INSTRUCTOR SOLUTIONS MANUAL
** All Chapters included
** Questions for Review
** Experiential Exercise
** Cases & Ethical Dilemma
,Table of Contents are given below
1. What Is Organizational Behavior?
2. Diversity, Equity, and Inclusion in Organizations
3. Job Attitudes
4. Emotions and Moods
5. Personality and Individual Differences
6. Perception and Individual Decision Making
7. Motivation Concepts
8. Motivation: From Concepts to Applications
9. Foundations of Group Behavior
10. Understanding Work Teams
11. Communication
12. Leadership
13. Power and Politics
14. Conflict and Negotiation
15. Foundations of Organization Structure
16. Organizational Culture and Change
17. Human Resource Systems and Practices
18. Stress and Health in Organizations
,Chapter 1 What Is Organizational Behavior? 1-1
CHAPTER 1
What Is Organizational Behavior?
LEARNING OBJECTIVES
After studying this chapter, students should be able to:
1-1. Define organizational behavior (OB).
1-2. Show the value of systematic study to OB.
1-3. Identify the major behavioral science disciplines that contribute to OB.
1-4. Demonstrate why few absolutes apply to OB.
1-5. Identify managers’ challenges and opportunities in applying OB concepts.
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.
This chapter begins with a vignette entitled “The Rise and Fall of WeWork’s CEO.” The details of this story are jarring,
reflecting the complexity and speed of organizational life. The effects of behavior ring through organizations—felt by
workers, managers, groups, teams, and sometimes, by the whole organization. WeWork’s Fall also highlights several
issues of interest to those seeking to understand organizational behavior, including motivation, justice, ethics,
structure, culture, personality, and organizationally relevant outcomes, such as turnover, productivity, and survival.
Throughout this text, students will learn how organizational challenges, like these, can be better understood with the
systematic study approach and the Basic OB Model used in this text.
BRIEF CHAPTER OUTLINE
I. Management and Organizational Behavior
A. Who’s Who in the World of Work
1. Worker: An individual who contributes to the accomplishment of work goals.
2. Manager: An individual who achieves goals through other people.
3. Organization: A consciously coordinated social unit, composed of two or more
people, that functions on a relatively continuous basis to achieve a common goal or
set of goals.
B. Management Activities
1. Although workers’ activities may also involve interacting and coordinating work with
other people, these functions are a much more significant component of managerial
jobs. Managers’ work is categorized into four different activities: planning,
organizing, leading, and controlling.
C. Management Roles
1. Introduction
, Chapter 1 What Is Organizational Behavior? 1-2
a. Henry Mintzberg studied executives to determine what they did in their jobs. He
concluded that managers perform ten different, highly interrelated roles or sets of
behaviors in organizations.
b. The ten roles can be grouped as interpersonal, informational, and decisional.
(Exhibit 1-1)
2. Interpersonal Roles: As a figurehead, a manager performs ceremonial duties, while
as a leader, they hire, train, motivate, and evaluate employees. As a liaison, a manager
fosters relationships with others who provide valuable information.
3. Informational Roles: As a monitor, disseminator, or spokesperson, a manager acts as
a conduit to transmit information to organizational members.
4. Decisional Roles As a(n) entrepreneur, disturbance handler, resource allocator, or
negotiator, a manager acts in a role that requires them to make choices.
D. Management Skills
1. Technical Skills: The ability to apply specialized knowledge or expertise. All jobs
require some specialized expertise, and many people develop their technical skills on
the job.
2. People Skills: The ability to work with, understand, and motivate other people, both
individually and in groups.
3. Conceptual Skills: The mental ability to analyze and diagnose complex situations.
E. How Managers Allocate Their Time
1. As shown in Exhibit 1-2, middle managers spend about half of their time working on
nonmanagerial work and only 28% of their time on talent development.
a. Changes organizations can make to better support managers include:
i. Give managers more time with the employees they supervise.
ii. Reduce excessive bureaucratic work.
iii. Provide managers with personalized incentives to motivate them to do their
best work.
F. Organizational Behavior (OB) Defined
1. OB is a field of study investigating the impact of individuals, groups, and structure on
behavior within organizations to apply such knowledge toward improving an
organization’s effectiveness.
2. OB studies three determinants of behavior in organizations: individuals, groups, and
structure.
3. OB is concerned specifically with employment-related situations. It examines
behavior in the context of job attitudes, absenteeism, employee turnover, productivity,
performance, and management.
II. Complementing Intuition with Systematic Study
A. Introduction
1. It is human nature to be a student of other people’s behavior. Reading others can
often lead to erroneous predictions, but using a systematic approach can improve
accuracy.
a. The systematic approach in this textbook assumes behavior is not random.
b. Systematic study means looking at relationships, attempting to attribute causes
and effects, and drawing conclusions based on scientific evidence.
** All Chapters included
** Questions for Review
** Experiential Exercise
** Cases & Ethical Dilemma
,Table of Contents are given below
1. What Is Organizational Behavior?
2. Diversity, Equity, and Inclusion in Organizations
3. Job Attitudes
4. Emotions and Moods
5. Personality and Individual Differences
6. Perception and Individual Decision Making
7. Motivation Concepts
8. Motivation: From Concepts to Applications
9. Foundations of Group Behavior
10. Understanding Work Teams
11. Communication
12. Leadership
13. Power and Politics
14. Conflict and Negotiation
15. Foundations of Organization Structure
16. Organizational Culture and Change
17. Human Resource Systems and Practices
18. Stress and Health in Organizations
,Chapter 1 What Is Organizational Behavior? 1-1
CHAPTER 1
What Is Organizational Behavior?
LEARNING OBJECTIVES
After studying this chapter, students should be able to:
1-1. Define organizational behavior (OB).
1-2. Show the value of systematic study to OB.
1-3. Identify the major behavioral science disciplines that contribute to OB.
1-4. Demonstrate why few absolutes apply to OB.
1-5. Identify managers’ challenges and opportunities in applying OB concepts.
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.
This chapter begins with a vignette entitled “The Rise and Fall of WeWork’s CEO.” The details of this story are jarring,
reflecting the complexity and speed of organizational life. The effects of behavior ring through organizations—felt by
workers, managers, groups, teams, and sometimes, by the whole organization. WeWork’s Fall also highlights several
issues of interest to those seeking to understand organizational behavior, including motivation, justice, ethics,
structure, culture, personality, and organizationally relevant outcomes, such as turnover, productivity, and survival.
Throughout this text, students will learn how organizational challenges, like these, can be better understood with the
systematic study approach and the Basic OB Model used in this text.
BRIEF CHAPTER OUTLINE
I. Management and Organizational Behavior
A. Who’s Who in the World of Work
1. Worker: An individual who contributes to the accomplishment of work goals.
2. Manager: An individual who achieves goals through other people.
3. Organization: A consciously coordinated social unit, composed of two or more
people, that functions on a relatively continuous basis to achieve a common goal or
set of goals.
B. Management Activities
1. Although workers’ activities may also involve interacting and coordinating work with
other people, these functions are a much more significant component of managerial
jobs. Managers’ work is categorized into four different activities: planning,
organizing, leading, and controlling.
C. Management Roles
1. Introduction
, Chapter 1 What Is Organizational Behavior? 1-2
a. Henry Mintzberg studied executives to determine what they did in their jobs. He
concluded that managers perform ten different, highly interrelated roles or sets of
behaviors in organizations.
b. The ten roles can be grouped as interpersonal, informational, and decisional.
(Exhibit 1-1)
2. Interpersonal Roles: As a figurehead, a manager performs ceremonial duties, while
as a leader, they hire, train, motivate, and evaluate employees. As a liaison, a manager
fosters relationships with others who provide valuable information.
3. Informational Roles: As a monitor, disseminator, or spokesperson, a manager acts as
a conduit to transmit information to organizational members.
4. Decisional Roles As a(n) entrepreneur, disturbance handler, resource allocator, or
negotiator, a manager acts in a role that requires them to make choices.
D. Management Skills
1. Technical Skills: The ability to apply specialized knowledge or expertise. All jobs
require some specialized expertise, and many people develop their technical skills on
the job.
2. People Skills: The ability to work with, understand, and motivate other people, both
individually and in groups.
3. Conceptual Skills: The mental ability to analyze and diagnose complex situations.
E. How Managers Allocate Their Time
1. As shown in Exhibit 1-2, middle managers spend about half of their time working on
nonmanagerial work and only 28% of their time on talent development.
a. Changes organizations can make to better support managers include:
i. Give managers more time with the employees they supervise.
ii. Reduce excessive bureaucratic work.
iii. Provide managers with personalized incentives to motivate them to do their
best work.
F. Organizational Behavior (OB) Defined
1. OB is a field of study investigating the impact of individuals, groups, and structure on
behavior within organizations to apply such knowledge toward improving an
organization’s effectiveness.
2. OB studies three determinants of behavior in organizations: individuals, groups, and
structure.
3. OB is concerned specifically with employment-related situations. It examines
behavior in the context of job attitudes, absenteeism, employee turnover, productivity,
performance, and management.
II. Complementing Intuition with Systematic Study
A. Introduction
1. It is human nature to be a student of other people’s behavior. Reading others can
often lead to erroneous predictions, but using a systematic approach can improve
accuracy.
a. The systematic approach in this textbook assumes behavior is not random.
b. Systematic study means looking at relationships, attempting to attribute causes
and effects, and drawing conclusions based on scientific evidence.
