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