ORGANIZATIONAL BEHAVIOR:
BALANCING TEAM DEVELOPMENT VS. OBJECTIVES

Final Paper
BA590

Organizational Behavior: Balancing Team Development vs. Objectives The modern day workforce has come a long way of the task oriented individuals performing specific functions of the past to a lean and adaptive force striving to innovate organizational vision and spearheading the project life cycle process from inception to completion effortlessly. After 2009, more than 25% of people 25 years or older had more than a Bachelor’s degree, compared to just under 5% of the same demographic 50 years ago according to a Census Bureau report (Ryan, Seibens 2012). With that said, the statistics presented in a 2010 New York Times article discussing the importance of Post-Secondary Education and the recession showed that only 3.1 percent of college graduates were unemployed compared the national average unemployment rate of 7.3 percent illustrating the desire for employers to consider academically accomplished jobseekers and professionals over those who have experience (Rampell, 2013). With these numbers present, It’s critical for organizations which hire employees, regardless of their experience levels, to incorporate an environment for team and employee development while balancing the vision and mission of the organization in order to equip themselves with skilled professionals who aid in attaining organizational goals while retaining an internal sense of value and self-improvement. Why is focusing on employee and team development such a critical element in a successful organization? Forbe’s Magazine published an article describing a few of the top reasons an organization’s “best” people are quitting (Jackson, 2014). The top reason claimed by this publication is that the key people are overloaded with too many responsibilities; this can negatively impact a team member’s