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Informal work‐groups are described, and their characteristics and development are discussed. They are compared with formal groups which are defined by the structure of the organisation and an individual′s role within that structure. Informal groups will always occur in any organisation; so management′s task is to understand and use informal groups to achieve the organisation′s ends. This is especially true as regards productivity, and the variables affecting productivity are discussed. The article then concentrates on leadership as a factor affecting group productivity. In this context, interactions between leaders (formal and informal) and group members are considered. A model is presented of how management can use informal groups to increase productivity. The importance of good relationships between formal and informal groups is emphasised, and a list of ways in which management can foster good relationships is provided. If, for any reason, the informal group will not co‐operate with the organisation, but continues to work against it, management must ensure that the group is disbanded.

It is argued that no one can ignore the existence of informal groups within formal organisations. They perform necessary functions and satisfy human needs. The role of the leader to achieve co‐operation between the formal and informal organisations, thereby encouraging group goals and company goals to coincide, is explored.

The purpose of this paper is to investigate the way informal groups rise and operate in the Teacher Association in a Secondary Vocational School Unit in Greece. More specifically, the way the role of the head teacher, the school culture and teachers’ emotional intelligence impacts these groups is investigated.

Qualitative research through in-depth interviews with teachers and the head teacher as well as the researchers’ participatory observation has been conducted, in order to support the selected method of the case-study.

The findings showed how both positive and negative informal groups rise and function in the Teacher Association. The role of the head teacher emerges as a very significant factor that influences the emergence and the preservation of such groups. The school culture has a bidirectional relation with the existence and quality of informal groups. Emotional intelligence also plays an important role in forming informal groups and in the quality of actions of these groups.

This study covers a significant gap in the international literature of group dynamics in a Teacher Association and provides practitioners with valuable insights regarding the underexamined factors that lead to the formation, operation and preservation of informal groups, the study of which can lead to the development of sophisticated scales of measurement of these dynamics by future researchers.

The purpose of this paper is to explore self-management among informal tourism employees in urban China with the theoretical basis of Jianghu and reveal the forming process and operation mechanism of China’s urban informal organizations’ self-management.

This paper adopts process–event analysis of informal tourism photographers surrounding Guangzhou Tower. Conducting field inspection and in-depth interviews, the forming process is analyzed and typical events are captured to unveil this self-management mechanism.

The self-management of informal tourism employees in China is based on the Jianghu theory, which specifies the role, obligation and responsibility of a member. These above rely on word-of-mouth order or implicit ways to treat newcomers, realize internal communication and deal with public affairs. Brotherhood, benevolence and etiquette make up the core values of the Jianghu theory that advises strategies in dealing with different events. This self-management, based on the Jianghu theory, has not only effectively solved internal conflicts, but has also achieved the goal of social management.

Informal employees’ self-management is extremely important due to the high cost of government intervention. Through China’s urban informal tourism employees’ Jianghu-styled self-management, the paper shows that the government should not crack down on this group indiscriminately. Instead, it should, through the management agent, set up effective Jianghu rules to realize regular control over this group.

The study examined the nature of the operation of informal savings groups. Emphasis was on their composition, the mode of financial transactions and sharing of financial proceeds, the impact of the savings and members loaning on the members' financial and business growth, and the perception of the members on the benefits of the savings. The study also profiled the significant challenges encountered by the groups.

The study adopted an exploratory research design. The point of saturation was achieved after 15 members of informal savings groups were interviewed. Data were analyzed using content analysis techniques with the aid of NVivo version 10 software, and verbatim tests were used to explain the emergent themes.

The findings indicate that informal savings groups are accessible, sustainable and inclusive financing alternatives for low-income earners. Group sizes range from 250 to 3 members. As a sign of commitment, a form of identification is required to join the group. Findings also indicate that group leaders are elected, and their term of service could be renewable. It was discovered that members join mainly to save in financial terms, and they have benefited both monetary and socially. The biggest challenge these groups face is that members default.

The study provides evidence that informal financial service providers are an effective alternative to business financing that leverage existing social structures that are predominant in Uganda.

The study provides a benchmark for understanding the dynamics, capabilities and challenges impeding the survival and growth of informal savings groups as critical components in Uganda's financial system.

The aim of this study was to address the unmet information needs of Malawian informal carers. We report on a three-year project which we co-created with informal carers, medical doctors and NGOs with the view to disseminate health advisory messages.

This study was developed on the principles of co-production. The impact of our health advisory messaging approach was assessed through observations and questionnaire-based surveys for quality, clarity and usefulness.

The messages were disseminated beyond the local support groups and reached a much wider community via word of mouth. The messages also led to short and medium term benefits for informal carers and their loved ones.

Our findings highlight the importance of understanding the contextual conditions of informal caring and that of co-producing interventions with the people these aim to benefit.

This research explored the nature of suppliers who participate in informal markets. The study was based on a national probability sample of 1,600 households. Those that had engaged in both barterer and vendor behaviors were found to have the most distinct profile. The barterer/vendor group demonstrated the highest level of expenditures with informal suppliers (suppliers operating in an off‐the‐books fashion). They were also found to be the youngest and to have the highest level of income and education. The strong relationship between acting as an informal supplier, as both a vendor and a barterer, and the propensity to consume in informal markets is the most striking conclusion of the study.

Ethiopia operates a large agricultural extension service system. However, access to extension-related knowledge, technologies and agricultural inputs is unequally distributed among smallholder farmers. Social learning is widely practiced by most farmers to cope with this unequal distribution though its practices have hardly been documented in passing on knowledge of agriculture and rural development or embedding it into the local system of knowledge production, transfer and use. The purpose of this study is, therefore, to identify the different methods of social learning, as well as their contribution to the adoption and diffusion of technologies within Ethiopia’s smallholder agricultural setting.

A mixed methods approach was used, comprising farmer and expert interviews, focus group discussions, informal individual discussions and key informant interviews. The data were documented, coded and later analyzed using SPSS and ATLAS.ti.

The findings showed that 55 per cent of the farmers in the studied areas fully relied on social, community-level learning to adopt agricultural technologies, while 35 per cent of them relied on social learning only partly. Farmers acquired knowledge through social networks by means of communication, observation, collective labor groups, public meetings, socio-cultural events and group socialization. Informal institutions such as iddir, debo and dado, helped farmers learn, adopt and diffuse technologies.

This study used the concept of epistemic oppression by Dotson (2014) as a conceptual framework to examine farmers’ access to extension services and to analyze how informal institutions serve as workplace learning for the smallholder farmers. The authors suggest community-level social learning serves as a coping mechanism against the prevailing limitations of the formal extension system, and at the same time, it guards against the deepening of social, political and epistemic inequalities that are inherent to the knowledge system.

Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the individuals who make up the group, and some are unique to the group and may not be represented by anyone within the group. Communication with groups often takes place in meetings. Therefore, organizational communication directed towards groups and transmitted within team meetings deserves study and attention. Deals with the following three aspects of groups: nature of groups; advantages and disadvantages of groups; and applied group communication, i.e. meetings.