Abstract
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."

Tags:communication, performance, development, management, employee

Abstract
This paper examines current organizational theory regarding in-groups and out-groups in today's business environment. The paper further points out why this is important, primarily based on the emphasis on teams and team formation. While the dominant literature related to this topic makes the distinction between groups and teams, there is significant research that states that within the organizational setting such a distinction is irrelevant.

From the Paper
"Organizational theory regarding in-groups and out-groups is critical in today's business environment because of the emphasis on teams and team formation. While the dominant literature related to this topic makes the distinction between groups and teams because teams are typically formed for ad hoc and specific purposes, there is significant research that states that within the organizational setting such a distinction is irrelevant (Ohl & Cates). In-groups and out-groups are important for organizational leaders to understand and comprehend at risk of allowing an..."

Tags:in, out, groups

Abstract
The following paper examines intensive case management which is part of a two-tier system. One tier involves intensive case management while the other tier involves partial hospitalization with youths. The writer discusses issues such as holons, entrophy, four energy functions, organizational theories, leadership, power and control, differentiation and goal direction.

From the Paper
"Power and control seems to be held by this agency also. Power is defined in the book as "the system's potential to achieve its goals by the application or deprivation of energy to another system or component" (Anderson, Carter, & Lowe, p.120). Control is seen as steering and regulation (p.121). The system of SPVMHC seems to have much pull in decisions within the community and a lot of power to refer people to other organizations. SPVMHC can steer an individual anywhere from the court system to therapeutic group homes. I have seen a social worker with the final say in whether an individual will spend three months in jail or be released with counseling session to the agency.
Leadership seems to be rather effective in the different systems of the agency, and as I said above the leadership is much from the top down in a hierarchical fashion. These leaders tend to utilize a mix between x and y managerial styles. Also, I am beginning to pick up on some leaders who may not be part of high level of management. For example, there is the all-powerful secretary and the relative of the main supervisor. They seem to be non-credential leaders who are looked up to for what strings they can pull and whom they know. It will be interesting to see more of these people may be as I spend time with the agency."

Tags:control, differentiation, direction, energy, partial, hospitalization, mental, health, services

Abstract
The paper discusses how study after study has demonstrated that when an individual becomes part of a group, if the demands of the group are uniformity of action and thought, then the individual tends to suborn itself to that group - even if the rules aren't written, established, or even understood. The paper examines one of the landmark studies of this kind of behavior shift - that of the quick loss of identity and typical behavior patterns to that of the group - that was the Robber's Cave Experiment. This paper presents a review of the Robber's Cave Experiment and how it applies to current social theory relating to the behavior of individuals and groups.

From the Paper
"When we seek to understand how people experience significant personality, behavioral, emotional, and moral changes over very short periods, with the variable being their social context, we are talking about the effects upon contact with others and the rules at play within those contacts. Social scientists, psychologists, and even politicians have understood for a very long time that the group-belonging mentality can quickly override individualism in the proper setting in nearly any social form or forum. Many studies have demonstrated that when an individual becomes part of a group, if the demands of the group are uniformity of action and thought,..."

Tags:behavior, group, organizational

Abstract
The paper shows that the real challenge of organizational behavior and development lies in the opportunity to manage uncertainty, change, conflict, and other complexities of organizational life. It discusses that the manager has a number of tools available to achieve this. This paper will look at some of tools and how they can be used to manage organizational life. It covers: Contingency Approach, Process Theory, Systems Theory, Participative Management and Building Effective Groups.

From the Paper
"One of the most important factors in successfully making changes is having members from key departments cooperating on the changes (Daft 398). The task force best allows this to occur. Employee commitment towards the new activities is also vital to their success. Employee commitment is increased in a task force since employees are more empowered and hence motivated. It is said that while the task force structure can be cumbersome, it is the most effective and creates the changes both effectively and efficiently (Chambers 169).
Flexibility and adaptability are also vital for uncertain times and the team structures provide this flexibility as workers become more multi-skilled. "

Tags:motivational, Maslow?s, hierarchy, of, needs, ERG, Expectancy, theory

Abstract
This paper examines how a review of the available literature on social identity theory and enactments suggests that organizations who consciously work towards creating and fostering a common identity will reap the benefits of greater organizational commitment. It also examines how the theory can improve employee morale and job satisfaction as well as better decision-making processes, enhanced creativity and innovation, and more competitive edges.

From the Paper
"One way for organizations to manage existing or potential conflicts is to ensure that management practices promote rather than compromise job satisfaction by establishing integrity in promotion processes, allocation of resources, and organizational policies (Anon, 2003). After all, research on experimental and ethnic groups indicates that groups are less likely to evidence ethnocentrism and defensive biases if differences are viewed as legitimate (Ashforth & Mael, 1989). Hatch and Schultz (2002) also contend that knowing how organizational identities work can help organizations avoid organizational dysfunction and thus increase their effectiveness. "

Tags:exchange, ethnic, groups, employee, morale

Abstract
This paper contends that managerial elites must have a firm understanding of organizational behavior if they are to achieve the professional results they desire. It examines a number of theories pertaining to the study of groups with an eye towards understanding the benefits and debits of organizational teamwork.

From the Paper
"Organizational behavior is a complex area of discussion, but it is an area that managerial elites must have a firm understanding of if they are to achieve the professional results they desire. The following paper examines a number of theories pertaining to the study of groups with an eye towards understanding the benefits and debits of organizational teamwork. Quite simply, while collective efforts are generally to be preferred over individual ones, they do, in fact, have shortcomings and it is important that these shortcomings be well understood so that they can be mitigated as much as possible. With this in mind, it is to a discussion of some pertinent group theories that this paper now turns. One of the most prominent and enduring theories to be put forward in this area of study is Jacob Levy Moreno's concept of sociometry."

Tags:sociometry, groups, theories

Abstract
This paper reviews the psychology of groups in an organizational settings. The paper defines groups using social identity theory and looks at how the group structure provides a sense of purpose for group members. The paper also discusses the advantages and disadvantages of group decision making.

From the Paper
"Organizational effectiveness may be either enhanced or inhibited through the actions of internal groups. An understanding of group processes thus is essential for organizational managers. Groups are collections of individuals that are attracted to one another and who are held together by a variety of social forces. Social identity theory posits that groups are formed on the bases of self-definition attraction and cultural participation. This hypothesis leads to a conceptualization of groups as the sum of the individual properties..."

Tags:Group, Processes, Social, Loafing

Abstract
This paper discusses nursing team orientation according to Tuckman's theory of stages. The paper describes the theory and shows how it provides us with an ideal framework through which to understand the organizational design contributing to the effective management of a group in a hospital facility. The paper then looks briefly at how understanding this theory has helped the writer in her profession.

From the Paper
"And indeed, Tuckman's Theory has helped to demonstrate a clear path for me to better understand the dynamics of group behavior, even within such a distinctly complex context as the hospital. The nursing team is by necessity dynamic and is demanded to approach multiple responsibilities in simultaneity. This means that it must have many moving parts as it were, all of them capable of meeting the tasks large and small upon which patient's life may very well depend. Therefore, I must attribute to Tuckman's theory an invaluable and raised awareness as to those inevitable experiences which must be engaged if a staff is to become a team."

Tags:group, patient, performance

Abstract
The paper explains how this theory, which analyzes the nature of structural, interdependent relationships that control and determine organizational character, is derived from open system theory. The paper identifies the different groups existing within the system and the key processes linking these five basic elements. It also defines the nine characteristics common to all open systems.

From the Paper
"Modern organization theory has its roots in general system theory as interpreted by the organismic, open system theory of Ludwig von Bertalanffy (Shafritz & Ott, 305). Thus, system theory owes a large debt to the biological and ecological sciences, from which it acquired the tenet that human organization is an organic system in which everything is related to everything else and a change in one element of the system will affect all other relationships in the system (Scott & Mitchell, 54). Modern organization theory consists of two basic models: the systems model and the contingency model."

Tags:behavior, development, management, science, causality, Henderson, structure