Informal groups have negative aspects too. They may create problems for the organisation as outlined below :
1) Negative attitude of informal leaders : The informal leader may turn out to be a trouble shooter for the organisation. In order to increase his influence, he may work against the policies of management, and manipulate the behaviour of his followers. Thus, he can be a source of conflict between the management and workers. He may induce the followers to work against the interests of the organisation. If such a leader is promoted to the rank of an executive, he may prove to be work shirker and an arrogant and autocratic boss.
2) Conformity: The informal group exerts strong pressure on its members for conformity. The members may become so loyal to their group that following the group norms become a part of their life. This implies that members become subject to wilful control of the group leader who may lead the group toward selfish ends. This may lead to dilution of the effect of organisational policies and practices on the group members.
3) Resistance to change : Informal groups generally have a tendency to resist change. Change requires new skills but groups want to maintain status quo. Sometimes, groups react violently to the changes proposed by management. This creates obstructions in implementing new ideas and thus organisation’s growth.
4) Rumour: Informal communication may give rise to rumours which may create conflict and misunderstanding among the people. Rumour tends to change as it passes from person to person. Its general theme may be maintained, but not its details. The rumour gets twisted and distorted always when it passes from one mouth to another. It may originate due to employee’s anxiety, insecurity and poor communication of the organisation. Rumours may prove very dangerous for the organisation.
5) Role conflict : Every member of the informal group is also a member of the formal organisation. Sometimes role conflict may arise because the ideas, expectation and requirement of both the organisation may be opposite to each other. For example an individual wants to follow the formal instructions of his boss, he may be compelled by the informal leader to follow informal norms. Thus organisational interests are likely to suffer in case of conflicts between formal and informal roles.
