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, Contents

Chapter 1
dt What Is Organizational Behaviour?
dt dt dt 1-1

Chapter 2
dt Organizational Culture dt 2-1

Chapter 3
dt Diversity in Organizations
dt dt 3-1

Chapter 4
dt Attitudes, Emotions, Moods, and Stress Management
dt dt dt dt dt 4-1

Chapter 5
dt Personality and Values dt dt 5-1

Chapter 6
dt Perception and Individual Decision Making
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Chapter 7
dt Motivation 7-1

Chapter 8
dt Foundations of Group Behaviour dt dt dt 8-1

Chapter 9
dt Understanding Work Teams dt dt 9-1

Chapter 10
dt Communication 10-1

Chapter 11
dt Leadership 11-1

Chapter 12
dt Power and Politics
dt dt 12-1

Chapter 13
dt Conflict and Negotiation
dt dt 13-1

Chapter 14
dt Organizational Change dt 14-1




Copyright © 2023 Pearson Canada Inc.
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,Chapter 1 What Is Organizational Behaviour?
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Chapter 1 dt




What Is Organizational Behaviour? dt dt dt




Chapter Overview dt




This chapter introduces the concept of organizational behaviour. The focus of the text is th
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at coupling individual understanding of behaviour gained through experience with that gai
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ned through systematic OB analysis will help managers become more effective.
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Many of the important challenges being faced by today’s managers are described, as are the
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three levels of OB study. The outline of the text is described in relation to these three levels.
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Chapter Objectives dt




After studying this chapter, the student should be able to:
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1.1 Define organizational behaviour (OB) and discuss why the interpersonal skills
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learned through its study are important.
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1.2 Assess the importance of using a scientific approach to OB.
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1.3 Identify the major behavioural science disciplines that contribute to OB.
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1.4 Explain why few absolutes apply to OB. dt dt dt dt dt dt



1.5 Describe the challenges and opportunities managers face when applying OB
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concepts in their workplaces.
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1.6 Compare the three levels of analysis in this text’s OB model. dt dt dt dt dt dt dt dt dt dt




Suggested Lecture Outline dt dt




I. ORGANIZATIONAL BEHAVIOUR AND THE IMPORTANCE OF INTERPERSONAL SKILLS dt dt dt dt dt dt dt



A. Until the late 1980s, business school curricula emphasized the technical aspects of
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management, focusing on economics, accounting, finance, and quantitative techni dt dt dt dt dt dt dt dt



ques.
1. Course work in human behaviour and people skills received relatively less dt dt dt dt dt dt dt dt dt dt



attention. dt



2. During the past three decades, however, business faculty have come to realize dt dt dt dt dt dt dt dt dt dt dt



the role that understanding human behaviour plays in determining a manager’s effec
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tiveness, and required courses on people skills have been added to many curricula. dt dt dt dt dt dt dt dt dt dt dt dt



B. Developing managers’ interpersonal skills also helps organizations attract and keep dt dt dt dt dt dt dt dt dt dt



high-performing employees. dt



1. Regardless of labour market conditions, outstanding employees are always in dt dt dt dt dt dt dt dt dt d



short supply. t dt



2. Companies known as good places to work have a big advantage. dt dt dt dt dt dt dt dt dt dt



3. A recent survey of hundreds of workplaces, and over 200,000 respondents,
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showed the social relationships among co-
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workers and supervisors were strongly related to overall job satisfaction. dt dt dt dt dt dt dt dt dt




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, Chapter 1 What Is Organizational Behaviour?
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a. Positive social relationships also were associated with lower stress at work dt dt dt dt dt dt dt dt dt dt d



and lower intentions to quit. t dt dt dt dt



b. Having managers with good interpersonal skills is likely to make the w dt dt dt dt dt dt dt dt dt dt dt



orkplace more pleasant, which in turn makes it easier to hire and keep q dt dt dt dt dt dt dt dt dt dt dt dt dt



ualified people. dt



c. Creating a pleasant workplace also appears to make good economic sense. dt dt dt dt dt dt dt dt dt dt d



Companies with reputations as good places to work have been found to g
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enerate superior financial performance. dt dt dt



4. We have come to understand that in today’s competitive and demanding
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workplace, managers can’t succeed on their technical skills alone. dt dt dt dt dt dt dt dt



a. They also have to have good people skills. dt dt dt dt dt dt dt



b. This resource has been written to help both managers and potential
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managers develop those people skills.
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C. We’ve made the case for the importance of people skills. But neither this resource
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nor the discipline on which it is based is called “people skills.”
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D. The term that is widely used to describe the discipline is organizational behaviour.
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1. Organizational Behaviour (OB) studies the influence that individuals, groups, dt dt dt dt dt dt dt dt



and structure have on behaviour within organizations. The chief goal of OB is t
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o apply that knowledge toward improving an organization’s effectiveness.
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2. OB studies three determinants of behaviour in organizations:
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a. individuals
b. groups
c. structure
3. OB applies the knowledge gained from this study to make organizations work
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more effectively.
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4. This text will focus on: dt dt dt dt



a. motivation
b. leader behaviour and power dt dt dt



c. interpersonal communication dt



d. group structure and processes dt dt dt



e. attitude development and perception dt dt dt



f. change processes dt



g. conflict and negotiation dt dt



h. work design dt




II. COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY dt dt dt dt



A. People develop intuitive understandings of the behaviours of other people through
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experience. This experiential, common sense method of “reading” human behaviour
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can often lead to erroneous predictions.
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B. You can improve your predictive ability by taking the systematic approach to the
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study of human behaviour.
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C. The fundamental assumption of the systematic approach is that human behaviour is
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not random. There are fundamental consistencies that underlie the behaviour of all
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individuals, and these fundamental consistencies can be identified and then modifi
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ed to reflect individual differences.
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1. Scientific study of behaviour means: examining relationships, attempting to adt dt dt dt dt dt dt dt dt



ttribute causes and effects, and basing our conclusions on scientific evidence –
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that is, on data gathered under controlled conditions and measured and inter
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preted in a reasonably rigorous manner. dt dt dt dt dt




Copyright © 2023 Pearson Canada Inc. dt dt dt dt dt 1-2