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, Contents

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

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

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

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

Chapter 9
ma Understanding Work Teams ma ma 9-1

Chapter 10
ma Communication 10-1

Chapter 11
ma Leadership 11-1

Chapter 12
ma Power and Politics
ma ma 12-1

Chapter 13
ma Conflict and Negotiation
ma ma 13-1

Chapter 14
ma Organizational Change ma 14-1




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,Chapter 1 What Is Organizational Behaviour
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Chapter 1 ma




What Is Organizational Behaviour? ma ma ma




Chapter Overview ma




This chapter introduces the concept of organizational behaviour. The focus of the text i
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s that coupling individual understanding of behaviour gained through experience with t
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hat gained 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
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the three levels of OB study. The outline of the text is described in relation to these thre
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e levels.
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Chapter Objectives ma




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 ski
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lls 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. ma ma ma ma ma ma



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




Suggested Lecture Outline ma ma




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



A. Until the late 1980s, business school curricula emphasized the technical aspects
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of management, focusing on economics, accounting, finance, and quantitative
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techniques.
1. Course work in human behaviour and people skills received relatively l
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ess attention. ma



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 e
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ffectiveness, and required courses on people skills have been added to many cur ma ma ma ma ma ma ma ma ma ma ma ma



ricula.
B. Developing managers’ interpersonal skills also helps organizations attract and ke
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ep high-performing employees.
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1. Regardless of labour market conditions, outstanding employees are always ma ma ma ma ma ma ma ma m



in short supply. a ma ma



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



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



n.
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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 w
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ork and lower intentions to quit. ma ma ma ma ma



b. Having managers with good interpersonal skills is likely to make the
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workplace more pleasant, which in turn makes it easier to hire and k
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eep qualified people. ma ma



c. Creating a pleasant workplace also appears to make good economic sen ma ma ma ma ma ma ma ma ma ma



se. Companies with reputations as good places to work have been fou
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nd to generate superior financial performance.
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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. ma ma ma ma ma ma ma ma



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



b. This resource has been written to help both managers and potent
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ial managers develop those people skills.ma ma ma ma ma



C. We’ve made the case for the importance of people skills. But neither this resou
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rce 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, grou ma ma ma ma ma ma ma ma



ps, and structure have on behaviour within organizations. The chief goal of
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OB is to apply that knowledge toward improving an organization’s effective
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ness.
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 w
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ork more effectively. ma ma



4. This text will focus on: ma ma ma ma



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



c. interpersonal communication ma



d. group structure and processes ma ma ma



e. attitude development and perception ma ma ma



f. change processes ma



g. conflict and negotiation ma ma



h. work design ma




II. COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY ma ma ma ma



A. People develop intuitive understandings of the behaviours of other people throu
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gh experience. This experiential, common sense method of “reading” human beha
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viour can often lead to erroneous predictions.
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B. You can improve your predictive ability by taking the systematic approach to
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the study of human behaviour.
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C. The fundamental assumption of the systematic approach is that human behaviou
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r is not random. There are fundamental consistencies that underlie the behaviou
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r of all individuals, and these fundamental consistencies can be identified and th
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en modified to reflect individual differences.
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1. Scientific study of behaviour means: examining relationships, attempting t
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o attribute causes and effects, and basing our conclusions on scientific evide
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nce – ma



that is, on data gathered under controlled conditions and measured and in
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terpreted in a reasonably rigorous manner. ma ma ma ma ma




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