BCIT - ORGB 1105 - Chapter 1
Organizational effectiveness
A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders.
Intellectual capital
A company's stock of knowledge, including human capital, structural capital, and relationship capital.
High performance work practices (HPWP)
A perspective which holds that effective organizations incorporate several workplace practices that leverage the potential of human capital.
Organizational learning
A perspective which holds that organizational effectiveness depends on the organizations capacity to acquire, share, use and store valuable knowledge.
Open systems
A perspective which holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs into outputs.
Deep level diversity
Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
Globalization
Economic, social, and cultural connectivity with people in other parts of the world.
Organization
Groups of people who work together interdependently toward some purpose.
Stakeholders
Individuals, organizations, and other entities who affect or are affected by, the organization's objectives and actions.
Structural capital
Knowledge embedded in an organization's systems and structures.
Corporate social responsibility
Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
Values
Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.
Absorptive capacity
The ability to recognize the value of new information, assimilate it, and use it for value-added activities.
Organizational efficiency
The amount of outputs relative to inputs in the organization's transformation process.
Work-life balance
The degree to which a person minimizes conflict between work and nonwork demands.
Surface level diversity
The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age and physical capabilities.
Evidence-based management
The practice of making decisions and taking actions based on research evidence.
Human capital
The stock of knowledge, skills and abilities among employees that provides economic value to the organization.
Ethics
The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Organizational behaviour
The study of what people think, feel and do in and around organizations.
Virtual work
Work performed away from the traditional physical workplace by means of information technology.
