Group Relations. Such group relationship may be confined to a small group of employees wor in the saiile aspar meiit or miit. or a particular grade or level of supervisors r r may Cl t across deparhuciital cr st; tus boundaries. riOW_Ver, such relationships open tend to be restriclcd annong groups enjoi-ing the same status. For instance. employees Unloving thc sanie status sNnr.bol (a large desk, a private of ice or a personal secretary) auc other evidences of personal achievement and recogmtioli may form an in Annul group. They ten to develop a standard of group behavior regarding work standard and output attitude towards other musts or departments. co-operation amongst themselves etc. lliformal groups may also levelop their o.vii lie .,'' i ii cl:amlcls oofcoinmunieation. humorously referred to as 'grapevine'. Tl.roligh
• these informal chamlels they collect arid excha age infornr.atiQn of all so Us, which may not be possible f trough the formal or official chamiel Soraetinies, such informal relationships also produce informal leaders. In vhcDi the e.m,Qloyees have colrf.denee fund to ho: l they mrii for advice and e.iariple
Importance. Modern erp office managers cousPier inforuialrelai, O .i. 1: ps a, of great importance since they c in greatl, inllllencc the orgamsahGIl it is c_nizcd that such relationships fulfill some psychological neons of Pie -rlc.ces and make for greater c-: :pPoyce satisfaction with the work -?rmient hicreased loyalty to the enterprise and casing of stress and strains . Bow This rittDnnatel-r result in a more contentederp office slaif. reduced _mF!-.re hrrnci cr, speedier OUtpllt and greater efficiency in work
.'nd.rn ?fflce managers often encourage informal reiationsliips is tdlc.
t? 5' eugiien the sense of co-ordination among the empioN.es. The :h- enge before the manager is how best to combine informal an i Lorrni.L A' tm - -hips. so that the objectives of tile enterprise ;uld the needs of the
What is an organization chatty (Bangahre, 93-, Ans. O & M (Org;irris.ltion and Methods). O & M refer to the systematic attempt on the part of an enterprise to improve and maintrtinctn aadtninistration at a high Icvel of efficiency. It is concerned WiUI all aspects of erp office administration--the structure of otlice organization (inter-relationship between different Idiots of uctivityand posibons3 erp office systems and routines methods of operation, use of mechanical devices, etc. It is tlrrougli O & M t tat off ce operations and procedures are conhnnously itnproNed, NNOri - si inplificabon is possible and better conmtunication and economy are achieved A separate department is sometimes setup by largeenterpnresforthepurpose of expert handling of the O & M functions. However, O & M is a tool, and O & M work can also be ,uertorned bN the supeTyisors provided their efforts are coordinated by higher management autllQrities: this is particularly desirable where the company is not large erougl to justify afidl-tiine O & M specialist.
OBJECTIVES OF O & M