
bid for a mutual purpose. Preparing an end of year ball, making a wedding ceremony, going for a summer
vacation and many other similar things require organization. Organization has human requirements lying
under its foundations. Fulfilling the requirements that arise with coexistence as a society requires
organizations which are social units and this makes examination of organizations inevitable (Özalp, 1986).
Human, as a humane factor creating organizations, because it’s a psychosocial entity, possesses certain
behavioural talents such as feelings, thoughts, desire, ambition, hope and fear. Individuals earn these traits
from birth, experience, from the environment they grow up or by being affected by other people. The also
bring all their distinctive behaviours, life philosophies, their hopes and worries with their feelings and
emotions aside from their technical abilities to organizations that they created if they believe they can
make their desires happen and were able to create some sort of collaboration. By doing so, an organization
carries social and a humane structure while involving different personal thoughts and behaviours.
In this sense, an organization is not only a collective operation centre by using various techniques to enrich
economical lives, but also is a social structure that inhabits various properties of the human groups that
form it and it’s the result of a humane coincidence that creates these relations (Ülgen, 1990).
Official Organizations-Unofficial Organizations:
Formal aspect of organizations has always attracted the attention of many researchers. In many works,
whether it’s military or political, formal aspects and properties of organizations have been mentioned.
If this literature is examined, four factors that carry great importance about defining official organizations
can be fixated (Dereli, 1976).
We can sort them like this;
1. A System Made out of Coordinated Activities
Every organization is made of certain parts and relationships. Organizations part consists of
certain functions and performed activities. Official organization refers to the organization of these
activities in reasonable relationships.
2. Particular Group of Humans
There is a demand of certain people to oversee activities about the organizations.
3. Cooperation to Reach a Certain Goal

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Cooperation is completely about human behaviour and is always directed into a purpose.
Therefore, an organization needs to have aims and goals to reach for it to have a meaning for
people that are about to do certain activities.
4. Authority and Leadership
Organizations are founded with a hierarchy between superior-inferior relationship tracings. As a
natural result to this, authority is a universal factor that exists in all official organizations. Aside
from that, leadership is a personal trait that belongs to management and it motivates employees
towards a certain goal.
By merging these factors, we can define official organization this way. Official organization is a system of
coordinated activities done by a group of individuals serving a common goal while cooperating with
authority and leadership.
After studies that focused on emotions of humans and working groups; little groups, clicks and emotions
that are ignored on rational models are mentioned heavily. This approach is named “Humane
Communications” and in this approach, official organization and its relations with its environment are
ignored. Official organization is viewed as a structure that determines financial structure on paper and
social organization in business has become a main topic of research. An employee is no longer considered
as an independent individual, it is seen as a member of a group and its behaviour is determined by group
norms and values extensively.
It was realized that the employee does not always follow the rules that are defined by the management
under the logic of “Financial human”, in other words employees act rationally while being restricted by their
emotions (Eren, 1984).
Because of these reasons which appear to be complicated, generally to achieve an official goal, to be able
to satisfy their individual needs or feelings, members of an organization create unofficial organizations by
developing certain relations amongst each other.
Groups in Achieving Commong Goals in Organizations
The word “group” that we use in our daily lives determines being plural. We use the term “group” to define
two or more individuals who are in relations with each other to achieve a common goal.
In social psychology and sociology, concept of group is defined in multiple ways. According to these
definitions, in order for a crowd to be an actual group, there are some conditions like common norms,
common purposes and feeling themselves as a group.
Individuals are factors that have constructive and connective properties with physical and social order.
Similar to individuals, they struggle to keep living and protect their existence. They take precautions against
certain dangers that every living inevitable suffers from, such as division, disintegration and they also put
effort to grow and evolve with evaluating environmental opportunities with their own means.
However, similar to all living creatures and individuals, when they face dangers or challenges they can’t
overcome or if they believe they can’t solve their problems with their own means, discontent, discomfort
and lack of balance appears within the group.
Formal Groups
Formal groups are formed to make openly appointed tasks real by overseeing specific tasks.
These groups are usually formed deliberately by a position beyond the group to carry out certain functions.
These groups are structured and “organized” between members to oversee distribution of roles and
determining the work explicitly (Kağıtçıbaşı and Cemalciler, 2015).
These types of groups show mainly these properties:
 Role, authorization and responsibilities of every member is determined and explained.

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 Relations between the members are arranged.
 They have a strong and well planned structure but also proportionally inflexible due to the
importance they give to figures.
 Membership is earned consciously at a specific time and usually openly.
Informal Groups
Members who are formed to oversee some specific tasks formally generally make these informal groups to
satisfy their own personal needs and feelings by developing certain relations amongst each other. If we call
the group which depends on the purpose and the structure of the organization formal group, we can define
informal groups as less organized with enclosed behaviours compared to formal groups (Eren, 1984).
Organizations that ensure often and elongated relations between humans for the sake of duty cause
informal groups to arise. The reason of this is because; organizations can’t provide all needs of humans
with its formal tasks and financial possibilities.
One of the most common informal groupings in organizations is horizontal clicks.
The reason such grouping occurs is the frequent communication and relations between each other,
amongst people who has the same title, wage, authorization and responsibility levels, shortly equals more
or less in the same hierarchical order. As common properties and similarities get more and more, common
profits, mutual benefits, cooperation and providing service possibilities also increase. In such states,
horizontal clicks arise as seen at the figure below.
Another type of grouping is also known as vertical clicking which is founded between individuals in different
positions in a hierarchy. Individuals who have chance of communicating often because they work in same
department, due to having similar tasks and culture from the same department, they create an
understanding and they cooperate to solve rising problems by vertical clicking.
Being the member of a specific organization department or side is the most important factor that separates
them from other departments and this forms the foundation of vertical clicking.
Table 1: Horizontal Clicks in Organizations
Here, organizations members are in a superior-inferior relationship and higher position requires the efforts
of the lower position to oversee the tasks and goals given to it.
Communication and connections with respect to interests increase relations and make it easier to form
horizontal clicks.

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Table 2: Vertical Clicks in Organizations
Third informal grouping is cross clicks. These groups are clicks that are formed by different hierarchic
positions and made by individuals who work in different places.
Members of these groups have come together due to their certain common properties.
For example; citizenship, having a similar culture, graduating from the same education or school, belonging
to the same association, having similar desires (such as gaming or entertainment) and having similar
feelings are some of the reasons they feel the need to get close to each other. By doing so, between
members, mutual understanding and protecting certain interests come into question, and certain specific
needs that are often ignored by formal groups will also be met.
Biggest benefit of informal cross clicking is, by overcoming formal communication channels that are formed
by hierarchic levels, tasks can be concluded quickly in short time with non-bureaucratic channels.However
certain clicking can cause favouritism, discontent and conflicts can arise because of this reason.
Table 3: Cross Clicks in Organizations

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Group Dynamics
Little groups existed ever since the first human created families and these little groups have been
generalized and philosophized throughout the ancient history.
For example, Aristophanes who lived in BC 400 in Lysistrata prepared a drama that involves unity and
disorganization within a group. With this, humans could only start to examine working processes of groups
scientifically in recent past (Kağıtçıbaşı, 2015).
The least required condition for a crowd to become a group is interaction and according to this, group can
be defined as multiple humans interacting with each other. By doing so, every member of the group is
affected by norms, values, behaviours and properties of the group and can affect the group with his own
behaviour and traits.
The process of mutual interaction leads us to the concept of dynamics.
Group dynamics are defined as the social process of little groups having face to face interactions. The word
dynamics comes from a Greek word that means force (strength); therefore group dynamics mean
examining the forces that exist within groups. To give a frank definition, concept of group dynamics; states
the affects and reactions in group members and the structure of the group by changes that arise at any part
of the group (Davis, 1988).
The Normative Effects of Group on an Individual
When we consider the inner structure of a group, we know there are positional differences within members
in all groups. Within group hierarchy, Is there a difference between members according to adaptation to
group norms, or which members are more adaptive to group norms compared to others?
The most “adaptive behaviour” amongst three statuses (lower, middle and top) that is created in a group is
seen amongst the middle ones who believe them to be partially accepted by the group.
For lowest status members, because they know that they are not favoured by the group, group lost its
charm to an extent and generally they show less adaptive behaviour compared to the middle group.
Adaptive behaviour shown by the top statuses appears to be less compared to the middle ones. Because
leaders who are accepted and beloved are feeling more secure; means they won as much status as they
could earn. In respect to this, they feel more comfortable compared to the middle ones.
The Effect of the Group to Individual Attitude Change
Groups can increase or prevent attitude shifts, namely; if this attitude change is in the same direction with
group norms, group acts as an augmenting factor to make this happen; if this attitude change collides with
the group norm, group prohibits this attitude shift.
Effect of a group on an Individuals Efficiency
In analysis’s done on groups, an individual is encouraged to do more in a group compared to what he does
on his own. This phenomenon is defined as “social acceleration”.
It is very interesting to see similar results on some research done on animals. For example, ants that
excavate sand do it faster in groups of two or three compared to working alone. All these studies and their
similarities have a common finding, which is that an individual does more work in a group compared to
doing it alone. This competition within a group, the feeling of being evaluated by other group members and
the effect of these feelings cause “Social Acceleration.”
Interpersonal Attraction and Repulsion in Groups
Socio-metric observations regarding the fact that, an individual with a sympathetic and charming air gets
the most attention amongst group members; shows that these individuals can change and affect the group
structure and direct their colleagues and their environment.

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By doing so, a group can reorganize under the leadership of an outstanding and charming individual. The
reason for this is that, individuals prefer to cooperate with charming individuals who can share same
feelings and views with them.
Groups can have individuals with certain properties but also at the same time, they can also have
individuals who are repulsive and quarrelsome. Such individuals usually remain alone in the group and only
communicate with other individuals when it’s necessary.
Conclusions
Formal structure comes forward when it comes to examining an organization structure and its properties;
correspondingly, comes the conclusion that an organization is usually characterized as a formal structure
without showing proper attention to human aspects. While it’s necessary and mandatory for an organization
to lean towards a formal structure, the fact that humane relations may also cause complicated issues
should also not be ignored. Before everything else, success of a business depends on the ability and
desire to do the job of the individuals who represent it. Because now it is proven that there is a system of
sentiments in businesses. For this reason, there are great benefits to determining the role of humane
factors within a structure and arranging the organization with respect to this. By doing so, new organization
structure will evaluate reasoning, discovery and renovation of a member, strengthening their will to
cooperate.
Modern organization thinkers, while they are organizing individuals, they benefit from group understanding
on a vast scale. Groups are keystones of an organization structure and they are valid in every level of
hierarchy chain. If distributing problems between top levels and chiefdom and then between chiefdom and
employees will act as an effective tool to merging goals of the business and the group and will find
solutions to some problems easier, chef or a higher status person needs to be a part of a work group made
with groups below and above (Ülgen, -)
Table 4: Organization Structure and Groups
By doing so, an organization structure that makes it possible for little but connected groups to form will be
founded (Likert,1959).
These keystones that are based on groups need to make three functions real.

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Functions of managers who have the roles of being the hinge and the connector (Supplementary and
Integrative); is to creature a group, keep that group as a whole and cohere with a higher group. In this
state, first the responsible manager in this level needs to make this groups existence real, namely create
the group. Secondly the manager will keep the group as a whole. However, while doing these, he also
should not ruin his relations with his lower connected group. On the other hand, the fact that this manager
comes from a higher group to a lower group accepting and embracing being a common opposition will also
make the movement of the lower group more difficult. For example, saying “I know this to be a funny thing,
but this is something we have to do according to higher ups” will intervene with the way organization works
from start. For this reason, managers who are at the keystones of the organization should improve their
technical, social and humane aspects beforehand. Furthermore, these managers need to know what kind
of behaviours they need to show in order to make the goal real and increase the morale. This manager that
acts as a connector between two levels carries information from lower group, which he is in harmony with,
to a higher group, where he belongs to. Responsible individual of the lower group participates in defining
the goals, preparing activity plans and various pressures on individuals. As a member of the higher group,
works to make these goals and activities come real. On this level, he joins in defining the goals.
It depends on behaviours of the connectors who are between these two groups for such an organization to
process better. Again with these connectors, it can be assumed that lower groups also have an effect on
the decisions of the higher group.
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