INSTRUCTOR'S MANUAL
Essentials of Organizational Behaviour
Stephen P. Robbins, Timothy A. Judge, and Katherine Breward
ST
3rd Canadian Edition
UV
IA
_A
PP
RO
VE
D?
, TABLE OF CONTENTS
Essentials of Organizational Behaviour (Third Canadian Edition)
Stephen P. Robbins
ST
Chapter 1 What Is Organizational Behaviour?
UV
Chapter 2 Organizational Culture
Chapter 3 Diversity in Organizations
Chapter 4 Attitudes, Emotions, Moods, and Stress Management
IA
Chapter 5 Personality and Values
Chapter 6 Perception and Individual Decision Making
_A
Chapter 7 Motivation
Chapter 8 Foundations of Group Behaviour
Chapter 9 Understanding Work Teams
PP
Chapter 10 Communication
Chapter 11 Leadership
RO
Chapter 12 Power and Politics
Chapter 13 Conflict and Negotiation
Chapter 14 Organizational Change
VE
D?
, Chapter 1 What Is Organizational Behaviour?
Chapter 1
What Is Organizational Behaviour?
ST
Chapter Overview
UV
This chapter introduces the concept of organizational behaviour. The focus of the text is
that coupling individual understanding of behaviour gained through experience with that
gained through systematic OB analysis will help managers become more effective.
Many of the important challenges being faced by today’s managers are described, as are the
three levels of OB study. The outline of the text is described in relation to these three levels.
IA
Chapter Objectives
After studying this chapter, the student should be able to:
1.1 Define organizational behaviour (OB) and discuss why the interpersonal skills
_A
learned through its study are important.
1.2 Assess the importance of using a scientific approach to OB.
1.3 Identify the major behavioural science disciplines that contribute to OB.
1.4 Explain why few absolutes apply to OB.
1.5 Describe the challenges and opportunities managers face when applying OB
PP
concepts in their workplaces.
1.6 Compare the three levels of analysis in this text’s OB model.
Suggested Lecture Outline
RO
I. ORGANIZATIONAL BEHAVIOUR AND THE IMPORTANCE OF INTERPERSONAL SKILLS
A. Until the late 1980s, business school curricula emphasized the technical aspects of
management, focusing on economics, accounting, finance, and quantitative
techniques.
1. Course work in human behaviour and people skills received relatively less
attention.
VE
2. During the past three decades, however, business faculty have come to realize
the role that understanding human behaviour plays in determining a manager’s
effectiveness, and required courses on people skills have been added to many
curricula.
B. Developing managers’ interpersonal skills also helps organizations attract and keep
high-performing employees.
D?
1. Regardless of labour market conditions, outstanding employees are always in
short supply.
2. Companies known as good places to work have a big advantage.
3. A recent survey of hundreds of workplaces, and over 200,000 respondents,
showed the social relationships among co-workers and supervisors were
strongly related to overall job satisfaction.
Copyright © 2023 Pearson Canada Inc. 1-1
, Chapter 1 What Is Organizational Behaviour?
a. Positive social relationships also were associated with lower stress at work
and lower intentions to quit.
b. Having managers with good interpersonal skills is likely to make the
workplace more pleasant, which in turn makes it easier to hire and keep
qualified people.
c. Creating a pleasant workplace also appears to make good economic sense.
ST
Companies with reputations as good places to work have been found to
generate superior financial performance.
4. We have come to understand that in today’s competitive and demanding
workplace, managers can’t succeed on their technical skills alone.
a. They also have to have good people skills.
UV
b. This resource has been written to help both managers and potential
managers develop those people skills.
C. We’ve made the case for the importance of people skills. But neither this resource
nor the discipline on which it is based is called “people skills.”
D. The term that is widely used to describe the discipline is organizational behaviour.
1. Organizational Behaviour (OB) studies the influence that individuals, groups,
IA
and structure have on behaviour within organizations. The chief goal of OB is to
apply that knowledge toward improving an organization’s effectiveness.
2. OB studies three determinants of behaviour in organizations:
a. individuals
_A
b. groups
c. structure
3. OB applies the knowledge gained from this study to make organizations work
more effectively.
4. This text will focus on:
PP
a. motivation
b. leader behaviour and power
c. interpersonal communication
d. group structure and processes
e. attitude development and perception
f. change processes
RO
g. conflict and negotiation
h. work design
II. COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY
A. People develop intuitive understandings of the behaviours of other people through
experience. This experiential, common sense method of “reading” human behaviour
VE
can often lead to erroneous predictions.
B. You can improve your predictive ability by taking the systematic approach to the
study of human behaviour.
C. The fundamental assumption of the systematic approach is that human behaviour is
not random. There are fundamental consistencies that underlie the behaviour of all
D?
individuals, and these fundamental consistencies can be identified and then
modified to reflect individual differences.
1. Scientific study of behaviour means: examining relationships, attempting to
attribute causes and effects, and basing our conclusions on scientific evidence –
that is, on data gathered under controlled conditions and measured and
interpreted in a reasonably rigorous manner.
Copyright © 2023 Pearson Canada Inc. 1-2
Essentials of Organizational Behaviour
Stephen P. Robbins, Timothy A. Judge, and Katherine Breward
ST
3rd Canadian Edition
UV
IA
_A
PP
RO
VE
D?
, TABLE OF CONTENTS
Essentials of Organizational Behaviour (Third Canadian Edition)
Stephen P. Robbins
ST
Chapter 1 What Is Organizational Behaviour?
UV
Chapter 2 Organizational Culture
Chapter 3 Diversity in Organizations
Chapter 4 Attitudes, Emotions, Moods, and Stress Management
IA
Chapter 5 Personality and Values
Chapter 6 Perception and Individual Decision Making
_A
Chapter 7 Motivation
Chapter 8 Foundations of Group Behaviour
Chapter 9 Understanding Work Teams
PP
Chapter 10 Communication
Chapter 11 Leadership
RO
Chapter 12 Power and Politics
Chapter 13 Conflict and Negotiation
Chapter 14 Organizational Change
VE
D?
, Chapter 1 What Is Organizational Behaviour?
Chapter 1
What Is Organizational Behaviour?
ST
Chapter Overview
UV
This chapter introduces the concept of organizational behaviour. The focus of the text is
that coupling individual understanding of behaviour gained through experience with that
gained through systematic OB analysis will help managers become more effective.
Many of the important challenges being faced by today’s managers are described, as are the
three levels of OB study. The outline of the text is described in relation to these three levels.
IA
Chapter Objectives
After studying this chapter, the student should be able to:
1.1 Define organizational behaviour (OB) and discuss why the interpersonal skills
_A
learned through its study are important.
1.2 Assess the importance of using a scientific approach to OB.
1.3 Identify the major behavioural science disciplines that contribute to OB.
1.4 Explain why few absolutes apply to OB.
1.5 Describe the challenges and opportunities managers face when applying OB
PP
concepts in their workplaces.
1.6 Compare the three levels of analysis in this text’s OB model.
Suggested Lecture Outline
RO
I. ORGANIZATIONAL BEHAVIOUR AND THE IMPORTANCE OF INTERPERSONAL SKILLS
A. Until the late 1980s, business school curricula emphasized the technical aspects of
management, focusing on economics, accounting, finance, and quantitative
techniques.
1. Course work in human behaviour and people skills received relatively less
attention.
VE
2. During the past three decades, however, business faculty have come to realize
the role that understanding human behaviour plays in determining a manager’s
effectiveness, and required courses on people skills have been added to many
curricula.
B. Developing managers’ interpersonal skills also helps organizations attract and keep
high-performing employees.
D?
1. Regardless of labour market conditions, outstanding employees are always in
short supply.
2. Companies known as good places to work have a big advantage.
3. A recent survey of hundreds of workplaces, and over 200,000 respondents,
showed the social relationships among co-workers and supervisors were
strongly related to overall job satisfaction.
Copyright © 2023 Pearson Canada Inc. 1-1
, Chapter 1 What Is Organizational Behaviour?
a. Positive social relationships also were associated with lower stress at work
and lower intentions to quit.
b. Having managers with good interpersonal skills is likely to make the
workplace more pleasant, which in turn makes it easier to hire and keep
qualified people.
c. Creating a pleasant workplace also appears to make good economic sense.
ST
Companies with reputations as good places to work have been found to
generate superior financial performance.
4. We have come to understand that in today’s competitive and demanding
workplace, managers can’t succeed on their technical skills alone.
a. They also have to have good people skills.
UV
b. This resource has been written to help both managers and potential
managers develop those people skills.
C. We’ve made the case for the importance of people skills. But neither this resource
nor the discipline on which it is based is called “people skills.”
D. The term that is widely used to describe the discipline is organizational behaviour.
1. Organizational Behaviour (OB) studies the influence that individuals, groups,
IA
and structure have on behaviour within organizations. The chief goal of OB is to
apply that knowledge toward improving an organization’s effectiveness.
2. OB studies three determinants of behaviour in organizations:
a. individuals
_A
b. groups
c. structure
3. OB applies the knowledge gained from this study to make organizations work
more effectively.
4. This text will focus on:
PP
a. motivation
b. leader behaviour and power
c. interpersonal communication
d. group structure and processes
e. attitude development and perception
f. change processes
RO
g. conflict and negotiation
h. work design
II. COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY
A. People develop intuitive understandings of the behaviours of other people through
experience. This experiential, common sense method of “reading” human behaviour
VE
can often lead to erroneous predictions.
B. You can improve your predictive ability by taking the systematic approach to the
study of human behaviour.
C. The fundamental assumption of the systematic approach is that human behaviour is
not random. There are fundamental consistencies that underlie the behaviour of all
D?
individuals, and these fundamental consistencies can be identified and then
modified to reflect individual differences.
1. Scientific study of behaviour means: examining relationships, attempting to
attribute causes and effects, and basing our conclusions on scientific evidence –
that is, on data gathered under controlled conditions and measured and
interpreted in a reasonably rigorous manner.
Copyright © 2023 Pearson Canada Inc. 1-2
