(1) Recognize the existence of informal organization and let the employees know that their boss willingly accepts and understands the informal relationships.
(2) Before initiating any action, consider the effect it might have informal groups. Changes requiring members to deviate from accept norms of informal group behavior are likely to be resisted. Inform groups must be consulted and prepared in advance for change.
(3) Integrate as far as possible the interests or objectives of inform groups with those of the formal organization. Much of the role conflict can be avoided by carefully cultivating mutual interests within informal groups.
(4) Maintain an equilibrium between formal organization and informal groups. Keep away the activities of the formal organization from threatening the informal organization. Manage the formal structure in such a way that it does not unnecessarily conflict with informal relationships.
(5) Rumour should be fought firmly and consistently. The best way to deal with rumor is to get at its causes rather than to kill it. A cooperative high-morale group does not indulge in rumour-mongering and therefore, an executive should create conditions to generate high more Informal lines of communication should be used properly.
(6) Where informal group norms are acceptable they may be instutionalised as rules. Similarly, desirable patterns of informal relationships may be incorporated into the formal structure.
(7) All major cliques comprising the informal organization may catalogued and information on their reactions to one another and to t company may be carefully monitored.
(8) Where informal leaders develop, they should be appointed positions of formal authority.