Instructor Manual For Essentials of Organizational Behaviour Third Canadian Edition

Instructor Manual For Essentials of Organizati
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onal Behaviour Third Canadian Edition
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INSTRUCTOR’S MANUAL WS




Michael Halinski WS




Ryerson University WS




Essentials of Organization WS WS




alBehaviour S
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Third Canadian Edition
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Stephen P. Robbins WS WS




San Diego State University
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Timothy A. Judge WS WS




University of Notre Dame
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Katherine E. Breward WS WS




University of Winnipeg WS WS




ISBN 978-0-13-731781-3
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,Copyright © 2023 Pearson Canada Inc., Toronto, Ontario. All rights reserved. This work is protected by Canadian c
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opyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learnin
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g. Dissemination or sale of any part of this work (including on the Internet) will destroy the integrity of the work an
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d is not permitted. The copyright holder grants permission to instructors who have adopted Essentials of Organizati
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onal Behaviour by Robbins/Judge/Breward, to post this material online only if the use of the website is restricted by
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access codes to students in the instructor’s class that is using the textbook and provided the reproduced material be
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ars this copyright notice.
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, Contents

Chapter 1
WS What Is Organizational Behaviour?
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Chapter 2
WS Organizational Culture WS 2-1

Chapter 3
WS Diversity in Organizations
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Chapter 4
WS Attitudes, Emotions, Moods, and Stress Management
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Chapter 5
WS Personality and Values WS WS 5-1

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

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

Chapter 9
WS Understanding Work Teams WS WS 9-1

Chapter 10
WS Communication 10-1

Chapter 11
WS Leadership 11-1

Chapter 12
WS Power and Politics
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Chapter 13
WS Conflict and Negotiation
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Chapter 14
WS Organizational Change WS 14-1




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




What Is Organizational Behaviour? WS WS WS




Chapter Overview WS




This chapter introduces the concept of organizational behaviour. The focus of the text is t
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hat coupling individual understanding of behaviour gained through experience with that g
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ained 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 WS




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. WS WS WS WS WS WS




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. WS WS WS WS WS WS WS WS WS WS




Suggested Lecture Outline WS WS




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




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 techn
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iques.
1. Course work in human behaviour and people skills received relatively lessWS WS WS WS WS WS WS WS WS WS




attention. WS




2. During the past three decades, however, business faculty have come to realize
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the role that understanding human behaviour plays in determining a manager’s effe
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ctiveness, and required courses on people skills have been added to many curricula WS WS WS WS WS WS WS WS WS WS WS WS




.
B. Developing managers’ interpersonal skills also helps organizations attract and keep
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high-performing employees.
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1. Regardless of labour market conditions, outstanding employees are always in WS WS WS WS WS WS WS WS WS




short supply. WS WS




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




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. WS WS WS WS WS WS WS WS WS




Copyright © 2023 Pearson Canada Inc. WS WS WS WS WS 1-1