3. A number of years ago, employees in a city water distribution department were put into teams and encouraged to find ways to improve efficiency. The teams boldly crossed departmental boundaries and areas of management discretion in search of problems. Employees working in other parts of the city began to complain about these intrusions. Furthermore, when some team ideas were implemented, managers discovered that a dollar saved in the water distribution unit may have cost the organization two dollars in higher costs elsewhere. Use the open systems perspective to explain what happened there.
6. A common refrain among executives is “People are our most important asset.” Relate this statement to any two of the four perspective of organizational effectiveness presented in this chapter. Does this statement apply better to some perspective than to others? Why or why not?

CASE STUDY 1.1 1. What perspective(s) of organizational effectiveness best describe(s) the application of lean management practice? Describe how specific elements of that perspective relate to the interventions described in this case study. * Sunderland Royal Hospital used open systems perspective and organizational learning that will describe the application of lean management practices. Open systems perspective because they used an external source and developed a new knowledge from Nissan factory in improving an efficient and service quality of the Sunderland Royal Company. Organizational learning was used because of the acquired or developed new knowledge, they now need to share it within the organization, use it, and store valuable knowledge for the organizational process. 2. Does lean management ignore some perspectives of organizational effectiveness? If so, what are the unintended consequences of these practices that might undermine, rather than improve, an organizations effectiveness?