Organizational behavior

Résumé du document

Organizations are always in interaction with their environments. Organizations depend on the components of the environment which is why they are open systems. An organization is a dynamic system which takes action on different variants of the environment. The organization is like a circle. It takes inputs like labor or raw materials and turns it into outputs like final products. This transformation is doing thanks to the structure, and the value added by the organization.

Extraits

[...] First of all, interdependence generates a good reputation for organization because hold in high regard because of fair and honest business practices like paying invoice in time. Secondly, it's a means to neutralize forces in the specific environment. Thirdly, loose coupling allows to organizations create strategic alliances with its environment notably via long term contract with suppliers or creation of networks. Therefore, this adequacy which appears between organization and its environment enables organization to enrich their method of decision and action Why is the role of the boundary spanner so important? So difficult? How could an organization prepare one of its employees for this role? [...]

[...] Does this have implications for how these two types of organizations might manage their environmental interactions? We can classify organizations according to their output of products. Indeed, manufacturing organizations produce goods, physical items such as pencils and use raw materials to do it. Goods are tangible so it can be touched, seen, measured, and otherwise physically evaluated by customers. Customers don't know what the steps of production are and goods can be manufactured in a delocated country. However, service organizations produce services, activities such as finance, education, medical and so on. [...]

[...] Other organizations are divided into three parts; the clients our customers who purchase the outputs, the suppliers who provide inputs that are necessary for the transformation in outputs, and the competitors who deal with the same activity and product the same activity. Secondly, organizations depend on the legislation. The regulatory environment is all the laws and rules which manage the behavior of the organizations and avoid disloyal competition. Organizations have to respect a particular system of production like outputs and human rights. Finally, the social environment is more and more influent for organizations which have to incorporate new values in their philosophy. For example, organizations are more responsible thanks to moral and environment standards. [...]

[...] Moreover, organization can use forecasting which allows them to predict future action plans notably thanks statistical models. On the second hand, organizations can use negotiation. There are lobbying groups with agents who plead the organization's case with regulatory bodies. Interlocking directorates have suppliers or clients to give policy input. Public relation is a part very important in the negotiation because it's a way to have a well image of the organization. Finally, control is the opportunity to obtain contract legally and to not be outlaw. Organisation can build joint venture. [...]

[...] The boundaries are created by interactions between organization and its environment. There is the boundary between an organization and forces in the organization's environment. Boundary spanners play an important role in social relationship. Indeed, they are important for conducting exchange between organization and environment. They help communication between ethnic groups and improve diplomacy. Moreover, boundary spanners are essential to the efficient and effective operation of organizations. The role of the boundary spanner is difficult because it's a conflict role. When a boundary spanner interacts with members of groups, they convey to the boundary spanner the particular expectations that each group has about the boundary spanner's role. [...]