View source for Formalization

{{infobox4
|list1=
<ul>
<li>[[Administrative management]]</li>
<li>[[Downward communication]]</li>
<li>[[Management by objectives]]</li>
<li>[[Scrum of scrums]]</li>
<li>[[Bureaucratic control]]</li>
<li>[[Quality management principles]]</li>
<li>[[Centralized organizational structure]]</li>
<li>[[Vertical communication]]</li>
<li>[[Forms of organisation]]</li>
</ul>
}}


'''Formalization''' is the process of expressing something in a precise, symbolic language that is well-defined and can be understood by a machine. It is often used in mathematics, logic, and computer science to express concepts in a way that can be easily processed by computer algorithms. Formalization allows for the use of mathematical proof and deduction to establish the validity of statements, and can also be used to express complex ideas in a clear and unambiguous way.

==Formalization in management==
'''Formalization in [[management]]''' refers to the process of creating a set of rules, procedures, and guidelines that dictate how tasks should be performed and how decisions should be made within an organization. This can include creating formalized [[policies and procedures]], job descriptions, and decision-making processes. Formalization in management helps to ensure consistency and [[efficiency]] in the way tasks are performed and decisions are made, and can also help to reduce the potential for errors or misunderstandings.

Formalization can also be implemented by '''creating formal organizational structures''', such as a clear [[hierarchy]] of roles and responsibilities, and by establishing formal lines of [[communication]]. This helps to ensure that [[information]] and directives flow smoothly through the organization and that everyone is aware of their roles and responsibilities.

Formalization can also be seen in the way that management uses '''metrics and data to make decisions'''. The use of data in management decision-making is called as Management by objective and [[Management by exception]]. This allows managers to make more informed decisions based on facts and figures, rather than relying on intuition or subjective judgment.

==Examples of formalization==
===High formalization example===
An example of high formalization in a [[company]] would be a large financial institution, such as a bank. This type of organization would have strict rules and regulations to follow, with a clear hierarchy of roles and responsibilities. Decision-making processes would be formalized and there would be a lot of paperwork and [[documentation]] involved. Communication channels would be formal, with little room for informal interactions. Employees would have to follow strict procedures and protocols in order to comply with laws and regulations.

===Low formalization example===
An example of low formalization in a company would be a [[startup]] tech company. This type of organization would have a more decentralized structure with few defined roles and responsibilities. Decision-making processes would be informal, with little bureaucracy and paperwork involved. Communication channels would be informal, with frequent opportunities for informal interactions. Employees would have more autonomy and flexibility in their [[work]], with little emphasis on strict procedures and protocols.

It's important to note that high and low formalization are not absolute, and there are many companies that fall somewhere in the middle. Also, the level of formalization may change over time as the organization's [[goals and objectives]] change.

==Formalization in organizational structures==
Formalization plays a crucial role in shaping organizational structures. It helps to define the roles and responsibilities of different employees and their relationships with one another, and it also helps to establish clear lines of communication and decision-making processes.

Formalization can be implemented in different ways in organizational structures, such as:
* '''Hierarchical structure''': This is a top-down structure in which power and decision-making authority are centralized at the top [[levels of the organization]]. Formalization is used to create clear lines of communication and to establish a chain of command.
* '''[[Functional structure]]''': This structure is based on different functional areas of the organization, such as [[production]], [[marketing]], and finance. Formalization is used to establish clear lines of responsibility and accountability within each functional area.
* '''[[Matrix structure]]''': This structure combines elements of both hierarchical and functional structures, and allows for different teams to work together on projects. Formalization is used to establish clear lines of communication and decision-making processes between the different teams.
* '''[[Network structure]]''': In this structure, organizations outsource some of their activities to external partners, such as suppliers and contractors. Formalization is used to establish clear lines of communication and decision-making processes between the different partners.

In all the above structures formalization plays a key role in creating a clear, efficient and effective organizational structure. It helps to ensure that everyone knows their roles and responsibilities, and that information and directives flow smoothly through the organization.

'''Formalization''' in [[organizational structure]] is a process in which managers specify (in writing), procedures, rules and responsibilities for the individual employees, organizational units, groups, teams and the [[organization]] as a whole, which leads to the development of processes, relationships, and operating procedures. The formalization of the organization is the result of the management's tendency towards [[bureaucracy]] and [[centralization]].

Formalization creates a series of provisions that specify:
* [[Mission and vision|mission and goals]],
* tasks of basic posts and organizational units,
* basic organizational relationships,
* ranges of responsibilities and power,
* patterns of [[action]] (main [[process]]es and procedures).

==Formalization of communication and documents==
Formalization of company communication refers to the process of creating formal rules, procedures, and guidelines for how employees should communicate with one another within an organization. This can include creating formalized communication channels, such as email and company intranet, as well as establishing protocols for how information should be shared and decisions should be made.

Formalization of company communication helps to ensure consistency and efficiency in the way information is shared and decisions are made, and can also help to reduce the potential for errors or misunderstandings. It also helps to establish clear lines of communication and decision-making processes.

Examples of [[formal communication]] include:
* '''Meeting minutes''': Summarizing the important points discussed in a meeting and the actions taken during the meeting.
* '''Memorandum''': A written communication used to convey information within an organization.
* '''Email''': Electronic mail that is used to communicate with employees and [[stakeholders]].
* '''Reports''': A written document that provides information about a particular topic or issue.

Formal communication can also include the use of specific communication protocols, such as language and formatting guidelines, to ensure that information is presented in a clear and consistent manner.
Formalization in practice implies the development of such documents as:
[[File:Divisional organizational structure.png|thumb|Fig. 1. Organizational chart as an example of formalization]]
* [[organizational chart]],
* terms and conditions,
* [[job description]],
* range of activities,
* operating procedures,
* process descriptions,
* organizational statement,
* orders,
* commands,
* circular letters.

==Levels of formalization==
There are different levels of formalization that can be applied to an organization's management, each with its own advantages and disadvantages.
* '''High formalization''': This level of formalization involves strict rules and guidelines for [[decision making]], as well as a clear hierarchy of roles and responsibilities. Advantages include clear lines of communication, consistency in decision making, and reduced potential for errors or misunderstandings. However, it can also lead to inflexibility, lack of autonomy for employees, and a lack of [[creativity]].
* '''Moderate formalization''': This level of formalization involves a balance between clear rules and guidelines and flexibility in decision making. It allows for a clear structure and clear lines of communication, but also allows for some autonomy for employees and encourages creativity.
* '''Low formalization''': This level of formalization involves minimal rules and guidelines for decision making, and a more decentralized structure with few defined roles and responsibilities. Advantages include flexibility, autonomy for employees, and creativity. However, it can also lead to confusion and inefficiency, as well as lack of clear lines of communication.

The level of formalization that is best for an organization will depend on the specific [[needs]] and goals of the organization, and it can change over time as well. It's important for managers to regularly evaluate the level of formalization in their organization, and make adjustments as needed to ensure that it is meeting the organization's goals and objectives.

==Measurement of level of formalization==
Measuring the level of formalization in an organization can be done through a variety of methods. Here are a few examples:
* '''Observation''': This [[method]] involves observing the communication and decision-making processes within the organization, as well as the roles and responsibilities of different employees. This can provide insight into the level of formalization and how it is impacting the organization.
* '''Surveys and Interviews''': This method involve gathering feedback from employees and stakeholders through surveys and interviews. It can provide insight into how employees perceive the level of formalization in the organization and how it is impacting their work.
* '''Document Analysis''': This method involves analyzing organizational documents, such as policies and procedures, job descriptions, and meeting minutes, to gain insight into the level of formalization.
* '''Metrics''': This method involves using metrics and data to evaluate the [[efficiency and effectiveness]] of different processes and procedures within the organization. This can provide insight into how formalization is impacting the organization's performance.
* '''[[Benchmarking]]''': This method involves comparing the organization to other similar organizations in terms of formalization, and can help to identify areas where the organization can improve.

The '''metrics''' that can be used are, for example:
* '''Policy and procedure compliance''': The percentage of employees who are following the established policies and procedures can be used as a metric for formalization.
* '''Time taken to make a decision''': The time taken to make a decision can be used as a metric for formalization, with longer decision-making times indicating more formalization.
* '''Number of approvals required for a decision''': The number of approvals required for a decision can be used as a metric for formalization, with more approvals required indicating more formalization.
* '''Number of communication channels''': The number of communication channels used within an organization can be used as a metric for formalization, with more channels indicating more formalization.
* '''Number of forms and paperwork''': The number of forms and paperwork used within an organization can be used as a metric for formalization, with more forms and paperwork indicating more formalization.
* '''[[Employee]] autonomy''': The level of autonomy given to employees can be used as a metric for formalization, with less autonomy indicating more formalization.
* '''Flexibility''': The level of flexibility given to employees can be used as a metric for formalization, with less flexibility indicating more formalization.

It's important to use a combination of methods to measure the level of formalization, as each method has its own strengths and weaknesses. Additionally, it's important to measure the level of formalization on a regular basis, as it may change over time as the organization's goals and objectives change.

==How to choose optimum formalization level?==
Choosing the optimum level of formalization in an organization can be a challenging task, as it depends on the specific needs and goals of the organization. Here are a few steps that can be taken to help choose the optimum level of formalization:
# '''Assess the organization's goals and objectives''': The level of formalization should align with the organization's overall goals and objectives. For example, a highly regulated [[industry]] such as healthcare will require a higher level of formalization compared to a creative industry such as advertising.
# '''Assess the organization's current level of formalization''': Use the methods and metrics discussed earlier to assess the current level of formalization in the organization.
# '''Gather feedback from employees and stakeholders''': Use surveys, interviews, and other methods to gather feedback from employees and stakeholders about the current level of formalization and how it is impacting the organization.
# '''Compare to similar organizations''': Compare the organization's level of formalization to similar organizations in the industry to identify areas where the organization can improve.
# '''Consider the potential trade-offs''': Choosing a higher level of formalization can lead to efficiency and consistency, but it can also lead to inflexibility and a lack of autonomy for employees. On the other hand, choosing a lower level of formalization can lead to creativity and [[innovation]], but it can also lead to confusion and inefficiency.
# '''Regularly evaluate and adjust''': Once the optimum level of formalization has been chosen, it is important to regularly evaluate and adjust it as needed, as the organization's goals and objectives may change over time.

It's important to note that there is no one-size-fits-all solution for formalization and it is a matter of finding the right balance that aligns with the organization's goals and objectives. The key is to find the optimum level of formalization that allows the organization to achieve its goals while also providing employees with the autonomy and flexibility they [[need]] to be productive and motivated.

==Benefits of formalization==
Formalization can bring a number of benefits to an organization, such as:
* '''Consistency''': Formalization helps to ensure consistency in the way tasks are performed and decisions are made, which can lead to increased efficiency and reduced potential for errors or misunderstandings.
* '''Clear lines of communication''': Formalization helps to establish clear lines of communication and decision-making processes, which can help to ensure that information and directives flow smoothly through the organization.
* '''Clear roles and responsibilities''': Formalization helps to define the roles and responsibilities of different employees, which can help to ensure that everyone knows their job and is accountable for their actions.
* '''Improved performance''': Formalization helps to establish clear goals, objectives, and metrics, which can help to improve performance by providing a clear framework for decision making and a way to measure success.
* '''Better coordination''': Formalization helps to coordinate the activities of different employees and departments, which can lead to better overall performance and a more efficient use of resources.
* '''Better decision making''': Formalization can provide a clear and consistent process for decision making, reducing the potential for errors and misunderstandings.
* '''Better compliance''': Formalization can help organizations comply with laws and regulations by providing clear policies, procedures, and guidelines.
* '''Better communication''': Formalization can provide clear and consistent communication channels, reducing the potential for misunderstandings and ensuring that important information is shared effectively.

==Limitations of formalization==
Formalization can also have some limitations, such as:
* '''Inflexibility''': Excessive formalization can lead to inflexibility in an organization, making it difficult for the organization to adapt to changing circumstances and new opportunities.
* '''Lack of autonomy for employees''': Formalization can lead to a lack of autonomy for employees, making it difficult for them to take initiative and be creative in their work.
* '''Lack of [[creativity and innovation]]''': Excessive formalization can lead to a lack of creativity and innovation, as employees may feel constrained by the rules and procedures in place.
* '''Bureaucracy''': Formalization can lead to bureaucracy, which can slow down decision making and make it more difficult for employees to get things done.
* '''Resistance to change''': Formalization can make it difficult to change established procedures and policies, making it harder to adapt to new circumstances and opportunities.
* '''[[Cost]]''': Establishing and maintaining formal systems and procedures can be costly in terms of time, resources and [[money]].
* '''Excessive paperwork''': Formalization can lead to an excessive amount of paperwork and administrative tasks, which can be time-consuming and a distraction from important work.
* '''Too much focus on rules and procedures''': Formalization can lead to a focus on rules and procedures rather than on achieving the goals of the organization.

==References==
* Brooke, M. Z. (1984). ''Centralization and autonomy: A study in organization [[behaviour]]''. Praeger Publishers.
* Forster, N. (1994). ''The analysis of company documentation''. Qualitative methods in organizational research: a practical guide. London: Sage, 147-66.
* Hall, R. H., Johnson, N. J., & Haas, J. E. (1967). ''[http://www.jstor.org/stable/2092844?seq=1#page_scan_tab_contents Organizational size, complexity, and formalization]''. "American Sociological Review", p. 903-912.
* Sah, R. K., & Stiglitz, J. E. (1991). ''[http://academiccommons.columbia.edu/download/fedora_content/download/ac:159588/CONTENT/10663.pdf The quality of managers in centralized versus decentralized organizations]''. The Quarterly Journal of [[Economics]], 106(1), 289-295.
* Vlaar, P. W., Van den Bosch, F. A., & Volberda, H. W. (2006). ''[http://repub.eur.nl/pub/7879/ERS-2006-034-STR.pdf Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense]''. "Organization Studies", 27(11), p. 1617-1638.

[[Category:Organizational structure]]
[[pl:Formalizacja]]