Problems with Formal Networks

Problems with Formal Networks

Formal networks are defined, setup and maintained by the organization. They are put into place to make sure information, resources, problems and punishments are used efficiently and not abused. When these networks are used properly everything will flow up and down the chain of command smoothly. This chain of command comes from the basic principle of a formal network; assigning titles to employees and to give them a certain amount of responsibility to go along with the assigned position. A clearly stated position lays the groundwork for the chain of command and gives channels for information to flow. Everyone who needs to be informed will be and problems will be handled swiftly without bothering unnecessary superiors. The break down of this chain can cause problems that can hamper more than communication. This will lead to problems in all areas of your company.

Discipline should flow through this network the same way information flows down. When the chain is broken to hand out a punishment, the person receiving the reprimand will feel as if he/she is being treated unfairly, and sometimes this feeling is justified. Another problem that is common in formal networks is the lack of responsibility given to someone with a title of superiority.

When someone is given a title a certain level of responsibility goes along with it. When the title is given to someone without the added responsibility their role is nullified. A person cannot accomplish their job when their powers are limited to the extent of not being able to fix what they are supposed to. Solutions to these advanced complications can be solved by following certain guidelines when forming and using formal networks.

Solutions to Problems with Formal Networks

The use of formal networks in an organization is very important when looking at how an organization functions as a whole and as well as how well it performs individual tasks. According to Wikipedia and many other sources “the survival of an organization depends on individuals and groups who are able to maintain among themselves effective and continuing relationships” (Miller, 2007). Some of these relationships are developed by using and creating formal networks. The McKinsey Quarterly states “by creating formal networks, companies can harness the advantages of informal ones and give management much more control over networking across the organization” (Bryan et al, 2007). Thus, formal networks first must be developed, but most importantly maintained effectively over their lifespan.

When dealing with formal networks, one might notice the flow of discipline through each network in an organization. Discipline has always been a tough area in business and complications arise if the matter is not handled properly. This is why handling discipline properly through formal networks is very important to an organizations success as a whole over its entire life.

Discipline should always move in one motion in a formal network. If one were to look at the organizational structure of a well functioning company while relating the flow of discipline to it, one would notice the proper flow is downward communication of each disciplinary act. This motion of flow creates checks and balances to make sure the organization is functioning properly in each act of discipline.

There are some benefits which may be over looked with the downward flow of discipline through and organization. One of the most important benefits to an organization would be to insure time is not being wasted in disciplining a number of people a number of times for the same act. The also downward flow makes all needed areas of management involved in the situation aware of what is not acceptable and why discipline is needed.

By keeping this downward flow of discipline, organizations can eliminate other areas of the organization performing these acts out of their departments. Discipline should never flow horizontally through an organization. Communication by other departments should either flow upward to upper level management whom can then start the downward flow of discipline. Another way to eliminate in improper flow of discipline is by using horizontal communication by managers