In and Out Groups in Organizational Theory

Paper Summary:

This paper examines organizational theory regarding in-groups and out-groups and how this theory is critical in today's business environment because of the emphasis on teams and team formation. The paper explains that in-groups and out-groups are important for organizational leaders to understand and comprehend at risk of allowing an organization to fall into disarray and inefficiency. The paper also discusses how the differences between these two types of groups within the organization are stark - one group can be characterized by its inclusion and its sense of accomplishment and trust while the other can be characterized by its marginality and its lack of inclusiveness in any decision-making processes. The paper also points out that the effect of these two types of groups on any given organization is almost always negative but sometimes their full impact is not noticed until long after they form. In conclusion, the paper shows that leaders and managers need to be aware of these groups and ensure that no employees are isolated or excluded from the requisite inclusion within the business and organizational processes of the organization itself.

Outline:
Overview
In-Group Experience
Out-Group Experience
Differences
Effect of These Groups
Membership & Performance
Leadership Factors

From the Paper:

"Often, membership in these groups is not necessarily related to task or task performance. While an individual completely botching a task might potentially land them in the out-group, generally these groups form based on inter-personal reasons and relationships with various other co-workers and with management (Harris 142). As previously mentioned, group formation is not necessarily a bad thing to happen in the context of an organization. The danger is that such groups, if not properly managed, can lead to ostracizing and isolating valuable employees and even fellow team members."

Sample of Sources Used:

• Gilley, Jerry W., Nathaniel W. Boughton, and Ann Maycunich. The Performance Challenge: Developing Management Systems to Make Employees Your Organization's Greatest Asset. Cambridge, MA: Perseus Publishing, 1999.
• Harris, Thomas E. Applied Organizational Communication: Perspectives, Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates, 1993.
• May, Gary L. "Group Dynamics for Teams." The Journal of Business Communication 40.3 (2003): 241+. Questia. 6 Apr. 2007 <http://www.questia.com/PM.qst?a=o&d=5002650672>.
• Ohl, Todd, and Ward Cates. "The Nature of Groups: Implications for Learning Design." Journal of Interactive Learning Research 17.1 (2006): 71+.

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