BUSI1215 Organizational Behaviour
- Page ID
- 9310
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 1: Introduction to Organizational Behavior
- 1.1: College Textbook Revolution
- 1.2: Understanding Organizational Behavior
- 1.3: Understanding How OB Research Is Done
- 1.4: Trends and Changes
- 1.5: The Interactionist Perspective: The Role of Fit
- 1.6: Understanding Your Learning Style
- 1.7: Advice for Hiring Successful Employees: The Case of Guy Kawasaki
- 1.8: Conclusion
- 1.9: Exercises
- 3: Individual Attitudes, Work Related Behaviours and Emotions
- 3.1: People Come First: The Case of SAS
- 3.2: Work Attitudes
- 3.3: Work Behaviors
- 3.5: Avoiding and Managing Stress
- 3.7: Emotions at Work
- 3.8: The Role of Ethics and National Culture
- 3.9: Rebounding from Defeat: The Case of Jeffrey Katzenberg
- 3.10: Getting Emotional: The Case of American Express
- 3.11: Facing Foreclosure: The Case of Camden Property Trust
- 3.12: Conclusion
- 3.13: Exercises
- 3.4: What Is Stress?
- 3.6: What Are Emotions?
- 6: Designing a Motivating Work Environment
- 6.1: Motivating Steel Workers Works: The Case of Nucor
- 6.2: Motivating Employees Through Job Design
- 6.3: Motivating Employees Through Goal Setting
- 6.4: Motivating Employees Through Performance Appraisals
- 6.5: Motivating Employees Through Performance Incentives
- 6.6: The Role of Ethics and National Culture
- 6.7: Motivation Key for Success: The Case of Xerox
- 6.8: Conclusion
- 6.9: Exercises
- 7: Managing Groups and Teams
- 7.1: Teamwork Takes to the Sky: The Case of General Electric
- 7.2: Group Dynamics
- 7.3: Decision Making in Groups
- 7.4: Understanding Team Design Characteristics
- 7.5: Management of Teams
- 7.6: Barriers to Effective Teams
- 7.7: The Role of Ethics and National Culture
- 7.8: Green Teams at Work: The Case of New Seasons Market
- 7.9: Conclusion
- 7.10: Exercises
- 8: Communication
- 8.2: Understanding Communication
- 8.3: Communication Barriers
- 8.4: Different Types of Communication and Channels
- 8.5: The Role of Ethics and National Culture
- 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
- 8.7: Conclusion
- 8.8: Exercises
- 8.1: You’ve Got Mail…and You’re Fired! The Case of RadioShack
- 9: Leading People Within Organizations
- 9.1: Taking on the Pepsi Challenge: The Case of Indra Nooyi
- 9.6: The Role of Ethics and National Culture
- 9.7: Leadership Development: The Case of Starbucks
- 9.8: Conclusion
- 9.9: Exercises
- 9.2: Who Is a Leader? Trait Approaches to Leadership
- 9.3: What Do Leaders Do? Behavioral Approaches to Leadership
- 9.4: What Is the Role of the Context? Contingency Approaches to Leadership
- 9.5: What’s New? Contemporary Approaches to Leadership
- 11: Organizational Culture
- 11.1: Building a Customer Service Culture: The Case of Nordstrom
- 11.2: Understanding Organizational Culture
- 11.3: Characteristics of Organizational Culture
- 11.4: Creating and Maintaining Organizational Culture
- 11.5: Creating Culture Change
- 11.6: The Role of Ethics and National Culture
- 11.7: Clash of the Cultures: The Case of Newell Rubbermaid
- 11.8: Conclusion
- 11.9: Exercises