This is completed downloadable of Test Bank for Canadian Organizational Behaviour, 7th Edition: McShane
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- ISBN-10 ‏ : ‎ 0071050752
- ISBN-13 ‏ : ‎ 978-0071050753
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The Seventh Edition of Canadian Organizational Behaviour is truly a “new and improved” McShane: new trim size, fresh new design, new co-author, reorganized table of contents, improved examples, and even enhanced readability.
The McShane brand is known for its cutting-edge research and scholarship, recognized for its “for Canadians, by Canadians” approach to content, and respected for its firm anchoring of Canadian material within a global context. No other OB book offers the kind of comprehensive coverage in such an accessible, readable format. Canadian Organizational Behaviour continues to lead the way as the most innovative OB text on the market. McShane was the first OB textbook to include topics such as workplace emotions, appreciative inquiry, social identity theory, future search events, virtual teams, workaholism, and emotional intelligence. The innovation continues in the seventh edition with new and expanded coverage of topics such as employee engagement, resilience, four-drive theory, blogs and wikis, psychological harassment, learning orientation, Schwartz’s values model, and separating socioemotional from constructive conflict.
The pedagogical features have been completely overhauled to speak to new and emerging topics in OB worldwide, including the opening vignettes, the photo essays in each chapter, and many of the end-of-chapter exercises and end-of-part cases.
Table of Content:
- Connect 1-Pager
- SMARTBOOK
- SUPPORT AT EVERY STEP
- Chapter 1: Introduction to the Field of Organizational Behaviour
- Introduction
- Introduction to the Field of Organizational Behaviour
- Welcome to the Field of Organizational Behaviour!
- What is Organizational Behaviour?
- HISTORICAL FOUNDATIONS OF ORGANIZATIONAL BEHAVIOUR
- Why Organizational Behaviour Is Important
- Why OB is Important for You
- Why OB is Important for Organizations
- Connecting the Dots: An Integrative Model of Organizational Behaviour
- Anchors of Organizational Behaviour Knowledge
- THE SYSTEMATIC RESEARCH ANCHOR
- THE PRACTICAL ORIENTATION ANCHOR
- THE MULTIDISCIPLINARY ANCHOR
- THE CONTINGENCY ANCHOR
- THE MULTIPLE LEVELS OF ANALYSIS ANCHOR
- The Emerging Workplace Landscape
- Diversity and the Inclusive Workplace
- Work–Life Integration
- Remote Work
- Employment Relationships
- MARS Model of Individual Behaviour and Performance
- EMPLOYEE MOTIVATION
- ABILITY
- ROLE PERCEPTIONS
- SITUATIONAL FACTORS
- Types of Individual Behaviour
- TASK PERFORMANCE
- ORGANIZATIONAL CITIZENSHIP BEHAVIOURS
- COUNTERPRODUCTIVE WORK BEHAVIOURS
- JOINING AND STAYING WITH THE ORGANIZATION
- MAINTAINING WORK ATTENDANCE
- The Journey Begins
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Promoting Safe Behaviour at Mother Parkers
- Class Exercise: World Café on the Emerging Workplace
- World Café Discussion Themes
- Class Exercise: It All Makes Sense?
- Self-Assessment for Chapter 1
- Chapter 2: Individual Differences: Personality and Values
- Introduction
- Individual Differences: Personality and Values
- Personality and the Five-Factor Model in Organizations
- WHAT CAUSES PERSONALITY: NATURE VERSUS NURTURE
- FIVE-FACTOR MODEL OF PERSONALITY
- Caveats When Applying the Five-Factor Model
- Other Personality Concepts: The Dark Triad and MBTI Types
- The Dark Triad
- JUNGIAN PERSONALITY THEORY AND THE MYERS-BRIGGS TYPE INDICATOR
- Values in the Workplace
- TYPES OF VALUES
- VALUES AND INDIVIDUAL BEHAVIOUR
- VALUES CONGRUENCE
- Ethical Values and Behaviour
- FOUR ETHICAL PRINCIPLES
- MORAL INTENSITY, MORAL SENSITIVITY, AND SITUATIONAL INFLUENCES
- SUPPORTING ETHICAL BEHAVIOUR
- Values Across Cultures
- INDIVIDUALISM AND COLLECTIVISM
- POWER DISTANCE
- UNCERTAINTY AVOIDANCE
- ACHIEVEMENT-NURTURING ORIENTATION
- CAVEATS ABOUT CROSS-CULTURAL KNOWLEDGE
- CULTURAL DIVERSITY WITHIN CANADA
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: SNC-Lavalin Group Inc.
- Team Exercise: Ethics Dilemma Vignettes
- Class Exercise: Personal Values Exercise
- Self-Assessments for Chapter 2
- Chapter 3: Perceiving Ourselves and Others in Organizations
- Introduction
- Self-Concept: How We Perceive Ourselves
- SELF-CONCEPT COMPLEXITY, CONSISTENCY, AND CLARITY
- SELF-ENHANCEMENT
- SELF-VERIFICATION
- SELF-EVALUATION
- THE SOCIAL SELF
- SELF-CONCEPT AND ORGANIZATIONAL BEHAVIOUR
- Perceiving the World Around Us
- PERCEPTUAL ORGANIZATION AND INTERPRETATION
- Specific Perceptual Processes and Problems
- STEREOTYPING IN ORGANIZATIONS
- ATTRIBUTION THEORY
- SELF-FULFILLING PROPHECY
- OTHER PERCEPTUAL EFFECTS
- Improving Perceptions
- AWARENESS OF PERCEPTUAL BIASES
- IMPROVING SELF-AWARENESS
- MEANINGFUL INTERACTION
- Global Mindset: Developing Perceptions across Borders
- DEVELOPING A GLOBAL MINDSET
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Hy Dairies Ltd
- Team Exercise: Personal and Organizational Strategies for Developing a Global Mindset
- Self-Assessments for Chapter 3
- Chapter 4: Workplace Emotions, Attitudes, and Stress
- Introduction
- Emotions in the Workplace
- TYPES OF EMOTIONS
- EMOTIONS, ATTITUDES, AND BEHAVIOUR
- HOW EMOTIONS INFLUENCE ATTITUDES AND BEHAVIOUR
- GENERATING POSITIVE EMOTIONS AT WORK
- COGNITIVE DISSONANCE
- EMOTIONS AND PERSONALITY
- Managing Emotions at Work
- EMOTIONAL DISPLAY NORMS ACROSS CULTURES
- Strategies for Displaying Expected Emotions
- Emotional Intelligence
- EMOTIONAL INTELLIGENCE OUTCOMES AND DEVELOPMENT
- Job Satisfaction
- JOB SATISFACTION AND WORK BEHAVIOUR
- JOB SATISFACTION AND PERFORMANCE
- JOB SATISFACTION AND CUSTOMER SATISFACTION
- JOB SATISFACTION AND BUSINESS ETHICS
- Organizational Commitment
- CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT
- BUILDING AFFECTIVE COMMITMENT
- Work-Related Stress and its Management
- GENERAL ADAPTATION SYNDROME
- CONSEQUENCES OF DISTRESS
- STRESSORS: THE CAUSES OF STRESS
- INDIVIDUAL DIFFERENCES IN STRESS
- MANAGING WORK-RELATED STRESS
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Diana’s Disappointment: The Promotion Stumbling Block
- Case Study: Rough Seas on the Link650
- Team Exercise: Ranking Jobs on Their Emotional Labour
- Self-Assessments for Chapter 4
- Chapter 5: Foundations of Employee Motivation
- Introduction
- Employee Motivation, Drives, and Needs
- Employee Drives and Needs
- INDIVIDUAL DIFFERENCES IN NEEDS
- Drive-Based Motivation Theories
- FOUR-DRIVE THEORY
- MASLOW’S NEEDS HIERARCHY THEORY
- INTRINSIC AND EXTRINSIC MOTIVATION
- LEARNED NEEDS THEORY
- Expectancy Theory of Motivation
- EXPECTANCY THEORY IN PRACTICE
- Organizational Behaviour Modification and Social Cognitive Theory
- ORGANIZATIONAL BEHAVIOUR MODIFICATION
- SOCIAL COGNITIVE THEORY
- Goal Setting and Feedback
- CHARACTERISTICS OF EFFECTIVE FEEDBACK
- SOURCES OF FEEDBACK
- EVALUATING GOAL SETTING AND FEEDBACK
- Organizational Justice
- Distributive Justice and Equity Theory
- PROCEDURAL and Interactional JUSTICE
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Predicting Harry’s Work Effort
- Case Study: Barrie Super Subs
- Class Exercise: Needs Priority Exercise
- Self-Assessments for Chapter 5
- Chapter 6: Applied Performance Practices
- Introduction
- The Meaning of Money in the Workplace
- Financial Reward Practices
- MEMBERSHIP- AND SENIORITY-BASED REWARDS
- JOB STATUS–BASED REWARDS
- COMPETENCY-BASED REWARDS
- PERFORMANCE-BASED REWARDS
- Improving Reward Effectiveness
- Link Rewards to Performance
- Ensure That Rewards are Relevant
- Use Team Rewards for Interdependent Jobs
- Ensure that Rewards Are Valued
- Watch Out for Unintended Consequences
- Job Design Practices
- JOB DESIGN AND WORK EFFICIENCY
- SCIENTIFIC MANAGEMENT
- PROBLEMS WITH JOB SPECIALIZATION
- Job Design and Work Motivation
- Job Characteristics MODEL
- SOCIAL AND INFORMATION PROCESSING JOB CHARACTERISTICS
- JOB DESIGN PRACTICES THAT MOTIVATE
- Psychological Empowerment Practices
- SUPPORTING PSYCHOLOGICAL EMPOWERMENT
- Self-Leadership Practices
- Personal Goal Setting
- CONSTRUCTIVE THOUGHT PATTERNS
- Designing Natural Rewards
- Self-Monitoring
- Self-Reinforcement
- EFFECTIVENESS OF SELF-LEADERSHIP
- PERSONAL AND SITUATIONAL PREDICTORS OF SELF-LEADERSHIP
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Yakkatech Ltd
- Team Exercise: Is Student Work Enriched?
- Self-Assessments for Chapter 6
- Chapter 7: Decision Making and Creativity
- Introduction
- Decision Making and Creativity
- Rational Choice Decision Making
- RATIONAL CHOICE DECISION PROCESS
- PROBLEMS WITH RATIONAL CHOICE DECISION MAKING
- Identifying Problems and Opportunities
- PROBLEMS WITH PROBLEM IDENTIFICATION
- IDENTIFYING PROBLEMS AND OPPORTUNITIES MORE EFFECTIVELY
- Searching for, Evaluating, and Choosing Alternatives
- PROBLEMS WITH GOALS
- PROBLEMS WITH INFORMATION PROCESSING
- PROBLEMS WITH MAXIMIZATION
- EVALUATING OPPORTUNITIES
- Emotions and Intuition in Decision Making
- EMOTIONS AND MAKING CHOICES
- INTUITION AND MAKING CHOICES
- MAKING CHOICES MORE EFFECTIVELY
- Implementing and Evaluating Decisions
- Implementing Decisions
- Evaluating Decisions
- ESCALATION OF COMMITMENT
- EVALUATING DECISION OUTCOMES MORE EFFECTIVELY
- Creativity
- THE CREATIVE PROCESS
- CHARACTERISTICS OF CREATIVE PEOPLE
- ORGANIZATIONAL CONDITIONS SUPPORTING CREATIVITY
- ACTIVITIES THAT ENCOURAGE CREATIVITY
- Employee Involvement in Decision Making
- BENEFITS OF EMPLOYEE INVOLVEMENT
- CONTINGENCIES OF EMPLOYEE INVOLVEMENT
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Dogged by the Wrong Problem
- Class Exercise: Employee Involvement Incidents
- Class Exercise: Creativity Brainbusters
- Self-Assessments for Chapter 7
- Chapter 8: Team Dynamics
- Introduction
- Teams and Informal Groups
- INFORMAL GROUPS
- Benefits and Limitations of Teams
- THE CHALLENGES OF TEAMS
- A Model of Team Effectiveness
- ORGANIZATIONAL AND TEAM ENVIRONMENT
- Team Design Elements
- TASK CHARACTERISTICS
- TEAM SIZE
- TEAM COMPOSITION
- Team Processes
- TEAM DEVELOPMENT
- TEAM NORMS
- Team Roles
- TEAM COHESION
- TEAM TRUST
- TEAM MENTAL MODELS
- Improving Team Processes through Team Building
- Self-Directed Teams
- SUCCESS FACTORS FOR SELF-DIRECTED TEAMS
- Remote (Virtual) Teams
- SUCCESS FACTORS FOR REMOTE TEAMS
- Team Decision Making
- CONSTRAINTS ON TEAM DECISION MAKING
- IMPROVING DECISION MAKING AND CREATIVITY IN TEAMS
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Arbrecorp Ltée
- Team Exercise: Team Tower Power
- Team Exercise: Survival on the Moon
- Self-Assessments for Chapter 8
- Chapter 9: Communicating in Teams and Organizations
- Introduction
- The Importance of Communication
- A Model of Communication
- INFLUENCES ON EFFECTIVE ENCODING AND DECODING
- Communication Channels
- DIGITAL WRITTEN COMMUNICATION
- Social Media Communication in the Workplace
- NONVERBAL COMMUNICATION
- Choosing the Best Communication Channel
- Synchronicity
- Social Presence
- SOCIAL ACCEPTANCE
- MEDIA RICHNESS
- COMMUNICATION CHANNELS AND PERSUASION
- Communication Barriers (NOISE)
- Perceptions
- Language
- Jargon
- Filtering
- INFORMATION OVERLOAD
- Cross-Cultural and Gender Communication
- NONVERBAL DIFFERENCES ACROSS CULTURES
- GENDER DIFFERENCES IN COMMUNICATION
- Improving Interpersonal Communication
- GETTING YOUR MESSAGE ACROSS
- ACTIVE LISTENING
- Improving Communicationthroughout the Hierarchy
- WORKSPACE DESIGN
- DIGITALLY BASED ORGANIZATIONAL COMMUNICATION
- DIRECT COMMUNICATION WITH TOP MANAGEMENT
- Communicating through the Grapevine
- GRAPEVINE CHARACTERISTICS
- GRAPEVINE BENEFITS AND LIMITATIONS
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Difficult Connections
- Team Exercise: Cross-Cultural Communication Game
- Team Exercise: Practising Active Listening
- Self-Assessments for Chapter 9
- Chapter 10: Power and Influence in the Workplace
- Introduction
- The Meaning of Power
- Sources of Power in Organizations
- LEGITIMATE POWER
- REWARD POWER
- COERCIVE POWER
- EXPERT POWER
- REFERENT POWER
- Deference to Power
- Contingencies of Power
- NONSUBSTITUTABILITY
- CENTRALITY
- VISIBILITY
- DISCRETION
- The Power of Social Networks
- SOCIAL CAPITAL AND SOURCES OF POWER
- GAINING POWER THROUGH SOCIAL NETWORKS
- Consequences of Power
- Influencing Others
- TYPES OF INFLUENCE TACTICS
- CONSEQUENCES AND CONTINGENCIES OF INFLUENCE TACTICS
- Organizational Politics
- Individual Differences in Organizational Politics
- MINIMIZING ORGANIZATIONAL POLITICS
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Resonus Corporation
- Case Study: JP Morgan’s Whale
- Team Exercise: Deciphering the (Social) Network
- Team Exercise: Managing Your Boss
- Self-Assessments for Chapter 10
- Chapter 11: Conflict and Negotiation in the Workplace
- Introduction
- The Meaning and Consequences of Conflict
- IS CONFLICT GOOD OR BAD?
- The Emerging View: Task and Relationship Conflict
- Task Conflict
- Relationship Conflict
- Minimizing Relationship Conflict During Task Conflict
- Conflict Process Model
- Structural Sources of Conflict in Organizations
- INCOMPATIBLE GOALS
- DIFFERENTIATION
- INTERDEPENDENCE
- SCARCE RESOURCES
- AMBIGUOUS RULES
- COMMUNICATION PROBLEMS
- Interpersonal Conflict-Handling Styles
- CHOOSING THE BEST CONFLICT-HANDLING STYLE
- CULTURAL AND GENDER DIFFERENCES IN CONFLICT-HANDLING STYLES
- Structural Approaches to Conflict Management
- EMPHASIZE SUPERORDINATE GOALS
- REDUCE DIFFERENTIATION
- IMPROVE COMMUNICATION AND MUTUAL UNDERSTANDING
- REDUCE INTERDEPENDENCE
- INCREASE RESOURCES
- CLARIFY RULES AND PROCEDURES
- Third-Party Conflict Resolution
- CHOOSING THE BEST THIRD-PARTY INTERVENTION STRATEGY
- Resolving Conflict through Negotiation
- DISTRIBUTIVE VERSUS INTEGRATIVE APPROACHES TO NEGOTIATION
- PREPARING TO NEGOTIATE
- THE NEGOTIATION PROCESS
- The Negotiation Setting
- Gender and Negotiation
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Discord Investments
- Class Exercise: Conflict Handling Incidents
- Team Exercise: Kumquat Conflict Role Play
- Self-Assessments for Chapter 11
- Chapter 12: Leadership in Organizational Settings
- Introduction
- What is Leadership?
- SHARED LEADERSHIP
- Transformational Leadership Perspective
- DEVELOP AND COMMUNICATE A STRATEGIC VISION
- MODEL THE VISION
- ENCOURAGE EXPERIMENTATION
- BUILD COMMITMENT TOWARD THE VISION
- TRANSFORMATIONAL LEADERSHIP AND CHARISMA
- EVALUATING THE TRANSFORMATIONAL LEADERSHIP PERSPECTIVE
- Managerial Leadership Perspective
- Interdependence OFManagerial andTransformational LEadership
- TASK-ORIENTED AND PEOPLE-ORIENTED LEADERSHIP
- SERVANT LEADERSHIP
- Path–Goal and Leadership Substitutes Theories
- PATH–GOAL LEADERSHIP THEORY
- LEADERSHIP SUBSTITUTES THEORY
- Implicit Leadership Perspective
- PROTOTYPES OF EFFECTIVE LEADERS
- THE ROMANCE OF LEADERSHIP
- Personal Attributes Perspective of Leadership
- Eight Important Leadership Attributes
- AUTHENTIC LEADERSHIP
- PERSONAL ATTRIBUTES PERSPECTIVE LIMITATIONS AND PRACTICAL IMPLICATIONS
- Cross-Cultural and Gender Issues in Leadership
- GENDER AND LEADERSHIP
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: A Window on Life
- Team Exercise: Leadership Diagnostic Analysis
- Self-Assessments for Chapter 12
- Chapter 13: Designing Organizational Structures
- Introduction
- Designing Organizational Structures
- Division of Labour and Coordination
- DIVISION OF LABOUR
- COORDINATING WORK ACTIVITIES
- Elements of Organizational Structure
- SPAN OF CONTROL
- CENTRALIZATION AND DECENTRALIZATION
- FORMALIZATION
- MECHANISTIC VERSUS ORGANIC STRUCTURES
- Forms of Departmentalization
- SIMPLE STRUCTURE
- FUNCTIONAL STRUCTURE
- DIVISIONAL STRUCTURE
- TEAM-BASED STRUCTURE
- MATRIX STRUCTURE
- NETWORK STRUCTURE
- Contingencies of Organizational Design
- EXTERNAL ENVIRONMENT
- ORGANIZATIONAL SIZE
- TECHNOLOGY
- ORGANIZATIONAL STRATEGY
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Merritt’s Bakery
- Team Exercise: The Club Ed Exercise
- Self-Assessments for Chapter 13
- Chapter 14: Organizational Culture
- Introduction
- Elements of Organizational Culture
- CONTENT OF ORGANIZATIONAL CULTURE
- ORGANIZATIONAL SUBCULTURES
- Deciphering Organizational Culturethrough Artifacts
- ORGANIZATIONAL STORIES AND LEGENDS
- ORGANIZATIONAL LANGUAGE
- RITUALS AND CEREMONIES
- PHYSICAL STRUCTURES AND SYMBOLS
- Is Organizational Culture Important?
- THE MEANING AND POTENTIAL BENEFITS OF A STRONG CULTURE
- CONTINGENCIES OF ORGANIZATIONAL CULTURE AND EFFECTIVENESS
- ORGANIZATIONAL CULTURE AND BUSINESS ETHICS
- Merging Organizational Cultures
- BICULTURAL AUDIT
- STRATEGIES FOR MERGING DIFFERENT ORGANIZATIONAL CULTURES
- Changing and Strengthening Organizational Culture
- MODEL DESIRED CULTURE THROUGH ACTIONS OF FOUNDERS AND LEADERS
- ALIGN ARTIFACTS WITH THE DESIRED CULTURE
- INTRODUCE CULTURALLY CONSISTENT REWARDS AND RECOGNITION
- SUPPORT WORKFORCE STABILITY AND COMMUNICATION
- USE ATTRACTION, SELECTION, AND SOCIALIZATION FOR CULTURAL FIT
- Organizational Socialization
- LEARNING AND ADJUSTMENT PROCESS
- PSYCHOLOGICAL CONTRACTS
- STAGES OF ORGANIZATIONAL SOCIALIZATION
- IMPROVING THE SOCIALIZATION PROCESS
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Hillton’s Transformation
- Team Exercise: Organizational Culture Metaphors
- Self-Assessment for Chapter 14
- Chapter 15: Organizational Change
- Introduction
- Lewin’s Force Field Analysis Model
- Understanding Resistance to Change
- WHY EMPLOYEES RESIST CHANGE
- Unfreezing, Changing, and Refreezing
- CREATING AN URGENCY FOR CHANGE
- REDUCING THE RESTRAINING FORCES
- REFREEZING THE DESIRED CONDITIONS
- Leadership, Coalitions, and Pilot Projects
- TRANSFORMATIONAL LEADERSHIP AND CHANGE
- COALITIONS, SOCIAL NETWORKS, AND CHANGE
- PILOT PROJECTS AND DIFFUSION OF CHANGE
- Four Approaches to Organizational Change
- ACTION RESEARCH APPROACH
- APPRECIATIVE INQUIRY APPROACH
- LARGE GROUP INTERVENTION APPROACH
- PARALLEL LEARNING STRUCTURE APPROACH
- Cross-Cultural and Ethical Issues in Organizational Change
- Organizational Behaviour: The Journey Continues
- Chapter Summary
- Key Terms
- Critical Thinking Questions
- Case Study: Transact Insurance Corporation
- Team Exercise: Strategic Change Incidents
- Self-Assessments for Chapter 15
- Additional Cases
- Introduction
- Case 1: Arctic Mining Consultants
- Case 2: Bridging the Two Worlds: The Organizational Dilemma
- Case 3: Keeping Suzanne Chalmers
- Case 4: Northwest Canadian Forest Products Limited (Revised)
- Case 5: Simmons Laboratories
- Case 6: Tamarack Industries
- Case 7: The Outstanding Faculty Award
- Case 8: The Regency Grand Hotel
- Case 9: The Shipping Industry Accounting Team
- Case 10: Verberg Kansen N.V.
- Case 11: Vêtements Ltée
- Appendix: Theory Building and Systematic Research Methods
- Introduction
- Theory Building
- Positivism versus Interpretivism
- Theory Testing: The Deductive Process
- Using the Scientific Method
- Grounded Theory: An Alternative Approach
- Selected Issues in Organizational Behaviour Research
- Research Design Strategies
- Sources
- Sources
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