The advent of social networks has thoroughly overhauled the way operations run at formal organizations. There are two sides to this argument. On one hand, social networks have enhanced the quality of work exhibited by the current generation of workforces for formal organizations. This arises because of the ease of flow of information and teamwork enabled by the communication infrastructures that result from improved technology. Teams generate solutions to extremely complex problems because of the combined voluntary effort into the greater advancement and solution of most workplace and technical issues.
With unrestricted access to a pool of social groups the organization is able to exhibit all roundedness because the contribution of each team members matters. Social groups enhance the rate of work. With an influence on the psyche of the members, teams are able to accomplish challenging tasks easily.
The other hand of social networks at formal institutions is the span of time wasted by the workforce involved in online social interactions. This has pushed most organization to initiate workplace restrictions to participation in social networks during active labor times. Sometimes production departments and other associated departments initiate penalties against workforce members who default.
This is an expense on the organization’s side, because more technology and responsible technical personnel have to be employed to facilitate full utility of the human resource. The effect of groups against the leadership of the organization can be very detrimental in cases of go slows and strikes.
Industrial action executed by social groups of workers seeks to establish better conditions of working but this is usually disruptive on the part of the company leadership. If such occurrences are not controlled, the company may completely fail to achieve its goals and missions.
Social groups are both beneficial and detrimental depending on the effect that arises at the end of their actions.
