## Organizational behavior is the individual actions of individuals within an organization and how they interact with others.
-The discipline of organizational behavior is concerned with identifying and managing the attitudes and actions of individuals and groups, looking particularly at how people can be motivated to join and remain in the organization, how to get people to practice effective teamwork, how people can accomplish their jobs more efficiently, and how employees can be encouraged to be more flexible and innovative. Attention is brought to these attitudes and actions in order to help managers identify problems, determine how to correct them, and change behavior so that individual performance and ultimately organization effectiveness increase.
-Behavior can be examined on three levels—the individual, the group, and the organization as a whole. Managers seek to learn more about what causes people—individually or collectively—to behave as they do in organizational settings. What motivates people? What makes some employees leaders and others not? How do people communicate and make decisions? How do organizations respond to changes in their external environments?
## Organizational development represents team building, employee assessment, career development, and change management that affect a company.
-Organizational development (OD) is a planned, ongoing effort by organizations to change in order to become more effective. The need for organizational change becomes apparent when a gap exists between what an organization is trying to do and what is actually being accomplished.
-OD processes include using a knowledge of behavioral science to encourage an organizational culture of continual examination and readiness for change. In that culture, emphasis is placed on interpersonal and group processes. The fact that OD links human processes such as leadership, decision making, and communication with organizational outcomes such as productivity and efficiency distinguishes it from other change strategies that may rely solely on the principles of accounting or finance.
-The forces compelling an organization to change can be found both inside and outside the organization. Internal forces toward change can affect changes in job technology, composition of the work force, organization structure, organizational culture, and goals of the organization. There are a variety of external forces that may require managerial action: changes in market conditions, changes in manufacturing technology, changes in laws governing current products or practices, and changes in resource availability.
-An organization can focus OD change efforts in several areas: changes to structure, technology, and people using a variety of strategies for development. Some of the more common techniques for changing an organization's structure include changes in work design to permit more specialization or enrichment, clarification of job descriptions and job expectations, increase or decrease of the span of control, modification of policies or procedures, and changes in the power or authority structure.
**Organizational behavior and development link together because individual actions can either help or hurt a company’s development. When employees do not buy into a company’s development process, negative growth may occur in the business.
**The owner of a business often sets the personality of the organization. Eventually, the owner’s personality and traits turn into the company’s organizational behavior.
For example, if an owner is unethical and focuses solely on profits, the company will also engage in similar organizational behavior and development. A company is not always stuck with its initial personality as set by the owner. Owners may hire executives to run the organization or sell the business, which can lead to a change in personality or alteration in the company’s behavior and development.
25th September 2017 From India, Delhi