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Employee commitment
. The meeting of employees' social needs may contribute to morale and 
job satisfaction, with benefits in reduced absenteeism and labour turnover. 
(b) 
Knowledge sharing
.
 
The availability of information through informal networks can give employees 
a wider perspective on their role in the task and the organisation, potentially stimulating 'big 
picture' problem-solving, cross-boundary co-operation and innovation. 
(c) 
Speed
.
 
Informal networks and methods may sometimes be more efficient in achieving 
organisational goals, where the formal organisation has rigid procedures or lengthy 
communication channels, enabling decisions to be taken and implemented more rapidly. 
(d) 
Responsiveness
. The directness, information-richness and flexibility of the informal organisation 
may be particularly helpful in conditions of rapid environmental change, facilitating both the 
mechanisms and culture of anti-bureaucratic responsiveness. 
(e) 
Co-operation
. The formation and strengthening of interpersonal networks can facilitate team 
working and co-ordination across organisational boundaries. It may reduce organisational politics 
– or utilise this positively by mobilising effective decision-making coalitions and bypassing 
communication blocks. 
1.3 Managerial problems of informal organisation 
Each of the positive attributes of informal organisation could as easily be detrimental if the power of the 
informal organisation is directed towards goals unrelated to, or at odds with, those of the formal 
organisation. 
(a) 
Social groupings may act collectively against organisational interests, strengthened by collective 
power and information networks. Even if they are aligned with organisational goals, 
group/network maintenance may take a lot of time and energy away from tasks. 
(b) 
The grapevine is notoriously inaccurate and can carry morale-damaging rumours. 
(c) 
The informal organisation can become too important in fulfilling employees' needs: individuals 
can suffer acutely when excluded from cliques and networks. 
(d) 
Informal work practices may 'cut corners', violating safety or quality assurance measures. 
Managers can