Essentials of Organizational Behaviour
3rd Canadian Edition by Robbins, Judge
Chapter 1 to 14 Covered
TEST BANK
Copyright © 2023 Pearson Canada Inc.
, Contents
Chapter 1 What Is Organizational Behaviour? 1-1
Chapter 2 Organizational Culture 2-1
Chapter 3 Diversity in Organizations 3-1
Chapter 4 Attitudes, Emotions, Moods, and Stress Management 4-1
Chapter 5 Personality and Values 5-1
Chapter 6 Perception and Individual Decision Making 6-1
Chapter 7 Motivation 7-1
Chapter 8 Foundations of Group Behaviour 8-1
Chapter 9 Understanding Work Teams 9-1
Chapter 10 Communication 10-1
Chapter 11 Leadership 11-1
Chapter 12 Power and Politics 12-1
Chapter 13 Conflict and Negotiation 13-1
Chapter 14 Organizational Change 14-1
,Chapter 1
What Is Organizational Behaviour?
Chapter Overview
This chapter introduces the concept of organiẓational 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.
Chapter Objectives
After studying this chapter, the student should be able to:
1.1 Define organiẓational behaviour (OB) and discuss why the interpersonal skills
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
concepts in their workplaces.
1.6 Compare the three levels of analysis in this text‘s OB model.
Suggested Lecture Outline
I. ORGANIẒATIONAL BEHAVIOUR AND THE IMPORTANCE OF INTERPERSONAL SKILLS
A. Until the late 1980s, business school curricula emphasiẓed 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.
2. During the past three decades, however, business faculty have come to realiẓe 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 organiẓations attract and keep high-
performing employees.
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.
, 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.
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.
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 organiẓational behaviour.
1. Organiẓational Behaviour (OB) studies the influence that individuals, groups, and
structure have on behaviour within organiẓations. The chief goal of OB is to apply that
knowledge toward improving an organiẓation‘s effectiveness.
2. OB studies three determinants of behaviour in organiẓations:
a. individuals
b. groups
c. structure
3. OB applies the knowledge gained from this study to make organiẓations work more
effectively.
4. This text will focus on:
a. motivation
b. leader behaviour and power
c. interpersonal communication
d. group structure and processes
e. attitude development and perception
f. change processes
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 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
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.
3rd Canadian Edition by Robbins, Judge
Chapter 1 to 14 Covered
TEST BANK
Copyright © 2023 Pearson Canada Inc.
, Contents
Chapter 1 What Is Organizational Behaviour? 1-1
Chapter 2 Organizational Culture 2-1
Chapter 3 Diversity in Organizations 3-1
Chapter 4 Attitudes, Emotions, Moods, and Stress Management 4-1
Chapter 5 Personality and Values 5-1
Chapter 6 Perception and Individual Decision Making 6-1
Chapter 7 Motivation 7-1
Chapter 8 Foundations of Group Behaviour 8-1
Chapter 9 Understanding Work Teams 9-1
Chapter 10 Communication 10-1
Chapter 11 Leadership 11-1
Chapter 12 Power and Politics 12-1
Chapter 13 Conflict and Negotiation 13-1
Chapter 14 Organizational Change 14-1
,Chapter 1
What Is Organizational Behaviour?
Chapter Overview
This chapter introduces the concept of organiẓational 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.
Chapter Objectives
After studying this chapter, the student should be able to:
1.1 Define organiẓational behaviour (OB) and discuss why the interpersonal skills
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
concepts in their workplaces.
1.6 Compare the three levels of analysis in this text‘s OB model.
Suggested Lecture Outline
I. ORGANIẒATIONAL BEHAVIOUR AND THE IMPORTANCE OF INTERPERSONAL SKILLS
A. Until the late 1980s, business school curricula emphasiẓed 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.
2. During the past three decades, however, business faculty have come to realiẓe 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 organiẓations attract and keep high-
performing employees.
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.
, 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.
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.
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 organiẓational behaviour.
1. Organiẓational Behaviour (OB) studies the influence that individuals, groups, and
structure have on behaviour within organiẓations. The chief goal of OB is to apply that
knowledge toward improving an organiẓation‘s effectiveness.
2. OB studies three determinants of behaviour in organiẓations:
a. individuals
b. groups
c. structure
3. OB applies the knowledge gained from this study to make organiẓations work more
effectively.
4. This text will focus on:
a. motivation
b. leader behaviour and power
c. interpersonal communication
d. group structure and processes
e. attitude development and perception
f. change processes
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 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
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.
