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M Organizational Behavior 2nd Edition by Steven McShane,Mary Von Glinow
Edition 2ISBN: 978-0078029516M Organizational Behavior 2nd Edition by Steven McShane,Mary Von Glinow
Edition 2ISBN: 978-0078029516 Exercise 2
Compare and contrast the four current perspectives of organizational effectiveness as well as the early goal attainment perspective.
Explanation
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The goal attainment perspective, which states that organizations are effective if they achieve their stated objectives, is no longer accepted because (a) the goals set may be too easy, (b) goals may be too abstract to determine their accomplishment, and (c) achievement of some goals may threaten the company's survival.
The open systems perspective views organizations as complex organisms that "live" within an external environment. They depend on the external environment for resources, then use organizational subsystems to transform those resources into outputs, which are returned to the environment. Organizations receive feedback from the external environment to maintain a good "fit" with that environment. Fit occurs by adapting to the environment, managing the environment, or moving to another environment. According to the organizational learning perspective, organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge. Intellectual capital consists of human capital, structural capital, and relationship capital. Knowledge is retained in the organizational memory; companies also selectively unlearn.
The high-performance work practices (HPWP) perspective identifies a bundle of systems and structures to leverage workforce potential. The most widely identified HPWPs are employee involvement, job autonomy, developing employee competencies, and performance/ skill-based rewards. HPWPs improve organizational effectiveness by building human capital, increasing adaptability, and strengthening employee motivation and attitudes.
The stakeholder perspective states that leaders manage the interests of diverse stakeholders by relying on their personal and organizational values for guidance. Ethics and corporate social responsibility (CSR) are natural extensions of values-based organizations because they rely on values to guide the most appropriate decisions involving stakeholders. CSR consists of organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
The open systems perspective views organizations as complex organisms that "live" within an external environment. They depend on the external environment for resources, then use organizational subsystems to transform those resources into outputs, which are returned to the environment. Organizations receive feedback from the external environment to maintain a good "fit" with that environment. Fit occurs by adapting to the environment, managing the environment, or moving to another environment. According to the organizational learning perspective, organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge. Intellectual capital consists of human capital, structural capital, and relationship capital. Knowledge is retained in the organizational memory; companies also selectively unlearn.
The high-performance work practices (HPWP) perspective identifies a bundle of systems and structures to leverage workforce potential. The most widely identified HPWPs are employee involvement, job autonomy, developing employee competencies, and performance/ skill-based rewards. HPWPs improve organizational effectiveness by building human capital, increasing adaptability, and strengthening employee motivation and attitudes.
The stakeholder perspective states that leaders manage the interests of diverse stakeholders by relying on their personal and organizational values for guidance. Ethics and corporate social responsibility (CSR) are natural extensions of values-based organizations because they rely on values to guide the most appropriate decisions involving stakeholders. CSR consists of organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
M Organizational Behavior 2nd Edition by Steven McShane,Mary Von Glinow
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