** Immediate Download
** Answers to the Mini Cases
** Critical Thinking QAs
** Classroom Learning Exercises
,Table of Contents are given below
1. What Is Organizational Behaviour?
2. Organizational Culture
3. Diversity in Organizations
4. Attitudes, Emotions, Moods, and Stress Management
5. Personality and Values
6. Perception and Individual Decision Making
7. Motivation
8. Foundations of Group Behaviour
9. Understanding Work Teams
10. Communication
11. Leadership
12. Power and Politics
13. Conflict and Negotiation
14. Organizational Change
, 1-1
Chapter 1: What Is Organizational Behaviour?
Chapter Overview
This chapter introduces organizational behaviour (OB) as the study of how individuals, groups,
and structure influence behaviour in organizations, with the aim of improving effectiveness. It
emphasizes the importance of interpersonal skills, the value of systematic study and evidence-
based management (including big data and AI). This chapter also reviews key disciplines that
contribute to our understanding of OB, and the contemporary challenges and opportunities (e.g.,
remote work, globalization, diversity, sustainability, well-being, ethics) faced by managers when
applying OB concepts. And finally, it presents the OB model (inputs, processes, outcomes
across levels), and employability skills developed through OB.
Chapter Objectives
1-1 Define organizational 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.
1-5 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.
1-7 Describe the key employability skills gained from studying OB that are applicable to other
majors or future careers.
Suggested Lecture Outline
A. Why OB and Interpersonal Skills Matter
• Historical shift in business education from purely technical emphasis to people skills.
• Canadian context: “Best Employers in Canada” examples (e.g., Canada Life, RBC, Parks
Canada; Forbes 2024) and links to mentoring, flexibility, equity.
• Evidence: quality of workplace relationships relates to job satisfaction, lower stress,
lower turnover; supportive dialogue increases voice endorsement.
• Social responsibility and social entrepreneurship education; using interpersonal skills to
advance inclusion and community outcomes.
Copyright © 2027 Pearson Canada Inc.
, 1-2
B. What Is OB? Core Topics and Scope
• Definition: OB investigates how individuals, groups, and structure affect behaviour to
improve organizational effectiveness.
• Emphasis on employment-related outcomes (e.g., absenteeism, turnover, productivity).
• Core topics: motivation; leadership and power; interpersonal communication; group
structure/processes; attitudes and perception; change; conflict and negotiation; work
design.
C. Complementing Intuition with Systematic Study and EBM
• Limits of intuition and common sense; value of predictability through systematic,
scientific study.
• Evidence-based management (EBM): asking managerial questions, sourcing best
evidence, applying it.
• Big data and HRIS: example of turnover reduction through data-driven hiring.
• AI and machine learning in HR: promise (pattern recognition, predictions) and risks (bias
replication; 2024 study on gender stereotyping in AI).
• Practical guidance: integrate evidence with judgement; monitor for emergent bias; use
metrics aligned to validated job analyses.
D. Contributing Disciplines and a Brief History of OB
• Disciplines:
• Psychology (micro-level: learning, perception, personality, emotions, motivation,
job satisfaction, decision-making, stress).
• Social psychology (attitudes, behaviour change, communication, trust, power,
conflict, group and intergroup behaviour).
• Sociology (organizational culture, change, and technology, group behaviour,
communication, power).
• Anthropology (culture and environment; critical awareness of colonial roots and
bias).
• Political science (power, conflict, public relations, ethics, communication, group
behaviour).
• Neuroscience (perception, attribution, motivation, learning, cognitive structures
and prejudice, skill discounting, underutilization of workers).
• Brief history: Hawthorne studies; Carnegie School and bounded rationality; growth of
motivation/team/leadership research; culture and change; contemporary systems and
situational leadership.
Copyright © 2027 Pearson Canada Inc.
** Answers to the Mini Cases
** Critical Thinking QAs
** Classroom Learning Exercises
,Table of Contents are given below
1. What Is Organizational Behaviour?
2. Organizational Culture
3. Diversity in Organizations
4. Attitudes, Emotions, Moods, and Stress Management
5. Personality and Values
6. Perception and Individual Decision Making
7. Motivation
8. Foundations of Group Behaviour
9. Understanding Work Teams
10. Communication
11. Leadership
12. Power and Politics
13. Conflict and Negotiation
14. Organizational Change
, 1-1
Chapter 1: What Is Organizational Behaviour?
Chapter Overview
This chapter introduces organizational behaviour (OB) as the study of how individuals, groups,
and structure influence behaviour in organizations, with the aim of improving effectiveness. It
emphasizes the importance of interpersonal skills, the value of systematic study and evidence-
based management (including big data and AI). This chapter also reviews key disciplines that
contribute to our understanding of OB, and the contemporary challenges and opportunities (e.g.,
remote work, globalization, diversity, sustainability, well-being, ethics) faced by managers when
applying OB concepts. And finally, it presents the OB model (inputs, processes, outcomes
across levels), and employability skills developed through OB.
Chapter Objectives
1-1 Define organizational 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.
1-5 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.
1-7 Describe the key employability skills gained from studying OB that are applicable to other
majors or future careers.
Suggested Lecture Outline
A. Why OB and Interpersonal Skills Matter
• Historical shift in business education from purely technical emphasis to people skills.
• Canadian context: “Best Employers in Canada” examples (e.g., Canada Life, RBC, Parks
Canada; Forbes 2024) and links to mentoring, flexibility, equity.
• Evidence: quality of workplace relationships relates to job satisfaction, lower stress,
lower turnover; supportive dialogue increases voice endorsement.
• Social responsibility and social entrepreneurship education; using interpersonal skills to
advance inclusion and community outcomes.
Copyright © 2027 Pearson Canada Inc.
, 1-2
B. What Is OB? Core Topics and Scope
• Definition: OB investigates how individuals, groups, and structure affect behaviour to
improve organizational effectiveness.
• Emphasis on employment-related outcomes (e.g., absenteeism, turnover, productivity).
• Core topics: motivation; leadership and power; interpersonal communication; group
structure/processes; attitudes and perception; change; conflict and negotiation; work
design.
C. Complementing Intuition with Systematic Study and EBM
• Limits of intuition and common sense; value of predictability through systematic,
scientific study.
• Evidence-based management (EBM): asking managerial questions, sourcing best
evidence, applying it.
• Big data and HRIS: example of turnover reduction through data-driven hiring.
• AI and machine learning in HR: promise (pattern recognition, predictions) and risks (bias
replication; 2024 study on gender stereotyping in AI).
• Practical guidance: integrate evidence with judgement; monitor for emergent bias; use
metrics aligned to validated job analyses.
D. Contributing Disciplines and a Brief History of OB
• Disciplines:
• Psychology (micro-level: learning, perception, personality, emotions, motivation,
job satisfaction, decision-making, stress).
• Social psychology (attitudes, behaviour change, communication, trust, power,
conflict, group and intergroup behaviour).
• Sociology (organizational culture, change, and technology, group behaviour,
communication, power).
• Anthropology (culture and environment; critical awareness of colonial roots and
bias).
• Political science (power, conflict, public relations, ethics, communication, group
behaviour).
• Neuroscience (perception, attribution, motivation, learning, cognitive structures
and prejudice, skill discounting, underutilization of workers).
• Brief history: Hawthorne studies; Carnegie School and bounded rationality; growth of
motivation/team/leadership research; culture and change; contemporary systems and
situational leadership.
Copyright © 2027 Pearson Canada Inc.
