Introduction to Organisational Behaviour

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Chapter 1: Introduction to Organisational Behaviour
Open-Systems Perspective
* Perspective which holds that organisations depend on the external environment for resources, affect that environment through their output and consist of internal subsystem that transform inputs to outputs * Views organisations as complex organisms that ‘live’ within an external environment * Resources

* raw materials, employees, financial resources, information, equipment * Subsystems
* processes (communication and reward system)
* work units (production, marketing)
* social dynamics (informal networks, power relationships) * Successful organisations monitor environments and maintain close fit with changing conditions by finding new opportunities to secure essential input |

Internal-Subsystems Effectiveness
* Open-systems also examines how well an organisation operates internally / how well it transforms inputs into outputs * Organisational Efficiency
* Amount of outputs relative to inputs
* Produce more goods with less labour – more efficient * Lean Management
* Continuously reducing waste, unevenness and overburden in the production process * Efficiency – doing things right
* Effectiveness – doing right things
* e.g. company high efficient in making product but not ineffective if nobody wants to buy the product * how well subsystems coordinate with each other – the higher dependence on other subsystems, higher risk (information lost, miscommunication etc.) Stakeholder Perspective

* Stakeholders * Entities who affect or are affected by the firm’s objectives and actions * Personalises the open systems perspective * Stakeholders have conflict of interest and organisation unable to satisfy all stakeholders * Decide how much priority to focus on each group | |

Values| * Relatively stable, evaluative beliefs that guide a person’s preferences for outcomes /...
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