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. The first way to fit with the external environment is to change the company’s products and services. For an example, Zara, the world’s largest fashion retailer, relies on continuous adaption to maintain a good fit with its highly

volatile external environment. Besides that, the second perspectives are stakeholder perspective. Stakeholders include individuals, organisations and other entities that affected by the organisation's objectives and actions. They include anyone with a stake in the company—employees, shareholders, suppliers, labour unions, governments, communities, consumer and environmental interest groups, and so on. The essence of the stakeholder perspective is that companies must take into account how their actions affect others, and this requires that they understand, manage and satisfy the interests of their stakeholders. The stakeholder perspective personalizes the open-systems perspective. It identifies specific people and social entities in the external and internal environment.

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. The first way to fit with the external environment is to change the company’s products and services. For an example, Zara, the world’s largest fashion retailer, relies on continuous adaption to maintain a good fit with its highly

volatile external environment. Besides that, the second perspectives are stakeholder perspective. Stakeholders include individuals, organisations and other entities that affected by the organisation's objectives and actions. They include anyone with a stake in the company—employees, shareholders, suppliers, labour unions, governments, communities, consumer and environmental interest groups, and so on. The essence of the stakeholder perspective is that companies must take into account how their actions affect others, and this requires that they understand, manage and satisfy the interests of their stakeholders. The stakeholder perspective personalizes the open-systems perspective. It identifies specific people and social entities in the external and internal environment.

Organizational learning perspectives is a perspective which holds that organizational effectiveness depends on the organizational capacity to acquire, share, use, and store valuable knowledge. Organizations nurture their intellectual capital through four organizational learning processes including knowledge acquisition, sharing, use, and storage. 

Knowledge acquisition is extracting information and idea from the external environment as well as through insight. People are an important asset in an organization since the knowledge acquisition process can be done by hiring an individual or buying entire companies. This is because the employee plays roles in helping to scan the external environment and interpreting message from external sources. For example, staff may collect feedback and survey from the customer in order to improve customer service experience and develop better products. 

Knowledge sharing is distributing knowledge to others within the organization. It can be occurred by observing, experience, training, and practice. For example, employee especially attends to the annual dinner, they will share and gain experience and knowledge with each other. 

Knowledge use is the competitive advantage of knowledge comes from applying it in ways that add value to the organization and its stakeholders. The employee must realize that the knowledge is available and that they have enough autonomy to apply it. This requires a culture that encourages experimentation and open communication.

Knowledge storage is the process of holding knowledge for later retrieval. In other words, it involves preserving the organization’s intellectual capital. This store of knowledge can be called as organizational memory. Knowledge store can be embedded in the organization by using documents, objects, and some way that is useful about how an organization should operate. For example, newcomers apprentice learns from a skilled employee by transferring knowledge.

Organizational learning perspective is the second effectiveness is an organization’s capacity to acquire, share, use, and store the valuable knowledge. The employees can share their own experiences, knowledge, skills and other useful information with each other. Also need to consider both stock which the intellectual knowledge and the flow of organization learning process of acquisition, sharing, use and storage.

Represent the organisation’s capacity to share, acquire, use, and store valuable knowledge by consider with both stock and flow of knowledge which are intellectual capital for stock of knowledge and the flow of knowledge. 

2. High performance work practices (HPWP) 
It holds that effective organisations incorporate several workplace practices that leverage the potential human capital.  It is quite similar to organisational learning as the knowledge, skill and abilities that employees carry out in their heads is an important source of competitive advantag.The four most important work practices which are employee involvement, job autonomy, develop competencies and performance-based rewards in fact help achieve and improve organisation goals and effectiveness. 

Therefore, to manage work-related stress, they could 

Since accounting related jobs need to work for long hours, we should learn to plan and manage the works and time efficiently. Next, accountants learn to withdraw from the stressor and relax. For example, taking a few minutes each day to focus on a simple activity like breathing, walking or enjoying a meal. Besides that, maintaining good relationship and communication with family and friends as well as being honest with his colleagues and clients will also reduce an accountant’s stress.