Every organization has a structure that is formal and also informal. Without input or control from management, informal groups form based on common interests, needs and friendship. In the informal organization the emphasis is on people and their relationships; in formal organization, the emphasis is on official organizational positions. Their structures are created in such a way as to enable the organization to achieve its stated objectives. In these formal structures you will find hierarchies and processes that are the structure of the organization set in stone. The job titles, organized by those who are responsible for managing the organization. This is normally done with every organization having a formal and also informal structure. Without input or control from management, informal groups form based on common interests, needs and friendship. In the informal organization the emphasis is on people and their relationships; in formal organization, the emphasis is on official organizational positions. Their structures are created in such a way as to enable the organization to achieve its stated objectives. In these formal structures you will find hierarchies and processes that are the structure of the organization set in stone. The job titles, organized by those who are responsible for managing the organization. This is normally done with the use of an organizational chart that lists the relationship and ranks of positions in the organization known as the corporate ladder. They have charts that detail the lines of authority and responsibility of various positions and outline the formal power structure of the organization. They are the informal groups in the organization that fill the gaps... middle of paper... .oups to gain support from their employees and help improve organizational equity. However, managers sometimes fail to realize the pressures of informal groups that influence and regulate individuals' behavior. By working with informal groups, managers can skillfully take advantage of both formal and informal groups in an organization. This structure places more importance on satisfying individual interests rather than serving the organizational agenda. Informal groups also have a downside that can have a negative impact on the organization; one of them is the rumors they can create or if the group opposes the policies and changes them, this can lead to a delay or obstacle making it very difficult to implement. In most organizations today, skillful managers combine these two groups by leveraging both formal and informal groups