Canadian Organizational Behaviour 11th Edition Steven McShane, Kevin Tasa, Sandra Steen 2021 Instructors Manual
Canadian Organizational Behaviour
( Instructors Manual)
Canadian Organizational Behaviour 11th Edition Steven McShane, Kevin Tasa, Sandra Steen 2021 Instructors Manual
Edition:11th Edition
Author Name: Steven McShane, Kevin Tasa, Sandra Steen
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1 Introduction to the Field
of Organizational Behaviour
LEARNING OBJECTIVES
After reading this chapter, students should be able to:
1-1 Define organizational behaviour and organizations.
1-2 Explain why organizational behaviour knowledge is important for you and for organizations.
1-3 Describe the anchors on which organizational behaviour knowledge is based.
1-4 Summarize the workplace trends of diversity and the inclusive workplace, work–life integration, remote
work, and emerging employment relationships.
1-5 Describe the four factors that directly influence individual behaviour and performance.
1-6 Summarize the five types of individual behaviour in organizations
CHAPTER GLOSSARY
ability — the natural aptitudes and learned capabilities
required to successfully complete a task
corporate social responsibility (CSR) — organizational
activities intended to benefit society and the
environment beyond the firm’s immediate financial
interests or legal obligations
counterproductive work behaviours (CWBs) — voluntary
behaviours that have the potential to directly or
indirectly harm the organization
deep-level diversity — differences in the psychological
characteristics of employees, including personalities,
beliefs, values, and attitudes
evidence-based management — the practice of making
decisions and taking actions based on research evidence
human capital — the knowledge, skills, abilities, creative
thinking, and other valued resources that employees
bring to the organization
inclusive workplace — a workplace that values people of
all identities and allows them to be fully themselves
while contributing to the organization
MARS model — a model depicting the four variables—
motivation, ability, role perceptions, and situational
factors—that directly influence an individual’s voluntary
behaviour and performance
motivation — the forces within a person that affect his or
her direction, intensity, and persistence of effort for
voluntary behaviour
open systems — the view that organizations depend on
the external environment for resources, affect that
environment through their output, and consist of
internal subsystems that transform inputs to outputs
organizational behaviour (OB) — the study of what
people think, feel, and do in and around organizations
organizational citizenship behaviours (OCBs) — various
forms of cooperation and helpfulness to others that
support the organization’s social and psychological
context.
organizational effectiveness — an ideal state in which an
organization has a good fit with its external
environment, effectively transforms inputs to outputs
through human capital, and satisfies the needs of key
stakeholders
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